Leadership development programs are fundamental tools for company growth and success, yet many still fail to achieve their objectives. According to the study ‘The New Era of Leadership Development’ conducted by Innoscience, a consultancy specialized in innovation, five recurring issues undermine the effectiveness of these initiatives: isolated training, misalignment with company reality, rigid organizational structures, lack of engagement from top leadership, and absence of practical opportunities to apply learnings.
The research indicates that when learning is not aligned with the company’s context and lacks practical application, knowledge transfer is compromised, and expected results fail to materialize. Additionally, the study highlights that rigid hierarchical structures and lack of sponsorship from senior leadership contribute to program stagnation. Without direct support from senior leaders, participants tend to disengage and view development as a formality rather than a strategic priority for the organization. ‘It’s common to see training focused solely on theoretical content, disconnected from business reality or real opportunities for experimentation. This creates leaders unprepared to face daily corporate challenges,’ says Maximiliano Carlomagno, partner at Innoscience.
To overcome these challenges, Innoscience advocates for a more integrated approach, adapted to each company’s reality. ‘It’s crucial to personalize leadership development programs and ensure they are connected to the organization’s strategic objectives. Only then can we develop leaders capable of generating real impact,’ concludes Carlomagno. The study also presents practical pathways to transform leadership development into a competitive advantage. Among the proposed solutions are: AI-driven personalized learning, tailored development paths adapted to each leader’s profile and real challenges, promoting greater engagement and applicability. Immersive learning using methodologies like virtual reality and leadership bootcamps to simulate real situations and accelerate critical skills practice.
Other analyses also reinforce integration with daily operations and business strategy – programs shift from being isolated events to becoming part of the workflow, focusing on measurable results. Mentoring and social learning, encouraging peer learning and creating internal leader communities for experience sharing and accelerated development. Continuous impact measurement using KPIs and ROI models to evaluate transformations generated by programs in behavior, performance, and organizational results.
These approaches, already adopted by companies like Google, Unilever, and Microsoft, demonstrate that it’s possible to reinvent how organizations develop their leaders, and that results can be tangible. All insights are available at the link.
