Leadership | Talent management
Cultivating innovation leaders: PostNord’s annual hackathon and leadership program
Company: Postnord
Background
Every year, PostNord identifies a number of high-potential specialists to participate in a hackathon and action-based innovation leadership program. The aim is to retain and develop these specialists, build a strong specialist pipeline, and enable specialist leaders to work on business development opportunities or business-critical challenges—from idea to implementation.
The needs and delivered solution
Bootcamp to develop problem-solving skills
Pre-hackathon meetings: Before PostNord’s Innovation Hackathon, we designed the program so that the participants meet to work on more limited, functional challenges. The meetings aimed to build competence and provide a toolbox for creative problem-solving and collaboration. The focus for this particular program was on the Simplex model, Open Innovation, and ideas from IDEO on effective innovation practices.
Hackathon for business-critical company-wide innovation
Project development and sponsorship: During the Innovation Hackathon, participants worked on various projects sponsored by the CEO and selected management team members. The cases were pre-developed to ensure they are of high quality and relevant to the business. Their importance and cross-functional nature were confirmed with the CEO and management team.
Skill application and learning: Participants used the tools and skills developed during the program and received new tools during the hackathon. They were able to book sparring and project management sessions for additional support. The hackathon included two learning pit-stops, and participants presented their solutions to a steering group for constructive feedback.
Evaluation and implementation
Assessment and recommendations: The third part of the hackathon assessed both the results and the group’s process. Recommendations were formulated for PostNord, and all groups received feedback from the CEO and steering group on their presentations.
Project selection and implementation: All cases were presented to the CEO and management team members, who evaluate which ideas they find have the greatest potential. These ideas received budget and resources for further development and implementation. Each year, the talent program and Innovation Hackathons lead to at least one company-wide project being implemented, with project groups consisting of program participants and other relevant representatives.
By addressing these needs, PostNord aims to develop a robust pipeline of specialist leaders capable of driving innovation and tackling business-critical challenges. This comprehensive approach ensures that high-potential specialists are retained, developed, and empowered to contribute significantly to the organisation’s success.
Mads Boelt
HR Development Leader, Postnord
Fenix and I co-created an action-learning program Postnord’s specialist talents. Fenix was a great sparring partner during the design of the program and did an excellent job facilitating the parts he was responsible for. He has a good balance, focusing on the participants’ progress and challenging them where they are. I am very satisfied with Fenix’s contribution to the Postnord Professional Programs
Mads Boelt
HR Development Leader, Postnord
Fenix and I co-created an action-learning program Postnord’s specialist talents. Fenix was a great sparring partner during the design of the program and did an excellent job facilitating the parts he was responsible for. He has a good balance, focusing on the participants’ progress and challenging them where they are. I am very satisfied with Fenix’s contribution to the Postnord Professional Programs
Results
The program enabled specialist leaders to work on business development opportunities and business-critical challenges, driving innovation from idea to implementation.
The comprehensive approach ensured that high-potential specialists were empowered to contribute significantly to PostNord’s success, fostering a culture of innovation and continuous improvement.
Ideas with the greatest potential were selected for further development and implementation, receiving budget and resources. (Each year, at least one company-wide project was implemented, driven by program participants and other relevant representatives.)
Participants developed enhanced problem-solving skills and collaboration abilities through a comprehensive set of tools for creative problem-solving and innovation (focusing on the Simplex model, Open Innovation, and IDEO’s methods).
Are you too ready to drive business results through strategic HR and leadership development?
Contact me for tailored advice and solutions. Click below to start the conversation!