Capgemini wanted to change how its middle managers lead. Thousands of them, in more than forty countries, across time zones and languages.
The content existed. Good content, built on Harvard ManageMentor. The problem was getting busy managers to care, and making it feel like one program.
A leadership idea is a brand problem.
It has to mean the same thing in Paris and Pune.
And people have to want to be part of it.
So the program got one story and one look that could flex by market without falling apart.
Someone like you, on screen.
I was Creative Lead, working through SweetRush. Story arcs, characters, motion graphics and illustration. A manager called Jen and a cast from different countries, so people saw someone like themselves.
Leadership habits turned into things a manager could do on Monday.
One journey, any device, any language.
Digital modules, live sessions and peer activities mapped as one journey. Badges and challenges to keep people moving.
It became a core part of how Capgemini develops leaders.
Big companies have the same problem small ones do. The story inside is clear to the people who wrote it and to nobody else.
This gets filed under learning and development. I see it as getting thousands of people to believe the same thing about where they work.
How do you keep a message consistent across forty countries?
Build one story and one visual system first. Then decide, on purpose, which parts can change by market and which can't.
Why does enterprise work matter to a mid-sized company?
Because the discipline is the same and you get it without the layers. One senior person who has done it at that scale, working directly with you.
Twenty minutes. No deck.
Tell me where the business is headed. I'll tell you what I'd look at first.
Book 20 minutes All work