Ensuring High-Quality Execution and Strengthening Internal Facilitation Capability
During autumn 2025, the leadership and employee programs previously developed were rolled out across the organization. The focus was twofold: ensuring high-quality execution of the experiential learning journeys and strengthening long-term internal delivery capability.
What we did
The organization faced the challenge of delivering several high-ambition, experience-based programs internally—while this format of facilitation had not previously been executed in-house.
To secure both quality and capability transfer, we delivered the programs in close partnership with internal representatives. Facilitation was conducted jointly, combining external expertise with internal ownership.
Each leadership learning journey was delivered once per cohort, consisting of two to four sessions per program. The employee learning journey was delivered in multiple rounds, with two-hour sessions across different groups.
The approach ensured:
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Structured, high-quality delivery of each session
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Joint facilitation to build internal confidence and capability
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Real-time coaching and feedback for internal facilitators
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Progressive transfer of ownership to internal trainers
Beyond delivering strong participant experiences, the assignment explicitly included developing the organization’s internal facilitation capability at an individual level.
Results
The implementation resulted in high engagement and consistently strong participant feedback, with an average evaluation score of 4.7 out of 5.
At the same time, internal facilitators strengthened their confidence and competence in leading experiential learning formats.
Overall, the initiative increased execution capability and scalability for continued leadership and employee development—ensuring the programs can be sustained and expanded internally over time.
