A senior leadership programme for a global bank's Bengaluru centre, co-delivered with global leaders

The challenge

The bank's Bengaluru centre had grown from an offshore delivery unit into a hub owning critical global work. Its senior leaders now had to act as enterprise leaders, influencing onshore global peers rather than executing their requests.

Context

Global leadership wanted India senior leaders to be visible and trusted at the global table. Global executives chose to take part themselves, so the programme was built as a partnership rather than a classroom.

Our diagnosis

The gap was strategic presence in a global matrix: framing decisions for global audiences, leading through ambiguity, influencing without authority and building leadership bench strength in the centre.

The intervention

A senior leadership programme on strategic thinking, executive presence, influencing global stakeholders, leading change and succession. The bank's global leaders joined selected sessions to share strategy and pressure-test the ideas Bengaluru leaders brought forward.

How it was delivered

We designed and facilitated the programme in partnership with the bank's global leadership, so every conversation connected Bengaluru priorities with the bank's worldwide strategy.