CFAR's Experience in Action Learning Projects

Dubai World

CFAR is partnering with The Wharton School of the University of Pennsylvania and Dubai World, a diverse group of companies, for their Dubai Leaders Program. This program is designed to enhance the leadership and executive skills of a group of 35 young Emirates through an innovative integration of curriculum by top Wharton faculty and Action Learning projects designed to improve the skills of participants and have a positive impact on Dubai World’s Businesses.

Led by Barry Dornfeld and Chatham Sullivan, CFAR is designing and facilitating the Action Learning component of this premier executive development program.
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Diffusion of Six Sigma for a Major Aerospace Firm

CFAR worked with the Chief Learning Officer to create a customized development program around a mix of key topics and action learning projects. This work was integrated into the firm's internal Six Sigma team to spread best practices across the six major business units using CFAR's "Campaign Approach to Change" that emphasizes leveraging and learning from 'found pilots' and creating pull for the new practices. We are currently evolving this work and spreading it to other business units manufacturing and program execution. We are moving the focus towards the front end of collaborating with the client in the framing of program specifications charging action learning teams to create significant growth.

Developing a Business Leadership Program for a Fortune 10 Manufacturing Company

CFAR was hired to create a business-leadership program tailored to a new leadership configuration after a major organizational restructuring. We provided and supported an intensive workshop for new business leaders as they took on running new, substantial business units. Our goal was to deliver a model for building business competence inside and across business teams—teams increasingly being asked to shoulder the responsibility for the company's business goals. We focused on achieving a clearer understanding of the units’ performance goals through alignment of program materials and activities to those goals. CFAR coordinated closely with company executives throughout the preparation, delivery, and follow-up phases. Through feedback and adaptation we developed a design for the program and its materials that could be used for additional delivery cycles and serve as a model for programs to be delivered across the company, and globally.