(CLP) Programs

Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.

Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.

---

Executive summary

Employee Advancement

Employee Advancement Program

Program Overview & Objectives

The Employee Advancement Program is a pioneering and growth-oriented professional development program that delivers a structured internal career advancement process which is customizable to individual employee growth in conjunction with business goals. Employee Advancement is uniquely designed to tackle current and pressing workforce challenges of employee mobility, well-being, and retention by addressing both:

1. Employees need for holistic professional and personal development, purposeful career advancement goals and skills, and action plan and map to progress within their current company.

2. Employers need for greater internal mobility and retention, effective professional development and engagement, and increased well-being and ROI (return on investment) of their employees.

By simultaneously focusing on employer and employee challenges and opportunities, the Employee Advancement Program fosters a workplace culture that is supportive and inclusive as well as stimulates growth and innovation.

---

---

Employee Advancement is an immersive and highly effective year-long program that is delivered in 4 growth modules, including 3 workshops each, which progressively build upon one another. Each growth module and workshop include clearly defined deliverables and project studies that guides each employee to develop their professional brand, internal career map, and advancement plan.

Throughout the Employee Advancement Program each employee receives targeted guidance from the Appleton Greene Certified Consultant, feedback from their peers, and engage in self reflections and insights; which customizes the program, exercises, and project studies to their own workplace situation and career advancement goals.

A pioneering Integral Education model and methodology, which is a holistic learning approach blending traditional professional advancement processes with emergent personal development practices, is the foundation of the Employee Advancement Program. An Integral Education model emphasizes the whole – delivering program outcomes that are practical for both the employee and employer – and integration – holistically developing employees through a creative integration of professional and personal exercises and assessments. To empower employees in their purposeful career advancement, the Employee Advancement program is delivered as a collaborative and supportive learning community which creates an extended professional network and safe space for each and every employee to receive feedback, encouragement, and critical insights.

Corporate Workplace & Training Challenges

Industries, companies, and employers are dealing with numerous challenges including increased attrition, pressure to advance and re-skill or up-skill, and support the well-being and mental health of their employees. Many of current workplace trends continue to shift due to the after effects of the COVID-19 pandemic, fast pace of technological and business changes in key industry sectors, and changing generational attitudes towards employment and longevity at a company. As a result, employers are trying new programs and initiatives to retain employees and a cohesive company culture by creating more internal mobility opportunities, an inclusive and supportive organization, and greater opportunities for engagement and advancement.

All of these compounding workplace factors bring about a greater need for employees to be self-directed in their career advancement and have agency in their professional brand identity, and for employers to provide more corporate training programs that support internal mobility for employees so that business, organizational, and financial goals can be better met. For employees, this has led to a greater prevalence and demand for customized professional development programs as well as 1:1 career coaching. An individual employee typically works with an independent career coach and/or enrolls in external development programs to help define their career goals, make mental and emotional shifts to align with new career directions and opportunities, and develop necessary hard and soft skills to achieve their goals. For employers, it is beneficial to cultivate their employees’ career development and increase ROI, but the challenge remains in retaining employees by offering internal mobility opportunities.

---

---

Many traditional corporate training programs are focused on addressing defined and static employee and organizational needs (i.e. supply chain optimization, managerial accounting). When standardized corporate training programs are implemented for dynamic needs of developing employees in a changing business environment, these programs are only mildly effective in aligning company and organizational objectives with employee advancement. What companies and their employees are looking for are adaptable training programs, such as Employee Advancement, so each individual employee can professionally and personally develop in their specific workplace situation as well as make sustainable and meaningful changes in their careers and organizations.

Pain Points Addressed

The Employee Advancement Program is designed to address the shifting pain points of current and future corporate workplace and training challenges. Critical industry sectors, including the tech sector that is experiencing alarmingly retention rates (i.e. Amazon, Google, Apple with employees that stay less than 2 years) and the professional services sector that rapidly needs to develop and reshape their workforce (i.e. McKinsey, Ernst & Young, Deloitte conducted large layoffs). To adapt to new business and organizational trends, corporations and employers need the personalized career advancement and professional development process of the Employee Advancement Program to address critical pain points in cultivating their employees and the organization as a whole.

---

---

Employer Internal Mobility & Retention:

● Employee engagement and development
● Internal mobility and retention
● Increase ROI (return on investment)

Employee Advancement & Professional Development:

● Authentic professional brand
● Purposeful career advancement goals
● Internal mobility action plan and map

Business & Organizational Well-Being:

● Employee and business goal alignment
● Organizational and employee well-being
● Supportive and inclusive company culture

Critical Outcomes & Program Impact

The critical outcomes that the Employee Advancement Program delivers upon:

1. Employee’s professional and personal development goals to purposefully advance their careers and skills within their current company.

2. Employer’s internal mobility and retention goals by increasing engagement, well-being, and ROI (return on investment) of their employees.

The far-reaching impact of the Employee Advancement Program is a company culture that supports organizational innovation and collaboration as well as cultivates each employee’s unique professional value and well-being. For the employee, the 4 personalizable program growth modules progressively cultivates a holistic professional brand and self identity (Growth Module 1: Professional & Self Identity Discovery & Growth Module 2: Professional Branding & Positioning) and guides their self-directed internal career planning and advancement (Growth Module 3: Internal Career Mapping & Planning & Growth Module 4: Career Assessment & Advancement). This leads to more purposeful and happier employees. For employers, the program effectively integrates business and employee goals by increasing engagement and self-directed advancement of their employees, resulting in greater retention. This creates a cohesive and inclusive company culture.

The impact of the Employee Advancement Program’s pioneering education model and innovative approaches to corporate training is captured by a past program participant: “The program provided a valuable structure and learning process that helped me effectively advance and transition in my career. The supportive learning environment fosters the culture of getting different perspectives and receiving broader feedback on my situation. This program allowed me to professionally and personally develop by allowing me space to grow in new ways, ask questions and reflect, and come up with a career advancement action plan.” Employers share that they experience immediate ROI with the Employee Advancement program because employees are more self-directed in their career development, identify how to further develop their hard and soft skills, and align themselves with internal mobility opportunities and better support the company.

---

Curriculum

Employee Advancement – Part 1- Year 1

Module 1: Professional & Self Identity Discovery

1. Part 1 Month 1 Professional Identity
2. Part 1 Month 2 Self Identity
3. Part 1 Month 3 360 Discovery

Module 2: Professional Branding & Positioning

4. Part 1 Month 4 Professional Branding
5. Part 1 Month 5 360 Learnings
6. Part 1 Month 6 Professional Positioning

Module 3: Internal Career Mapping & Planning

7. Part 1 Month 7 Career Mapping
8. Part 1 Month 8 Mobility Scoping
9. Part 1 Month 9 Advancement Planning

Module 4: Career Assessment & Advancement

10. Part 1 Month 10 Career Assessment
11. Part 1 Month 11 Effective Promotion
12. Part 1 Month 12 Future Advancement

---

Program Objectives

The following list represents the Key Program Objectives (KPO) for the Appleton Greene Employee Advancement corporate training program.

Employee Advancement – Part 1- Year 1

MODULE 1 / Q1: Professional & Self Identity Discovery

1. Part 1 Month 1 Professional Identity: The first workshop, “Professional Identity”, is the kick off of the Employee Advancement Program and the beginning of the first module, “Professional & Self Identity Discovery”, of four total modules which are three months or workshops each. There are three main corporate objectives for the “Professional Identity” Workshop. The first goal is to provide employees with an overview of the year-long Employee Advancement Program, by highlighting the objectives, deliverables, and advancement process that takes place as the four modules in the program build upon one another. The four modules that are three months or workshops each are: (1) “Professional & Self Identity Discovery”, (2) “Professional Branding & Positioning”, (3) “Internal Career Mapping & Planning”, and (4) “Career Assessment & Advancement Plan”. This provides employees an understanding of the overall Employee Advancement Program as well as helps each employee start to envision how they can customize the program and deliverables to their own workplace situations and career advancement goals, which will be further defined as the program progresses. The second goal of the “Professional Identity” Workshop is for the Appleton Greene Accredited Consultant, who is leading and facilitating the Employee Advancement Program, is to create a supportive and peer feedback learning environment. The Appleton Greene Accredited Consultant and all of the employees in the program are establishing a “learning community”, in which everyone takes accountability for the development and growth that will happen collectively as a group and individually for each employee over the next year. There are several exercises in which the Employee Advancement learning community brainstorms and define their core values for the program, discuss effective ways of giving and receiving feedback which happens in every workshop, and break out into small “peer circles” of 3-4 employees each to start getting to know each other. These community and peer exercises establish an open and psychologically safe environment, so that employees can start to feel comfortable in expressing themselves. The final “Professional Identity” Workshop objective is for each employee to assess and reflect on what their previous and current identity is related to their professional journey and work, academic, and life experiences. Every employee presents a “Professional & Life Overview” presentation in which they highlight their academic and professional journey, and more importantly the major learning moments they experienced and what they perceive as their opportunity and challenge areas. They receive peer feedback on their presentation, so that each employee can start to see how others perceive their professional identity and journey.
2. Part 1 Month 2 Self Identity: The second workshop, “Self Identity” continues the professional identity sharing and discovery process from the first “Professional Identity” workshop and integrates aspects of personal identity sharing and discovery. As the second workshop in the “Professional & Self Identity” Module the learning community and peer support of the Employee Advancement Program continues to be cultivated and strengthened. The supporting corporate objectives of the “Self Identity” Workshop is to build upon the first two objectives of the previous “Professional Identity” Workshop. The overall Employee Advancement Program objectives, deliverables, and advancement process are reviewed with deliverables, examples, and testimonials shared from employees who have gone through similar programs to highlight their learnings and the value they derived from the program. This helps each employee in the Employee Advancement Program to more clearly envision how to customize the program’s process and deliverables to their own workplace situations and career advancement goals. Additionally, the Appleton Greene Accredited Consultant, continues to build the supportive and peer feedback learning community of the Employee Advancement Program, which the employees benefit from as being their expanded professional network. The employees are starting to come together as a community, now that they have gotten to know 3-4 of their peers better through the “Professional & Life Overview” presentations in the previous workshop and understand their accountability to both the community and their individual growth. The learning community values that were brainstormed in the previous “Professional Identity” Workshop are further developed in this workshop and then established as the guiding values for the entire program. The new objective of the “Self Identity” Workshop is for each employee to begin to assess and reflect on what their holistic self identity is, in addition to the professional identity they shared and explored in the first “Professional Identity” Workshop. Each employee does a “Self Identity Wheel” exercise, in which they identify 5-7 key facets of who they are including their professional and work facets, but more importantly identifying facets in their personal lives, interests, and communities. They also identify 3-4 people who are important and influential in each of these facets. These 5-7 “Self Identity Wheel” facets may include but are not limited to: friends and family, mentors and advisors, significant others and partners, professional associations, sports groups and teams, social causes and initiatives, religious and spiritual communities, and hobbies and interests. Each employee shares their “Self Identity Wheel” in their peer circles and receives feedback on themes and insights that their peers observe and are asked questions by their peers to more fully see how others perceive their self identity.
3. Part 1 Month 3 360° Discovery: The third workshop, “360° Discovery” continues the profession and self discovery process of the first “Professional & Self Identity” Module and starts to build for and transition into the second “Professional Branding & Positioning” Module. The supporting corporate objectives of the “360° Discovery” Workshop is to build upon the objectives of the previous two “Professional Identity” and “Self Identity” Workshops. By now, each employee has a good understanding of the Employee Advancement Program objectives, deliverables, and advancement process and how they want to apply the process and outcomes of the program to their own workplace situations and career advancement goals. Secondly, the Employee Advancement learning community, which includes the Appleton Greene Accredited Consultant, is firmly established and employees feel more comfortable with openly sharing as well as understanding their accountability to the larger community and their peer circles. One of the most impactful benefits and outcomes of the Employee Advancement Program is that each employee builds a robust internal network and both gives as well as receives supportive as well as critical peer feedback to help with their career advancement. The new corporate objective of the “360° Discovery” Workshop is to integrate the learnings and reflections of their professional identity from the first workshop with their self identity from the second workshop, so that each employee can more authentically and fully express their identity. These professional and personal self insights guide each employee in determining the goal of their 360° Feedback Process that they define and design in this “360° Discovery” Workshop. The workshop begins with discussion and assessment of what their internal employer’s 360° process is, or what a general corporate 360° process is if their employer does not conduct one. This discussion helps highlight what key feedback is valuable and what is missing from their employer’s 360° process, so that each employee can define an individualized professional and/or personal development goal for their 360° Feedback Process. Next, each employee identifies 5-7 individuals in both their professional and personal networks, drawing from the different facets of their lives from their “Self Identity Wheel”, and why and how each of these individuals provide differing perspectives. Each employee shares their 360° Feedback Process goal and 5-7 interviewee list in their peer circles and receives feedback on how to refine and/or approach their 360° goals and interviewees differently. Finally, there is a discussion on how to conduct effective 360° interviews including what key questions and how to ask interviewees to get targeted and insightful feedback. Employees put together a template of interview questions of each of their intended 5-7 interviewees. The 360° Feedback Process goals, interviewees, and interview questions templates continue to be developed and refined over the next month.

MODULE 2 / Q2: Professional Branding & Positioning

4. Part 1 Month 4 Professional Branding: The fourth workshop “Professional Branding” begins to integrate the employees’ learnings and insights from the first “Professional & Self Identity Discovery” Module and Workshops 1-3, and is the kick off workshop for the second module “Professional Branding & Positioning”. The main corporate objective of the “Professional Branding” workshop is to introduce the concept and importance of branding, which is the promotion and perception of an individual, company, and product and services. There are three main goals for this workshop, examining the brand and values of the company the employees work for, the relationship of that brand with business goals and organizational culture, and how the employees themselves relate with that brand. The second goal is to explore what branding and values inspires each employee as they develop and promote their own professional brand. The third goal is to finalize each employee’s 360° Feedback Process goals, interviewees, and interview questions templates. For the first goal, an understanding of corporate branding and culture and how that impacts both internal employees and their alignment with the organization they work for as well as external customers and their perceptions and relationship to that brand is examined. There are case studies presented of different corporate brands and values as well as a deep dive into the brand and values of the company the employees work for. The workshop exercises and discussions help employees discern the importance and impact of their company’s brand and how that brand is promoted via the company’s leadership team and employees, marketing, social media, events, product and service experiences. Additionally, there is discussion as to how employees serve as ambassadors and representatives of their company’s brand as well as the situations and circumstances in which their company’s brand and values need to be disassociated from each employee’s individual and personal values. Overall, this workshop supports how employees feel connected with their company’s values and how they actively contribute to overall business goals and in creating a vibrant organizational culture. For the second goal, the Employee Advancement learning community does an exploration of the development of each employee’s individual professional brand. There are individual and peer group branding exercises that give each employee different perspectives, best practices, and insights on what to consider for their own professional brand. Finally, each employee will identify 3-4 corporate brands that they find inspirational, and why, to share in their peer circle and receive feedback on how aspects of those inspirational brands can be incorporated into that employee’s own brand. Finally, each employee’s 360° Feedback Process goals, interviewees, and interview questions templates are finalized. The employee may choose to refine or adapt their 360° Feedback Process goals and interview questions to also include learnings about branding that can impact the development of their professional brand. Each employee will share their 360° Feedback Process with their peer circle and receive a final round of feedback to finalize. The employees will conduct their 5-7 360° interviews over the next month until the next workshop.
5. Part 1 Month 5 360° Learnings: The fifth workshop, “360° Learnings” is focused on the synthesis and insights summary phase of the employees’ 360° Feedback Process as well as starts to integrate those learnings into the professional brand development process that started in the previous “Professional Branding” Workshop. There are two corporate objectives for the “360° Learnings” Workshop. The first goal is to deep dive into each employee’s 360° Feedback Process to synthesize all of the interview feedback they have and are continuing to receive and to derive meaningful insights that are applied to their professional brand as well as career assessment and advancement plan. Each employee shares how their 5-7 360° interviews went, what they are learning which are affirming or different from their views of themselves, and if there is more that they would like to learn with their peer circles. Their peers provide feedback on themes and key insights about the employee and also helps to identify if there are 1-2 more interviews or 1-2 more key areas the employee would benefit from conducting in the upcoming month. There are also exercises and discussions in the large Employee Advancement learning community to support working with 360° learnings that may be uncomfortable because they uncover an employee’s blind spots and weaknesses and how to constructively integrate those learnings and reframe them as opportunity areas. Each employee comes aways from this part of the workshop with a synthesis of their 360° learnings, which they continue to refine, and an optional plan to conduct 1-2 more interviews to uncover deeper or different learnings in the next month. The second goal is for each employee to integrate their 360° insights into their professional brand and a Professional Brand Guide. There are exercises that guide employees to showcase their core values, professional and personal personas, key words, strengths and opportunity areas. Additionally, there are creative and expressive exercises that guide employees to create or select imagery, colours, music, and other forms of expression which the employee would like to use to holistically represent themselves. Each employee shares the development of their professional brand with their peer circle and receives feedback on how their brand is being perceived and suggestions on how the employee can further develop and refine their brand.
6. Part 1 Month 6 Professional Positioning: The sixth workshop, “Professional Positioning” completes the synthesis and insights summary of the employees’ 360° Feedback Process and fully integrates those learnings into each employee’s professional branding and positioning, which are already being developed in the previous “Professional Branding” and “360° Learnings” Workshops. This is the final workshop in the “Professional Branding & Positioning” Module and begins to transition into the next “Internal Career Mapping & Planning” Module. There are two corporate objectives for the “Professional Positioning” Workshop. The first goal is to complete the 360° interview synthesis and finalize the learnings of each employee’s 360° Feedback Process. Each employee presents their key learnings, strengths and opportunity areas, and how these learnings inform further professional and personal development they want to undertake to their peer circle. They receive supportive and constructive feedback on their future direction(s) and ideas on how to support their professional and personal development. The second goal is for each employee to further the development of their professional brand into their professional positioning, which explores how that employee projects and promotes themselves and how they are being perceived by others. There are exercises and discussions in the large Employee Advancement learning community about professional positioning, the importance of positioning in how each employee authentically expresses themselves, how that positioning aligns with corporate values and culture, and how to start promoting themselves internally. Each employee participates in exercises to further examine how their personal and cultural beliefs impact their professional brand and positioning. Additionally, each employee defines the internal audiences – such as managers, new teams and colleagues, C-suite and leadership team – which they will be engaging with and promoting themselves as they explore new internal opportunities and career advancement. These key learnings and professional positioning sets each employee up to enter into the next “Internal Career Mapping & Planning” Module.

MODULE 3 / Q3: Internal Career Mapping & Planning

7. Part 1 Month 7 Career Mapping: The seventh workshop “Career Mapping” builds upon the 360° Feedback Process learnings and professional branding and positioning that each employee created in the previous “Professional Branding & Positioning” Module. Each employee’s learnings on their professional goals, strengths and opportunity areas, and further career development and advancement guide their internal career mapping and planning in the third “Internal Career Mapping & Planning” Module. There are two corporate objectives for the “Career Mapping” Workshop. The first goal is to create an overview map of the company and internal organization that applies to the entire Employee Advancement learning community. As a large group, the learning community visualizes and draws out an organizational map that is as comprehensive as possible, including different divisions and teams, leadership and management, and functional areas, to name a few. This exercise provides all employees a more global view of their company, how the organization is structured and/or changing, and to learn about new teams and areas they are not aware of. If possible, the company’s leadership team members and/or functional area managers are invited to speak or provide a recording that gives an overview and more context about their parts of the organization. This creates a sense of purpose and connection with business and organizational goals for the employees. The second goal is for each employee to create their own individualized internal organizational and career map that is relevant to their unique situation. In this workshop, each employee defines career as well as professional and personal development areas they want to explore based on their 360° learnings and professional positioning that was developed in the previous module. Given each employee’s advancement interests, they decide if they want to create a career map that supports upward advancement (i.e. moving up into a higher-level individual contributor, team lead, manager position, etc.), lateral mobility (i.e. moving into a new or adjacent position on a new team or functional area, etc.), or further the impact in their current role and/or team while continuing to re/upskill to make future career moves. Each employee shares their career mapping goal and how they plan to approach researching and building out their career map with their peer circle. The employee receives feedback on how they might expand upon or think about their goal and approach differently. Additionally, peer circles can support each other by providing contacts or context about different divisions, teams, and functional areas to one another to help with the mapping process that will take place over the next month. These workshop activities further builds the strength and connections of the Employee Advancement learning community to be a supportive professional network for one another.
8. Part 1 Month 8 Mobility Scoping: The eighth workshop “Mobility Scoping” continues to build upon the internal organization and career mapping that was initiated in the previous “Career Mapping” Workshop and begins to define possible career maps for each employee given the professional brand and positioning they created in the previous “Professional Branding and Positioning” Module. There are two corporate objectives for the “Mobility Scoping” Workshop. The first goal is for each employee to assess and prioritize their professional advancement pathways based on how well these intersect with their professional brand and positioning. There are exercises and discussions in the large Employee Advancement learning community that guide each employee to further explore and examine what career pathways are most aligned with their goals, how well positioned they are to make this advancement, and to clearly define additional skills, certifications, relationships, and professional and personal development that are needed. These exercises are done in context of business and organizational goals as well as market trends and changes, so that employees can more fully understand how they can be resilient and define adaptable professional advancement pathways that align with more global dynamics. The second goal is for each employee to select 2-3 career pathways they want to pursue and define the internal mobility scoping that they will do in the next month. Potential guiding aspects to explore for each employee is who are their supporters and champions, what teams and contacts do they need to outreach to have informational meetings/coffee chats, and what additional research do they need to do to better assess their fit or need for further development to pursue these career pathways. Each employee presents their 2-3 career pathways and internal mobility scoping plan over the next month to their peer circle and receives feedback on how the employee might expand upon or think about their career pathways and mobility scoping differently. Additionally, peer circles can support each other by providing contacts or context about different divisions, teams, and functional areas to one another to help with the career pathway and mobility scoping process that takes place over the next month. These workshop activities further builds the strength and connections of the Employee Advancement learning community to be a supportive professional network.
9. Part 1 Month 9 Advancement Planning: The ninth workshop, “Advancement Planning” completes the career mapping and internal mobility scoping that took place in the previous two workshops and integrates the learnings and guidance derived from that process into each employee’s Internal Advancement Plan. This is the final workshop in the “Internal Career Mapping & Planning” Module and begins to transition into the next “Professional Advancement & Assessment” Module. There are two corporate objectives for the “Advancement Planning” Workshop. The first goal is to create more visibility and engagement with team managers, Human Resources and People Operations, the leadership team, and other key stakeholders who are invested in the internal mobility outcomes of the Employee Advancement Program. On a global level, there will be in-person talks or video recordings of representatives across these key positions and functional areas to provide employees in the Employee Advancement learning community a greater understanding of corporate business goals and organizational opportunities. This helps to inform the development of each employee’s Internal Advancement Plan (the second goal of this workshop). On an individual level, each employee’s manager is invited to attend this part of the workshop or requested to set up a separate 1:1 meeting with their employee to discuss and give guidance on their internal advancement goals and plans with the additional learnings that have come out of the Employee Advancement Program. The second goal is for each employee to finalize 2-3 potential career pathways they would like to explore and pursue, and the timeframe to do this in. Again, these career pathways can be upward advancement, lateral moves, expanding their current role and/or team, and additional pathways as defined by the employee. There are exercises and discussions in the large Employee Advancement learning community to finalize the career pathway(s) they want to explore and pursue, how that impacts or requires changes to their professional branding and positioning, and defining the additional professional and personal development they need to do. Each employee creates an Internal Advancement Plan that details their career goal(s), professional branding and positioning, and a clear plan of internal organizational research, outreach, networking, informational meetings, key contacts and teams that they need to do over the next several months to align with their advancement plan and timeline.

Q4 / MODULE 4: Career Assessment & Advancement

10. Part 1 Month 10 Career Assessment: The tenth workshop “Career Assessment” leverages each employee’s career map and initial advancement plan that was developed in the previous “Internal Career Mapping & Planning” Module. Each employee’s potential 2-3 career pathways are further scoped, researched, and refined so that they can focus on effectively promoting themselves and defining their future career advancement plan in this final “Career Assessment & Advancement” Module. There are two corporate objectives for the “Career Assessment” Workshop. The first goal is for each employee to further develop and refine their Internal Advancement Plan. Each employee shares the internal organizational research, outreach, networking, informational meetings, key contacts and teams that they have done over the past month in regards to their potential 2-3 career pathways with their peer circle. The employee receives feedback on what pathways seem feasible to pursue or not, potential new pathways that open up to explore, and narrowing in on 1-2 pathways to further assess. Additionally, peer circles can support each other by providing guidance and experiences they have had in their own career assessment and advancement that is related to the employee’s potential pathways. The second goal is for each employee to conduct a career assessment of their 1-2 focused career pathways to pursue. It is fine if the employee would like to also explore and pursue 1-2 new career pathways in the next month that may have opened up as they gained insights from their scoping and peer circle feedback, and are asked to apply this same career assessment. There are exercises and discussions in the large Employee Advancement learning community that guide each employee to do a career assessment for their 1-2 focused pathways in regards to reskilling and upskilling, certifications, relationship and team building, and professional/personal development that are needed to effectively pursue this career path. Each employee defines 2-3 key areas of development for their 1-2 focused career pathways and the internal and external resources, certifications, career coaching, courses, etc. that are needed to support these development areas. The employees break out into their peer circles again to share their 1-2 focused career pathways and 2-3 key development areas to receive feedback and input from their peers. Each employee takes the next couple months to further refine their focused career pathways, 2-3 key development areas, and get further feedback from their manager, other colleagues, and contacts in the potential teams and positions they would like to advance to.
11. Part 1 Month 11 Effective Promotion: The eleventh workshop “Effective Promotion” deep dives into 3-5 key development areas focused on soft skills that are applicable to all employees in the Employee Advancement learning community. This is a practical and engaging workshop in which employees get to apply and practice soft skills that are valuable for their internal career advancement journey. There are two corporate objectives for the “Effective Promotion” Workshop. The first goal is to take a global view on organizational patterns and issues that can be better addressed to more effectively meet business and internal corporate culture goals. There are exercises and discussions in the large Employee Advancement learning community as well as 2-3 talks from key company stakeholders and functional areas to highlight patterns and opportunities in regards to organizational dynamics that can be improved, how that impacts others in the organization, and best practices. This can include how to improve communication, how to create psychologically safe spaces, how to develop practices to incite deeper employee connections and support, to name a few. This gives employees a broader perspective on the organizational culture and direction that helps to inform the development of their own effective promotion and advocacy skills for their career advancement (the second goal of this workshop). The second goal is focused on 3-5 key development areas and practice sessions which are directly applicable for the entire Employee Advancement learning community and for each employee to advance in their 1-2 focused career pathways. The key developmental areas generally include self promotion and advocacy, building resilience and adaptability, relationship building and influencing, and effective communication and collaboration. The Appleton Greene Accredited Consultant who is facilitating the Employee Advancement Program will help identify critical or additional areas of development that meet the specific needs of the learning community in advance, so that those areas can be tailored and offered in this workshop. For each key development area, there is coaching, best practices, and/or a case study or scenario presented in the large learning community for discussion. Then, the employees break out into their peer circle to share what their individual strengths and opportunities for development in the key areas are. Additionally, peer circles have practice sessions with prompts and/or scenarios for the key development areas – self promotion, resilience and adaptability, relationship building, effective communication – to apply and practice these soft skills.
12. Part 1 Month 12 Future Advancement: The twelfth workshop, “Future Advancement” is the final workshop in the “Career Assessment & Advancement” Module and completes the entire Employee Advancement Program. This closing workshop is a culmination of the Employee Advancement learning community as well as each employee’s impactful growth and advancement process throughout the program! The outcome of this workshop and the entire program is to empower the learning community and each employee with a future advancement plan and a supportive professional network. This workshop celebrates the hard work that the learning community and every employee put into the program! There are two corporate objectives for the “Future Advancement” Workshop. The first goal is for each employee to present their growth and development process through the Employee Advancement Program, highlight critical insights and learnings that came from their 360° Feedback Process and peer circles, share their professional branding and positioning, and present their future career advancement plan for the next 6-12 months. If time allows, these presentations are made in the large Employee Advancement learning community, or are done in their peer circles. There is time for feedback and questions from the Appleton Greene Accredited Consultant, learning community, and peer circles. Additionally, the employee’s manager, colleagues, and team members are invited to attend for the presentations as well as key contacts and functional groups in the company who are invested in effective employee advancement and internal mobility. The second goal is to celebrate and close out the Employee Advancement Program and learning circle! The community values defined and upheld by the Employee Advancement learning community at the beginning of the program are revisited. There is a discussion about how the community and values will continue after the program ends, volunteers to lead the community, and how communication and future get togethers will happen. This is a great way to continue the expanded professional network and support that the employees have been intentionally building throughout the program. In closing, there is a Self & Community Appreciation circle practice. Each employee shares 2-3 achievements, learnings, or vulnerabilities that they appreciate about themselves. Then, the appreciation circle opens up to the entire learning community so that 3-5 peers can share their appreciations about that employee. This is a wonderful ritual to celebrate the deep work and outcomes of the program together! Finally, the Appleton Greene Accredited Consultant closes the Employee Advancement learning community and program.

---

Methodology

Employee Advancement

Program Planning

The methodology utilized for the Employee Advancement Program planning consists of three main approaches. First is an audience segmentation and needs assessment approach, followed by a design thinking or employee-centered approach to program design, and finally an overall program plan creation approach that integrates the needs of key audiences and definition of joint program goals.

Audience segmentation and needs assessment is a critical first step to inform effective program planning, recognizing there are different audiences with different needs. For the Employee Advancement Program, there are three main audiences assessed during this planning phase including the employer/client, employees, and organizational and business stakeholders. The employer, or client, is the most important as they will purchase, deploy, and evaluate the impact of the program. Main employer needs are focused on employee retention and internal mobility, in which they are creating and supporting a workplace environment that stimulates innovation, safety, and longevity. The employee is equally important once the Employee Advancement Program is offered at the employer/client site, as they determine the impact and success of the program. Primary employee needs are developing a professional brand and career development plan that supports internal advancement. Finally, key stakeholders and functional service areas, such as C-suite and leadership team, human resources, and team managers will assess alignment of the Employee Advancement Program with overall business and organizational goals. The core key stakeholders and functional service areas needs are identifying employer/employee gaps in the workplace and creation of programs and initiatives to address these challenges.

Design thinking is the second approach applied to planning methodology that focuses on employee and human-centered program design. As highlighted in the Executive Summary section, many corporate training programs take a one-size-fits-all approach in which employees in the program undergo the same process to meet overall program objectives. The application of design thinking in the Employee Advancement Program takes a complementary approach in recognizing that every employee is unique and wants to create their own individualized professional brand and career development plan. By incorporating an employee-centered approach, the Employee Advancement Program simultaneously supports all employees through a similar process while providing structure and guidance for each individual employee to customize their development and deliverables.

The planning methodology culminates in the final approach, which is the creation of an overall program plan and objectives integrating all three audiences – employer/client, employees, and key stakeholders – and their respective needs. The Employee Advancement Program is designed to both offer a set structure, in which all employees and employers/clients go through the same program and process, as well as provide adaptation, in which the different business and organizational objectives of employers/clients can be met. The set components of the program are the overall program plan, modules and workshops, and learning practices in every session. The adaptable components of the program are outcomes and impact, which involves an initial joint assessment and definition of outcomes between the Appleton Greene Certified Learning Provider (CLP) and employer/client before the Employee Advancement Program is deployed.

Program Development

The methodology applied to program development is building upon the three approaches utilized for the initial program planning phase by integrating further research and substantiating different audience needs, employee-centric program design, and overall program creation. This phase of program development involves both primary and secondary research and resources, with primary research focusing on interviews and insights from the different audiences and secondary research incorporating trends and learnings from industry reports, academic papers, media and press articles, and industry experts and influencer opinions.

For the audience segmentation and needs assessment approach, the primary research sources are conducting 6-8 informational meetings and interviews with organizational managers, human resources and people operations, and leadership team and/or functional area. These key stakeholders are invested in creating a workplace culture and people operations initiatives to better serve their employees, adapting to workplace changes and trends, and ultimately supporting business and organizational objectives. This research is already in progress and includes meetings that span large corporations to small-mid sized startups and focused on the key geographic areas identified for the Employee Advancement Program including New York City, San Francisco, Chicago, Austin, and London.

For the design thinking and employee-centered approach, the primary research sources are conducting 6-8 informational meetings and interviews with individual employees who want to develop and promote their professional brand as well as advance their careers internally at the employer they are already working for. These employees are invested in how they can more holistically present themselves for new workplace opportunities and to develop an internal mobility strategy on how they can effectively navigate their organization to achieve their career goals. This research is already in progress with professionals who are currently in the workplace as well as incorporates the experiences and professional branding and portfolio development of early to late career learners who have gone through the Employee Advancement Program that was implemented in an academic university setting. Additionally, secondary research sources that include media and press articles in addition to industry experts and influencer opinions inform current and future workplace, generational, and employee trends that inform how an effective employee-centered program should be developed.

For the overall program development and objectives, the secondary research sources are industry reports, academic articles, and industry expert and influencer opinions. Specifically, reports from Pricewaterhouse Cooper, Gallup, and Deloitte provide industry and business marketplace analysis of overall trends and needs for future-looking professional development programs. In addition, Harvard Business Review and MIT Press articles and papers provide an academic and higher education perspective as well as Forbes, Medium, and Business Insider articles and blogs provide a media and influencer perspective on overall professional development trends and programs.

Program Implementation

Implementation of the Employee Advancement Program is based on a highly effective integral education model and methodology that is researched and detailed in the
Appleton Greene Certified Learning Provider’s on-going PhD dissertation work. An integral education model is a holistic learning approach for whole-person and whole-employee development in a supportive learning community and professional network. Traditional one-size-fits-all corporate training programs are generally structured on set subjects and skills learning focused on intellectual development. In complement, an integral education model offers a program structure that also creates a personalized learning experience and goals for each individual learner. The Employee Advancement Program integral education model emphasizes the whole – delivering program outcomes that are practical for the employee and employer – and integration – developing employees through a creative blend of professional processes and personal exercises to achieve holistic self growth.

An integral education implementation strives for every employee to cultivate a strong professional identity and career advancement with greater self purpose. This methodology is implemented across three different and interconnected levels for the Employee Advancement program: individual employee, peer reflection circles, and the learning community. Every workshop integrates traditional and emergent pedagogical practices and is held in a safe community space that fosters holistic employee learning, sharing, and growth.

The first level is the individual employee where every employee goes through a whole-person development process of professional and personal development. For professional development, employees assess their career journey, strengths and opportunity areas, and insights gained from their 360° interview process. For personal development, employees create a holistic professional brand integrating self reflection on personal identity and values, expressive and sharing exercises, and learnings from people who are influential in their life. The value of the individual employee level is creation of an authentic personal identity and professional brand to confidently promote themselves.

The second level is peer reflection circles, a group of 3-4 employees who work together during the Employee Advancement workshops and engage in between workshops. Every workshop is content learning and interactive learning. During interactive learning, peer reflection circles are structured so each employee presents or shares exercises and insights, then receives supportive and critical peer feedback. In between workshops, peer circles are opportunities for employees to grow their professional network to new parts of the company. The value of the peer reflection level is that every employee gains a deeper self understanding through the differing perspectives of their peers, identifies blind spots and opportunity areas, and furthers their professional development with supportive peers.

The third level is the learning community, which is comprised of the employees, employer, and Appleton Greene Accredited Consultant. The learning community upholds that every participant is there to both teach and give, as well as to learn and receive from one another by sharing their differing perspectives, experiences, and guidance. The value of the learning community level is it invites all employee and employer participants to contribute to communal learning and professional growth by creating a safe and trusting environment that supports a healthy organizational culture.

Program Review

A 360° review methodology, which is already incorporated in many corporate organizational processes, is applied to the Employee Advancement Program review. This consists of evaluation, suggestions, and program review from all three main audiences outlined in the program planning and development sections. These audiences are the individual employees, the employer/client, and key stakeholders such as C-suite and organizational leaders.

For the individual employee, the objective is to provide both an Employee Advancement program review as well as a self-directed review of their progress and growth. The program review is conducted as an employee “check out” and completes a questionnaire at the end of every workshop for quick and frequent feedback and as a group/learning community discussion session during the workshop at the end of each program module (i.e. every 3 months) for in-depth feedback. The self-directed review is conducted as every employee reflects on their growth and development on the career action plan that is created at the beginning of the program after each module (i.e. every 3 months). Peers in the employee’s peer reflection circle as well as the Employee Advancement Appleton Greene Accredited Consultant also provide their input on the growth and development of the employee, which helps the employee update their internal career map and advancement plan going into the next module.

For the employer, the objective is to provide an Employee Advancement program review focused on employee performance, happiness, and internal career advancement from the perspective of the leadership team and managers of the employees in the program. The program review is conducted in the form of manager and leadership team surveys as well as feedback sessions to further customize and improve the program. Additionally, Employee Advancement program review is embedded into the typical annual or bi-annual employee performance review and professional advancement map, in which managers provide feedback on their employees’ performance and development in their current position as well as their employees’ self-directed growth and promoting themselves for new opportunities and lateral or advanced positions.

For key stakeholders, such as C-suite and business leadership teams, organizational leaders, human resources, and team managers, the objective is to provide a review and evaluation of the impact and effectiveness of the program on overall business and organizational goals. These goals and metrics are defined by the Appleton Greene CLP and the employer and key stakeholders during the program planning phase when the CLP adapts the program to best meet the employer/client’s needs. An example of program review for the key stakeholder audience, is human resources evaluating the Employee Advancement program for overall employee happiness and retention and people operations evaluating the program for internal mobility with employees advancing their careers within the internal organization instead of looking for external opportunities.

---

Industries

This service is primarily available to the following industry sectors:

Banking & Financial Services

History

The banking and financial services industry has undergone significant transformations driven by advancements in technology, regulatory changes, and shifting consumer expectations. One of the most notable changes has been the rise of fintech (financial technology) companies. Fintech startups have disrupted traditional banking by offering innovative services such as peer-to-peer lending, mobile payments, and robo-advisors. These companies leverage technology to provide more efficient, user-friendly, and cost-effective financial services, challenging traditional banks to adapt and innovate to maintain their market share.

Another major change in the industry has been the adoption of digital banking. Traditional banks have increasingly embraced digital transformation, developing mobile apps and online platforms to provide customers with convenient, 24/7 access to banking services. This shift has been driven by changing consumer preferences, with customers expecting seamless, personalized, and instant financial services. The COVID-19 pandemic accelerated this trend, as lockdowns and social distancing measures made digital banking not just a convenience but a necessity.

One of the main challenges the banking and financial industry faced in the past decade has been navigating an increasingly complex regulatory environment. In the aftermath of the 2008 financial crisis, governments and regulatory bodies around the world introduced stringent regulations to enhance the stability and transparency of the financial system. Compliance with regulations such as the Dodd-Frank Act in the United States and the Basel III standards internationally has required significant investment in risk management, compliance systems, and reporting processes.

The low-interest-rate environment that followed the 2008 financial crisis has put pressure on banks’ profit margins, prompting them to explore new revenue streams and cost-cutting measures. Technological advancements, such as blockchain and artificial intelligence, have opened new opportunities for innovation but also posed challenges in terms of integration and security. Politically, events such as Brexit have created uncertainty and complexity for financial institutions operating in multiple jurisdictions, affecting everything from regulatory compliance to cross-border transactions.

Current Position

The Banking & Financial Service sector is being shaped by several current trends. Generative artificial intelligence (AI) is transforming broad spread industries including the financial services sector. To date, AI is leveraged to analyze market and investment trends and opportunities. The use of AI allows for more data and financial information to be assessed and in theory to reduce risk in investments and transactions. Another application of AI is to provide consumers with more easily accessible financial planning and investment guidance. All major banks and financial services providers have rolled out their version of chatbots and robo advisors to better serve and attract new customers as well as to differentiate from competitor offerings.

In the last 15 years, cryptocurrency has grown from a mysterious new form of currency to a large and volatile marketplace of currencies. Cryptocurrency is synonymous with Bitcoin, which was introduced by an unidentified individual or group of computer programmers in 2009, and is now the most well known and highest market capitalization of cryptocurrency. In addition to being a disruptive financial offering, cryptocurrency is also a technological innovation based on the development of blockchain technology. Currently, Bitcoin and Ethereum are high value cryptocurrencies, Tether and U.S. Dollar Coin are backed by the Euro and U.S. dollar, and Binance Coin which can be used for trading and fee payment transactions.

There is a strong push for heightened security in the Banking & Financial Services sector to prevent and protect against identity fraud and financial crimes. Cybercriminals are becoming more and more sophisticated in their approaches to hacking into banking and investment accounts as well as their ability to pose as that individual to instigate fraudulent transactions. Many banks, credit card companies, and financial services are taking steps well beyond passwords and Personal Identification Numbers to protect customers’ accounts and assets, including multiple-step authentication and biometrics to make it more difficult for cybercriminals to commit identity theft or hack into accounts.

Future Outlook

The future of the Banking & Financial Services sector is strong and it has proven many times in the past, it will be one of the leading industries to integrate and determine the direction of technological advancement. The present trends and adoption of generative artificial intelligence, machine learning, and cybersecurity will only accelerate in their impact in both consumer and client-facing applications as well as in internal and back-end platforms and services. An on-going and future challenge for Banking & Financial Services is balancing the speed of digital and technological innovation with the heavy regulatory and compliance needs of the industry.

The emergence of novel Banking & Financial Services use cases and implementations that leverage artificial intelligence is an exciting trend. AI is allowing for more consumer-driven financial tools and information to be widely available which gives individual consumers more control and customization over their financial services and outlooks. From a financial services-driven standpoint, AI is revolutionizing investment strategies, expanding the management of finances, and helping to reduce market risk. However, the industry as a whole is facing key considerations around the ethical use, introduction of risk, and consumer safety as AI development proliferates; which is already coming under significant government oversight and scrutiny.

The Banking & Financial Services sector is seeing big structural changes that will continue into the future, as a result of higher interest rates, shifts and digitization of money supplies, and increases in regulation and compliance. There is a possible broader consolidation of regional and smaller banks given the large exposure and reliance on the commercial real estate sector. Additionally, there is the introduction of more fintech and neo-banks, including Brex, Mercury, and Meow, which provide more nimble consumer and consumer banking options. The major players are predicted to remain mostly the same into the future, including JPMorgan Chase, Wells Fargo, Bank of America, and Citigroup.

---

Media & Marketing

History

The media and marketing industry has seen significant changes largely driven by digital transformation. The rise of social media platforms such as Facebook, Instagram, Twitter, and TikTok has revolutionized the way brands connect with consumers. These platforms have become essential tools for marketers, offering sophisticated targeting capabilities and the ability to engage with audiences in real-time. Influencer marketing has also become a major trend, with brands partnering with social media influencers to reach their target demographics more authentically and effectively.

Another major change has been the shift towards data-driven marketing. Advances in data analytics and machine learning have enabled marketers to gather and analyze vast amounts of consumer data, allowing for more personalized and effective marketing strategies. This shift has been facilitated by the proliferation of digital touchpoints, such as websites, mobile apps, and social media, which generate valuable data on consumer behavior. Programmatic advertising, which uses algorithms to automate the buying and selling of ad space, has also become increasingly prevalent, making the ad buying process more efficient and targeted.

One of the main challenges that the media and marketing industry faces has been the issue of data privacy. High-profile data breaches and growing concerns about how personal data is collected and used have led to stricter regulations, such as the General Data Protection Regulation (GDPR) in Europe and the California Consumer Privacy Act (CCPA) in the United States. These regulations have forced companies to rethink their data practices and ensure greater transparency and security, which has added complexity and cost to marketing operations.

The economic fallout from the COVID-19 pandemic accelerated the shift towards digital media as advertisers sought to reach consumers who were spending more time online. Technological advancements, particularly in artificial intelligence and machine learning, have transformed how media content is created, distributed, and consumed. Politically, issues such as net neutrality and content moderation have influenced how media platforms operate and how content is regulated. Additionally, the rise of fake news and misinformation has created challenges for marketers in terms of maintaining brand trust and credibility.

The increasing emphasis on sustainability and social responsibility has also influenced the media and marketing industry. Consumers are becoming more conscious of the environmental and social impact of their purchasing decisions, and they expect brands to align with their values. This has led to a rise in purpose-driven marketing, where brands communicate their commitment to social and environmental causes. Companies are also leveraging their marketing strategies to promote sustainable products and practices, which has become a key differentiator in a crowded market.

Current Position

Today, the Media & Marketing sector is characterized by rapid digital transformation and fierce competition for consumer attention. Social media platforms have become essential channels for brands to engage with their audience and build communities around their products and services. Influencer marketing has also gained prominence, with individuals on platforms like Instagram and YouTube, shaping consumer preferences and driving purchasing decisions.

Data analytics and audience segmentation play a crucial role in modern marketing strategies, allowing brands to better understand consumer behavior and tailor their messages accordingly. Content creation has evolved with the rise of streaming services like Netflix and user-generated content platforms like TikTok, offering brands new opportunities to connect with consumers through original and engaging content.

While many companies thrive in the current digital landscape, there are also numerous examples of businesses that have struggled to adapt and maintain relevance. One such example is Blockbuster, once a giant in the video rental industry. Blockbuster failed to anticipate the shift towards digital streaming and online distribution, clinging to its brick-and-mortar rental model. As competitors like Netflix embraced digital technology and offered greater convenience to consumers, Blockbuster faced declining revenues and store closures. Ultimately, Blockbuster filed for bankruptcy in 2010, highlighting the importance of innovation and adaptation in the Media & Marketing sector Factors such as resistance to change, failure to embrace emerging technologies, and an inability to meet evolving consumer demands contributed to Blockbuster’s downfall.

Moreover, companies like Netflix and Amazon are pioneers in data-driven marketing, leveraging vast amounts of user data to recommend personalized products and content. By analyzing consumer preferences and purchase history, these companies deliver highly relevant experiences that resonate with their audience.

Future Outlook

Looking ahead, the Media & Marketing sector faces both challenges and opportunities as technology continues to advance and consumer preferences evolve. The increasing focus on data privacy and ethical considerations surrounding digital advertising will shape how brands engage with consumers online. Striking the right balance between personalization and privacy will be key to building trust and maintaining a company’s brand reputation and a strong relationship with their customers.

Emerging technologies such as augmented reality (AR) and virtual reality (VR) present exciting possibilities for immersive brand experiences and interactive storytelling. Brands that embrace innovation and experimentation will be better positioned to stay ahead in a rapidly changing landscape.

Moreover, the competitive landscape of the industry will continue to evolve as new players enter the market and existing giants adapt to shifting consumer trends. Companies that prioritize agility, creativity, and consumer-centricity will thrive in the digital age, driving innovation and shaping the future of the Media & Marketing sector.

One notable example of a company that prioritizes agility and creativity is Spotify. This music streaming giant has redefined the way brands connect with consumers through audio advertising. Spotify’s ad-supported tier allows brands to reach millions of listeners with targeted audio ads, sponsored playlists, and branded content experiences. By harnessing the power of data-driven insights and personalized recommendations, Spotify enables advertisers to deliver relevant and engaging messages to listeners in real-time.

Furthermore, companies like Google and Facebook continue to dominate the digital advertising landscape with their sophisticated targeting capabilities and vast audience reach. Google’s advertising platforms, including Google Ads and YouTube, provide advertisers with unparalleled access to audiences across search, display, and video channels. Similarly, Facebook’s advertising solutions, including Facebook Ads and Instagram Ads, enable brands to target users based on demographics, interests, and behavior, driving engagement and conversions.

---

Technology

History

The technology industry has undergone profound changes over the past decade, largely driven by rapid advancements in computing power, connectivity, and data analytics. One of the most significant changes has been the widespread adoption of cloud computing. Cloud technology has revolutionized the way businesses operate by providing scalable, on-demand access to computing resources. Companies such as Amazon Web Services, Microsoft Azure, and Google Cloud have become essential infrastructure providers, enabling businesses to deploy applications and manage data more efficiently and cost-effectively .

Another major change has been the rise of artificial intelligence (AI) and machine learning (ML). AI and ML technologies have moved from research labs into mainstream applications, transforming industries such as healthcare, finance, and manufacturing. Innovations in AI have enabled the development of sophisticated data analytics, natural language processing, and autonomous systems, significantly improving productivity and enabling new business models. This shift has required companies to invest in new skills and infrastructure to harness the potential of these technologies fully.

The technology industry has faced several significant challenges as well. One of the main challenges has been cybersecurity. As businesses and consumers have become more dependent on digital technologies, the frequency and sophistication of cyberattacks have increased. High-profile breaches and ransomware attacks have highlighted the need for robust cybersecurity measures and have driven investment in security technologies and practices . Additionally, ensuring data privacy and complying with regulations such as the General Data Protection Regulation (GDPR) has become a major concern for tech companies.

The global financial crisis of 2008 had a lasting impact, accelerating the adoption of cost-saving technologies such as cloud computing. Technological events, such as the rollout of 5G networks, have enabled faster and more reliable internet connections, facilitating the growth of the Internet of Things (IoT) and other connected technologies. Politically, trade tensions between major economies, particularly the U.S. and China, have affected the tech industry through tariffs, supply chain disruptions, and regulatory challenges. These tensions have led to a reevaluation of global supply chains and increased investment in domestic technology capabilities.

The technology industry has also seen significant changes in regulatory landscapes. Governments worldwide have become more active in regulating technology companies, particularly concerning issues of antitrust, data privacy, and content moderation. High-profile cases against tech giants like Google, Facebook, and Apple have underscored the growing scrutiny of the industry. Additionally, the political climate around technology transfer and intellectual property has become more contentious, influencing how tech companies operate globally .

Current Position

The hallmarks of the technology industry is how driven it is by disruptive innovations and how quickly it shifts with new technologies and business models to capitalize on these advancements. The San Francisco Bay Area is home to one of the most established and vibrant technology hubs in the world, renowned as the Silicon Valley where many of the early microprocessor inventions happened as well as early semiconductor and computing companies were founded. Apple, Google, Meta, and NVIDIA are just several of the major tech companies that are currently headquartered in the Silicon Valley. The infrastructure to support and scale technology innovation has also rapidly grown in the Silicon Valley, spanning Venture Capital and institutional financial service companies to provide funding, to Stanford University and University of California-Berkeley fueling academic R&D and a talent pool, to Y Combinator and 500 Startups accelerators to fuel startup growth and knowledge sharing. Other tech strongholds in the United States include Seattle, New York City, and Austin with up-and-coming hubs in Salt Lake City, Kansas City, Houston, Columbus, and Denver.

The technology sector is still strongly focused on electronic and consumer devices as computers and mobile phones are becoming more technologically advanced as well as wearables and health, transportation, and home devices becoming more commonplace in commercial and consumer markets. The current trends evolving the tech industry is first, the prevalence of the digital world and innovations around digital experiences which include virtual and augmented reality, the proliferation of apps, social media and video streaming, online retail stores, and more immersive web and mobile experiences. Many SMBs (small to medium businesses) are making the digital transformation of their businesses, processes, and marketing from physical to digital. A second trend is new business models introduced with disruptive technologies. The sharing economy, such as Turo for car sharing and AirBnB for home sharing, brings new business and experience opportunities. Next, the everything-as-a-service model is the springboard for new services such as Instacart so consumers can have on-demand grocery delivery services and restaurant/food delivery services offered through new startups like Doordash or an expansion of established tech companies like UberEats. Finally, there is an immense tech trend with big data and analytics, with big and small companies rapidly innovating on the Internet of Things and how generative artificial intelligence (AI) can increase productivity and efficiency in the technology and other sectors. Microsoft and Google as well as OpenAI and smaller players are all in a race for the development and deployment of AI and to recruit and retain talent to support this growth.

Due to the strong emphasis on innovation, the technology sector historically and continues to be heavily weighted towards a workforce made up of engineers, scientists, researchers, inventors, and highly-skilled workers. The employee development challenges that have arisen are how to guide the advancement of analytical workers as they move into managerial and leadership roles as well as how to align technology development and skills aligned with ever-changing business models and goals.

Future Outlook

The future outlook of the technology sector is well positioned for growth in emerging markets and advancement of current technology trends around data collection, analysis, and protection. The generative AI, cloud computing, and cybersecurity boom will continue as more industries and companies leverage AI to create competitive advantages, increase productivity and decrease risk, streamline their workforce, and offer more immersive customer experiences. In addition to companies that are leveraging AI into their product and service offerings, the semiconductor and manufacturing companies that design, produce, and supply the microchips and servers to support the immense amount of data and computation required by AI, are on a huge growth trajectory. Technology innovations have quickly spread and integrated into other industry sectors that are capitalizing on AI and digitization including agtech (agriculture technology), fintech (financial services technology), and cleantech (environment and sustainability technology).

The technology sector, although robust and experiencing large growth, is also susceptible to volatility due to innovation quick shifts and what technology is perceived as “the hot thing”. Business goals and models change rapidly which introduces frequent organizational restructuring and streamlining to stay profitable and align employee advancement with business objectives. Also, Venture Capital firms and institutional financial companies that support the R&D, growth, and resourcing of tech startups as well as new divisions in established companies are changeable in their investments depending on what innovations and companies are perceived as leading-edge and can provide a healthy return on investment. Finally, with the massive increase in data collection, sharing, and analytics the protection and privacy of personal data is more of an issue as hackers and scammers become more adept at accessing this data. There will be a continued emphasis on cybersecurity with the increase of data and an increase in the ways that data is used with generative AI and consumer products and services.

There are three major trends impacting the future of the technology sector workforce. First, is mergers and acquisitions (M&As) are commonplace in the tech industry as larger companies acquire startups for their disruptive innovations as well as mergers of smaller companies to compound resources and stay competitive. This results in frequent organizational changes to align teams and employees from M&As with new business goals. Oftentimes there are initiatives to reskill or upskill redundant teams and employees from M&As so they can take on new roles and create value in the new business structure. Second, tech companies are increasingly globalizing to reduce costs in both manufacturing as well as employee compensation. Established tech companies like Apple and Google are laying off core technology teams in the U.S. and replacing them with offshore engineering resources. Finally, tech is experiencing a generational shift as Baby Boomers and Gen X who tend to hold a lot of longer-term historical and institutional knowledge are retiring and Gen Z workers who tend to hold shorter-term contracts and strive for better work-life balance come into the workforce, so employee mobility and retention are already huge challenges.

---

Education

History

The education industry has undergone significant transformations over the past decade. In corporate learning & development (L&D), one of the most notable changes has been the shift towards continuous, lifelong learning. With the rapid pace of technological advancements, companies have recognized the need to constantly upskill their workforce to remain competitive. This has led to the rise of microlearning and on-demand training platforms, which offer employees the flexibility to learn at their own pace and on their own schedules.

Higher education has also seen substantial changes, particularly in the adoption of online and hybrid learning models. The COVID-19 pandemic accelerated this shift, as institutions were forced to move their courses online almost overnight. Even before the pandemic, there was a growing trend towards online education, driven by the increasing availability of high-quality digital learning tools and platforms. This has made higher education more accessible to a broader audience, including non-traditional students and working professionals seeking to enhance their skills.

In corporate L&D, one of the main challenges has been keeping up with the rapid pace of technological change. Companies have had to continuously update their training programs to ensure they remain relevant and effective. Additionally, measuring the return on investment (ROI) of L&D initiatives has been a persistent challenge, as it can be difficult to directly link training to improved performance and business outcomes.

Higher education has faced its own set of challenges, including rising tuition costs and increasing student debt. These issues have raised questions about the value of a traditional college degree, prompting some students to seek alternative education pathways, such as intensive bootcamps and vocational training programs. Additionally, higher education institutions have had to navigate a complex and ever-changing regulatory environment, which can impact funding, accreditation, and the ability to innovate in their program offerings.

The global financial crisis of 2008 had long-lasting effects on higher education, leading to cuts in public funding and increased tuition fees. Politically, events such as changes in immigration policies have impacted higher education by affecting international student enrollment. Additionally, the increasing emphasis on diversity, equity, and inclusion (DEI) has driven the development of programs and initiatives aimed at creating more inclusive learning environments.

Current Position

In today’s rapidly evolving business landscape, employees require support in various areas related to learning and development to enhance their skills, pursue career growth, and facilitate mobility within their organizations. With the increasing digitalization of workplaces, employees often require support in developing technical skills related to emerging technologies such as data analysis, artificial intelligence, cloud computing, and cybersecurity. Training programs focusing on these technical skills enable employees to stay competitive in their roles and adapt to technological advancements.

Moreover, critical soft skills such as communication, leadership, problem-solving, and emotional intelligence are critical for professional success in today’s collaborative and distributed work environments. Employees often seek support in enhancing these interpersonal skills to improve team dynamics, foster innovation, and effectively navigate workplace challenges.

Many companies measure their success based on employee engagement and overall satisfaction at their company. Career development programs help employees identify their strengths, interests, and goals, explore advancement opportunities, and create actionable plans for skill development and career progression. Research shows that employees that receive guidance and resources to plan and navigate their career paths within their organizations are more actively engaged in their roles, and feel more connected to their manager and team.

Two skills that also became critical during and after the COVID-19 pandemic were the shift to remote work and the need for continuous adaptability. Therefore, training programs focused on remote work skills including effective communication, time management, self-motivation, and digital literacy empower employees to thrive in virtual work environments and maintain productivity and engagement while working remotely.

Lastly, continuous adaptability is essential for staying relevant and resilient in today’s dynamic business landscape. Employees require support in cultivating a growth mindset, embracing lifelong learning, and adapting to change effectively to seize new opportunities and overcome challenges.

Future Outlook

The future of the corporate L&D industry holds immense potential, driven by emerging technologies and evolving workforce trends. Virtual learning platforms and certification programs are poised to play a central role in addressing the learning needs of organizations and individuals alike.

Personalized learning pathways and adaptive technologies will become increasingly prevalent, tailoring corporate education experiences to individual employee needs and preferences. For example, machine learning algorithms will help analyze employee learning patterns and preferences, and be able to recommend relevant courses and resources, maximizing learning outcomes and engagement, and saving a lot of time typically spent in collecting that information with more manual current methodologies that include employee surveys and performance reviews.

Moreover, as organizations navigate the continued mix of generations in the workforce and the rapid pace of change and innovation, they will be most interested in L&D programs that cater to diverse learning styles, preferences, career aspirations, and generational perspectives. These programs should be designed to foster a culture of continuous learning and adaptability while equipping employees with the skills and knowledge needed to thrive in an ever-evolving business landscape.

As the competitive landscape of virtual learning providers continues to evolve, organizations must carefully consider several factors when selecting and investing in corporate education solutions. These include the quality and relevance of course content, and the scalability and customization options offered. Additionally, organizations should prioritize providers that offer robust analytics and reporting capabilities to track the impact of training initiatives on employee performance and organizational goals.

By prioritizing these key areas of L&D, organizations can future-proof their workforce and position themselves for success in industries undergoing rapid transformation and innovation. Virtual learning platforms, personalized learning experiences, and continuous feedback mechanisms play a crucial role in delivering scalable and impactful learning solutions that empower employees to adapt, grow, and excel in their careers.

---

Consultancy

History

The consultancy industry has experienced significant changes over the past decade, driven by shifts in the global economy, advancements in technology, and evolving political landscapes. One of the most notable changes has been the increase in demand for digital transformation services. Businesses across various sectors have recognized the importance of integrating digital technologies into their operations to remain competitive. Consulting firms have responded by expanding their capabilities in areas such as data analytics, cybersecurity, and artificial intelligence. This shift has required consultancies to invest heavily in acquiring new skills and technologies, as well as forming strategic partnerships with tech companies to deliver comprehensive solutions to their clients.

The rise of remote work and the gig economy has also had a profound impact on the consultancy industry. The COVID-19 pandemic accelerated the adoption of remote work, forcing consulting firms to adapt their service delivery models. Virtual consultations and remote project management have become more common, allowing firms to serve clients across the globe without the need for physical presence. This transition has presented both opportunities and challenges, as consultancies have had to invest in digital tools and cybersecurity measures to ensure the efficiency and security of their remote operations.

Another significant change has been the growing emphasis on sustainability and corporate social responsibility (CSR). Clients are increasingly seeking guidance on how to integrate sustainable practices into their business strategies. Consulting firms have expanded their services to include environmental, social, governance (ESG) consulting, helping clients navigate the complexities of sustainable development and regulatory compliance. This shift reflects a broader trend towards sustainability in the business world, driven by consumer demand, regulatory changes, and investor pressure.

Current Position

As with many sectors, the Consultancy industry is facing many challenges in today’s evolving business landscape. The competition amongst numerous firms large and small that offer a wide spectrum of consulting services makes it difficult for companies to establish a client-base that will remain loyal over time. As a result, clients are more demanding and have higher expectations of the consulting companies they hire as partners and expect faster results and top-notch expertise from their consultants.

What consulting companies struggle with as a result of these higher demands is attracting and retaining top talent. With the constant disruption and change in the business landscape today, the frameworks and static information that worked in the past are not always effective in today’s fast-changing world. With the rise of digital technologies and artificial intelligence (AI), traditional service offerings can seem obsolete to clients. Not only do consulting firms need to stay on top of hiring and retaining top talent, but also provide the resources for consultants and coaches to stay up to date with the latest trends and technology.

Even consulting organizations as traditional and reputable as McKinsey & Company are struggling to remain profitable in today’s volatile market. In 2023, they eliminated about 1,400 roles primarily among support staff, which amounted to about 3 percent of their headcount at the time. Other giant consulting companies such as Deloitte, Ernst & Young, KPMG, and PwC also laid off over 9,000 jobs in 2023.

One of the reasons behind these large layoffs stem from the fact that many consulting firms hired a lot of headcount to meet the market demands for expert consultants during the uncertainty of the COVID-19 pandemic. Companies increased their headcount to meet the market demands at the time, but were not privy to how the downturn of the market would last much longer than anticipated with organizational budgets being reduced, and consulting work being deprioritized as a result of that.

To remain relevant and successful in today’s business landscape, consultancy companies need to have experts in a wide range of industries and functional areas. Additionally, firms that can provide an objective perspective and help clients identify blind spots and hidden opportunities will help their clients drive more innovation in their organization. Consulting companies that tailor their approach to individual client needs, providing the right skills and resources they need to succeed and achieve their goals, have a higher likelihood to succeed in this highly competitive market.

Future Outlook

In the Consultancy sector, as organizations continue to grapple with uncertainty and disruption, the demand for expert guidance and support is only expected to grow into the future. However, an important aspect of consultancy that needs to be clearly articulated to gain a client’s trust is how firms measure the return on investment (ROI) for their services, and how their fees are structured. As businesses increasingly scrutinize their spending, clients have a higher demand for transparency related to costs and ROI than ever before.

As a result, consultants and coaches will need to be more transparent and clear about these factors, while also staying informed about how to innovate and evolve their client’s businesses with the newest technology available. Consultants and coaches who increasingly leverage advanced analytics, artificial intelligence, machine learning, and automation to enhance their services and deliver more personalized solutions to clients see a higher potential for success and staying profitable in this competitive market.

As is the case with many other services today, digital platforms and tools are utilized to facilitate the delivery of great products. Consulting companies that take advantage of remote coaching sessions, virtual workshops, and interactive learning experiences have the potential to reach a global market, and build a reputable name for themselves.

Additionally, consultancy companies focused on the importance of well-being and mental health in the workplace, will continue to thrive in the current business landscape as many organizations are struggling with employees who suffer from anxiety, burnout and other mental health conditions. Consultants and coaches who incorporate elements of emotional intelligence, mindfulness, resilience training, and stress management into their offerings to help clients foster healthier work environments, enhance employee engagement, and improve overall organizational performance.

As organizations prioritize employee well-being as a strategic imperative, consultancy and coaching services focused on mental health and wellness are poised for significant growth and impact. Consultant and coach practitioners who stay adaptable in the consulting business can continue to play a vital role in driving organizational success and employee wellbeing. With a focus on leveraging technology, data analytics, and ethical best practices, the consultancy and coaching industry is expected to thrive in our ever-changing business landscape.

---

Locations

This service is primarily available within the following locations:

New York City, U.S.A.

GDP: $2.0T
Population: 20.1M
Fortune 500 Companies: JPMorgan Chase, Verizon, Citigroup, Pfizer, J&J, MetLife, Goldman Sachs, StoneX Group, Morgan Stanley, Prudent Financials, Merck, New York Life Insurance, American International Group, American Express, Bristol-Myers Squibb

History

In the past decade, New York has experienced significant changes that have shaped its current landscape. Hurricane Sandy in 2012 caused approximately $70 billion in damages and highlighted the city’s vulnerability to extreme weather events. This led to substantial investments in infrastructure resilience and climate adaptation measures to better prepare for future storms.

The real estate market in New York City has also seen dramatic shifts. Brooklyn, in particular, has experienced a housing boom, with median home prices rising from $466,000 in 2010 to around $790,000 today. Queens and Manhattan have also seen significant increases in property values. However, this growth has exacerbated the housing crisis, leading to a historic low rental vacancy rate of 1.4% in 2023, making affordable housing scarce and driving up living costs.

Industries in New York have evolved greatly as well. The technology sector has thrived in the city, fueled by the rise of tech startups and major companies establishing offices in New York. Some other historically successful industries, such as the retail sector, have faced many challenges in the past decade. With the rise of online shopping and the onset of the COVID-19 pandemic in 2020, for instance, numerous stores closed, and many people lost their jobs. As a result, the gig economy has grown significantly, with more New Yorkers participating in freelance and contract work, which despite the flexibility it offers, often lacks the stability and benefits of traditional employment.

These changes heavily influenced New York’s economic landscape today. The rising housing costs and the shift toward a gig-based economy have increased economic pressures on city residents, leading to higher rates of rent burden and financial insecurity among low- and moderate-income households. These challenges continue to drive city officials and residents to propose and support measures that can help increase affordable housing and improve living conditions for all New Yorkers.

Current Position

New York City is currently one of the most densely populated cities in the world and the largest global financial center; rivaling London, Singapore, Hong Kong, and San Francisco. Its long economic and commerce history culminated in New York City being home to the New York Stock Exchange and the Nasdaq (National Association of Securities Dealers Automated Quotations) Exchange that oversees combined market capitalizations of $45T. New York City is headquarters to large financial services companies including JPMorgan Chase, Citibank Group, Goldman Sachs, StoneX Group, Morgan Stanley, Prudent Financials, New York Life Insurance, American International Group, American Express; which are all Fortune 100 companies.

This large concentration of financial power is also driven by the rise and influential economic and entrepreneurial activity of wealthy families associated with New York City. The most well known is the Rockefeller family, which grew their business empire on the oil industry and the success of Standard Oil. More recently, the Rockefeller family established their Rockefeller foundation to support philanthropic and charitable causes across the arts and education. The prominent DeFrak, Muss, Durst, and Milstein families built business empires in the construction and real estate industries that span commercial, industrial, and residential developments. Hence, New York City is the home to the largest number of billionaires in the world!

New York City has a strong and diverse influence across industries spanning media & marketing, healthcare, high tech, political, cultural, and fashion industries in addition to financial services. Seventh Avenue and the Garment District is known for being the hub of famous fashion houses and innovative garment design. Madison Avenue is central for large entertainment, advertising, and media agencies and firms. The United Nations is headquartered in New York City, making it a global influence on international politics and diplomacy. Finally, the emergence of the “Silicon Alley” in New York City, as a play on the San Francisco Bay Area’s famous Silicon Valley, is a concentration of high tech and startup companies.

Future Outlook

As of 2024, New York City has mostly recovered from the large job losses and mass migration out of the city during the COVID-19 pandemic. The city is making incremental gains in overall jobs, but is still working to rebuild to its pre-pandemic economic and employment boom. In order to support and accelerate workplace recovery, the New York City mayor and city administration has put in place a large number of workforce development programs with the goal of connecting New Yorkers to higher paying jobs and acquiring needed skills. These talent development strategies span lower paid laborers and service workers to new businesses and entrepreneurs that are deployed through city agencies, the New York university system, K-12 education, and for-profit and nonprofit service providers.

Many of New York City’s core industries remain global strongholds and are showing positive future outlooks. The financial services sector and stock exchanges have recovered and New York City remains the financial center of the world. The consulting services sector is exhibiting gains, especially with the large consulting firms that are headquartered in New York City including McKinsey, Deloitte, Pricewaterhouse Coopers, and Ernst & Young Consulting. Finally, the construction industry has largely rebounded with new construction starting or continuing from being put on hold during the pandemic, and recovery from labour shortages.

There are positive shifts in the healthcare, entertainment, and technology sectors. In healthcare and home care, there is a substantial increase in companies, services, and workers to serve the aging Baby Boomer population. The entertainment sector is experiencing a renewed focus in the filmmaking industry and revival of NYC’s iconic broadway shows with tourism and in person attendance rebounding from the pandemic. Finally, the technology sector has seen a shift from a big tech presence, with Amazon, Meta, Spotify laying off a large amount of employees, towards emerging tech. There is a growing number of artificial intelligence, life sciences, and green economy startups and VCs who are investing in scaling these companies. Additionally, New York City is spurring new tech growth by establishing Silicon Alley and the Brooklyn Navy Yard as spaces for business to focus on new technology, innovation, and urban manufacturing.

---

San Francisco Bay Area, U.S.A

GDP: $1.08T
Population: 7.75M
Fortune 500 Companies: Apple, Alphabet, Chevron, Meta, Wells Fargo, Intel, HP, Cisco

History

The San Francisco Bay Area has seen significant changes across various sectors, which have profoundly impacted its economy. One of the most notable changes in the last decade has been the housing market boom, driven by the high-tech industry centered in Silicon Valley. The area’s real estate has seen considerable appreciation, with median home prices reaching unprecedented levels due to a combination of high demand, limited supply, and strong economic fundamentals. This boom has also contributed to a rise in the cost of living, affecting affordability for many residents and leading to increased socio-economic disparities in the region.

The tech industry has thrived in the Bay Area, bolstering the region’s economy. Companies like Apple, Google, NVIDIA, Tesla, and Facebook have expanded their operations, creating numerous high-paying jobs and attracting talent from around the world. This influx of tech professionals has stimulated growth in other sectors, including retail, real estate, and services. However, it has also placed immense pressure not only on housing costs, but also the city’s infrastructure, which leads to common challenges in fast growing cities, such as traffic congestion and public transportation strain.

Unlike the booming success of the tech industry in the Bay Area, many other industries have faced struggles to thrive in this region. For instance, manufacturing and traditional retail have not kept pace with the rapid growth of the tech sector. With the start of the COVID-19 pandemic, business in these industries suffered from many store and factory closures, as well as high numbers of job losses. Additionally, the hospitality and tourism sectors have been hit hard by the pandemic, with reduced travel and event restrictions significantly impacting revenues.

Current Position

In current times, the San Francisco Bay Area has cemented its reputation as a counterculture center and is renowned for its progressive social stances, art and music, diverse forms of expression, and is home to a broad spectrum of ethnic populations and groups. The culture of San Francisco embraces diversity, tolerance, and the different and weird; which attracts people from all over the world who come to San Francisco to have the freedom to be who they want to be and do what they want to do.

The Bay Area is known as one of the world’s most influential high tech hubs, as San Francisco’s open and diverse culture also extends into open innovation and new technology development. There are numerous Fortune 500 companies headquartered in the Bay Area that started with a couple of boot-strapping founders who cultivated their great ideas in a garage (which is the quintessential startup story!). This includes college dropouts Steve Jobs and Steven Wozniak who built the first personal computer in Steve Job’s parent’s garage, which became Apple and is now a $2 trillion market cap company. There is Bill Hewlett and Dave Packard who created prototypes of electronic testing equipment in their garage, which is commemorated as being the birthplace of Silicon Valley and went on to become the multinational Hewlett Packard company.

The Bay Area’s prominence in high tech has cultivated a strong and robust ecosystem to support innovation, talent, and financial development. There are leading universities, including Stanford and the University of California – Berkeley, and cutting-edge research centers, including Lawrence Livermore & Berkeley Labs, SETI Research Center, and the Gladstone Institute that provide an academic and research talent pool. Numerous large Venture Capital firms call the Bay Area’s infamous Sand Hill Road home, which supplies much of the financing and resources for startups to grow and scale. Some of the most well known VCs are a16z or Andreesen Horowitz, Lightspeed Venture Partners, Sequoia Capital, Kleiner Perkins, Greylock Partners which have funded countless successful startups. Finally, the breadth of innovation in the Bay Area spans healthtech, consumer products, fintech, cleantech, life sciences, artificial intelligence, crypto and blockchain with founders and technologists coming from all over the world to immerse in the startup ecosystem.

There are many established industries and large corporations based in San Francisco which complements the strong startup and innovation environment. The Bay Area is home base for a wide variety of financial services and credit companies including JP Morgan Chase and Capital One as well as smaller fintech companies such as SoFi and Square. South San Francisco hosts the largest biotech cluster in the world with 200+ companies that include multinational Amgen and Genentech as well as smaller ventures that focus on life sciences, genetic sequencing, and digital health. Finally, the Bay Area is a hub for environmental and greentech companies that broadly span electric vehicles and transport, renewable energy, sustainable agriculture, greentech, and solar.

Future Outlook

The future economic and growth outlook remains strong for the San Francisco Bay Area which has proven that it can be innovative and reinvent itself time and time again. The COVID-19 pandemic did cause several large corporations to move their headquarters, including Oracle and Tesla to other technology hubs in the U.S. However, many of those same companies and new startups are coming back to the San Francisco Bay Area due to the large concentration of Venture Capital and institutional financial services that provide funding as well as the wealth of talent and resources that are in the area. A substantial number of people left the San Francisco Bay Area during the pandemic to move to smaller cities and rural areas to take advantage of a lower cost of living and larger homes which was made possible due to remote work. Similarly, many people who left as well as new people are steadily moving back to the area due to the high quality of life, culture and arts, diverse populations, job opportunities, and easy access to nature.

The technology sector, which is a cornerstone of the economy in the San Francisco Bay Area, has been undergoing business and workforce shifts. The COVID-19 pandemic actually caused a huge boom in the tech industry as the entire world used digital services to connect professionally and personally as well as online stores and delivery services to purchase goods that was seen from big tech giants like Apple and Google to smaller companies like Instacart and Zoom that rapidly grew. Currently, the tech industry is seeing a correction to this business and workforce growth with tech, life sciences and biotech, cleantech, and other tech sectors conducting layoffs and streamlining their employees to focus on profitability and sustainability which is positive for future growth. The San Francisco Bay Area remains and continues to grow as an Artificial Intelligence (AI) hub, with many startups as well as big tech companies pouring R&D investment money, recruiting and retaining talent, and innovating on products and services to leverage the power of AI.

---

Chicagoland Metro Area, U.S.A.

GDP: $764M
Population: 9.56M
Fortune 100 Companies: Walgreens Boots Alliance, Boeing, Archer Daniels Midland, Caterpillar, Allstate, United Continental Holding, Exelon, AbbVie, Abbott Laboratories

History

The technology and innovation sectors have notably thrived, driven by the growth of tech startups and major investments in innovation hubs. This growth has been bolstered by Chicago’s strategic initiatives to attract tech talent and foster a startup-friendly environment. The tech sector’s expansion has contributed to job creation and economic diversification, positioning Chicago as a significant player in the national landscape.

However, traditional manufacturing industries that had been successful in the past, now face challenges due to automation and global competition, impacting employment in these sectors. As in many other large cities in the United States, the retail and hospitality industries have also been deeply impacted since the onset of the COVID-19 pandemic and the uprising of e-commerce alongside the growth of services such as Airbnb and other more affordable options for travelers. Additionally, the thriving arts and entertainment industries also suffered an economic downturn, and continue to face decreased attendance and financial instability.

Some of the positive changes Chicago has also experienced in the past decade include advancements in infrastructure and green initiatives. The city has made substantial investments in public transportation. Additionally, Chicago’s commitment to sustainability is evident in projects like the expansion of green spaces and the promotion of renewable energy sources. These initiatives not only improve the quality of life for residents but also attract environmentally conscious businesses and tourists.

To further improve sustainability and transportation, continued focus on innovative green technologies and infrastructure investments is essential. For instance, expanding electric vehicle infrastructure, increasing public transportation options, and further integrating green building practices are crucial next steps for Chicago to advance in these efforts. Enhancing community engagement and education on sustainability practices will also play a vital role in ensuring the long-term success of these initiatives.

Current Position

Chicago continues to hold a prominent position as one of the most influential markets in the United States. Renowned for its diversified economy, strategic location, and robust infrastructure, Chicago serves as a vital center for various industries, including finance, manufacturing, technology, transportation, and healthcare. Its central location in the heart of the country makes it an ideal place for both domestic and international business activities, facilitating efficient supply chains and connectivity across the nation.

One key aspect of Chicago’s influence in modern industries is its thriving finance sector. Home to the Chicago Mercantile Exchange (CME) and the Chicago Board Options Exchange (CBOE), Chicago is a global leader in derivatives trading and financial services. The city’s financial institutions play a crucial role in shaping global markets, offering a wide range of financial products and services to businesses and investors worldwide. Additionally, Chicago’s robust ecosystem of fintech startups and established firms further solidifies its position as a leading financial hub, driving innovation and growth in the industry.

The city’s manufacturing sector, with a legacy dating back to its industrial heyday, remains a cornerstone of its economy, producing a wide range of goods from automobiles to machinery. Furthermore, Chicago’s burgeoning technology sector is rapidly expanding, fueled by a vibrant startup community, top-tier research institutions, and a skilled workforce. Major companies like Boeing, United Airlines, McDonald’s, and Archer Daniels Midland are among the key players driving Chicago’s economy forward, contributing to its resilience and dynamism in the modern business landscape. Overall, Chicago’s multifaceted economy and strategic advantages position it as a powerhouse in the U.S.’s market landscape, with its influence extending far beyond its city limits.

Future Outlook

The COVID-19 pandemic had a significant financial and worker impact on Chicago, echoing the widespread effects felt globally. Businesses across various sectors faced closures, layoffs, and financial strains due to lockdown measures and reduced consumer activity. The hospitality and tourism industries, crucial contributors to Chicago’s economy, were particularly hard-hit as travel restrictions and social distancing measures dampened visitor numbers and event cancellations. Additionally, many workers, especially those in low-wage and service industries, experienced job losses or reduced hours, exacerbating economic disparities in the city.

However, amidst these challenges, Chicago has also made improvements in certain economic and workplace aspects since the onset of the COVID-19 pandemic. Some of those aspects include the adoption of remote work and digital technologies that have spurred innovation and flexibility in the workforce, while investments in public health infrastructure and community resilience have strengthened Chicago’s ability to respond to future crises. There is a renewed focus on equity and inclusion in the workplace and across communities that has led to initiatives aimed at bridging socioeconomic gaps and promoting a more equitable recovery for all Chicagoans.

The future view and forecast for Chicago’s position in various business industries are optimistic. In finance, Chicago is positioned to continue its prominence as a major financial center. The city’s burgeoning tech scene is expected to attract investment and talent, leading to the emergence of new companies and breakthrough technologies in areas such as artificial intelligence, cybersecurity, and healthcare IT. In manufacturing, the adoption of automation, digitalization, and additive manufacturing technologies is expected to transform traditional manufacturing processes, leading to increased efficiency and productivity in the sector.

Chicago’s diversified economy, strategic advantages, and culture of innovation are expected to drive its continued growth and success across various industries in the next decade, solidifying its position as a dynamic and influential business hub on the global stage. Additionally, the city’s central location and extensive transportation infrastructure, including airports, railroads, and ports, will continue to position Chicago as a key gateway for domestic and international trade.

---

Austin, U.S.A.

GDP: $194 billion
Population: 974,447
Fortune 500 Companies: Dell Technologies, Oracle, and Tesla Inc.

History

Over the past decade, Austin, Texas, has experienced significant transformations. A few of the most notable changes include population growth, technological advancements, and urban development. The metropolitan area saw its population rise dramatically, with suburban areas like Georgetown and Leander leading the growth rates nationwide. This influx of residents has fueled demand for housing and infrastructure, contributing to the city’s rapid urban development.

Austin attracted numerous tech companies and startups, bolstered by a favorable business climate and the presence of the University of Texas at Austin. Major tech firms, including Apple, Google, and Tesla, have expanded their operations in the area, further enhancing the city’s economic profile. This boom has not only created jobs but has also spurred innovation and attracted a skilled workforce from across the globe.

The retail and hospitality industries faced challenges, particularly during the COVID-19 pandemic. Lockdowns and social distancing measures led to reduced foot traffic and temporary closures, significantly impacting local businesses and tourism. However, the city’s resilience and adaptability have been evident in recovery efforts, with businesses rebounding and new ventures emerging as the economy gradually stabilized.

The impact of these changes on Austin’s economy is profound. The population growth and tech boom have driven up real estate prices and living costs, presenting both opportunities and challenges. On the positive side, the influx of high-paying tech jobs and investments increased the city’s overall wealth and economic diversity. However, it has also exacerbated issues like income inequality and affordability, necessitating strategic urban planning and policy adjustments to ensure sustainable growth.

Current Position

Austin holds a prominent position as an influential market in the United States, driven primarily by its thriving technology sector, diverse economy, and vibrant cultural scene. With a supportive ecosystem for innovation and entrepreneurship, Austin continues to attract top talent, investment, and companies across various industries, fueling its economic growth and solidifying its reputation as a dynamic and forward-thinking city on the global stage.

With a vibrant ecosystem that fosters entrepreneurship, collaboration, and creativity, Austin has become a magnet for both established corporations and startups alike. Named the “Silicon Hills”, Austin is home to a plethora of tech companies spanning various sectors, including software development, semiconductor manufacturing, artificial intelligence, and biotechnology.

Leading the charge in Austin’s tech scene are tech giants such as Apple, Google, Facebook, and Amazon. These companies have established significant operations in Austin, attracted by the city’s skilled workforce, favorable business environment, and quality of life. These companies not only contribute to Austin’s economy but also play a pivotal role in shaping its reputation as a global technology hub.

Beyond technology, Austin has a diverse economy also supported by other key industries such as healthcare, education, and others. The presence of world-class medical institutions like the University of Texas – Austin Dell Medical School and major healthcare companies like St. David’s HealthCare has positioned Austin as a center for medical innovation and research. Furthermore, Austin’s vibrant arts and music scene, exemplified by events like South by Southwest and Austin City Limits Music Festival, has cemented its status as a cultural powerhouse, attracting talent and investment from around the world.

Future Outlook

The future for Austin suggests continued growth and expansion across various business industries as the city continues to solidify its position as a leading hub for innovation, technology, and entrepreneurship. Over the next decade, Austin is expected to further diversify its economy while maintaining its focus on key sectors such as technology, healthcare, education, and creative industries.

In the technology sector, Austin is likely to see sustained growth, fueled by the presence of major tech companies, a thriving startup ecosystem, and ongoing investments in research and development. As emerging technologies like artificial intelligence, blockchain, and quantum computing evolve, Austin’s tech community is expected to play a significant role in driving innovation and shaping the future of these industries.

Moreover, Austin’s healthcare industry is forecasted to experience considerable expansion, driven by demographic trends such as an aging population and increasing demand for healthcare services. Austin is well positioned to become a center for medical research, innovation, and patient care.

In addition, Austin’s reputation as a cultural and creative hub is expected to grow, with continued investment in the arts, entertainment, and media sectors. Events like South by Southwest and Austin City Limits Music Festival will continue to attract talent and visitors from around the world, bolstering Austin’s reputation as a destination for creativity and cultural exchange.

Furthermore, Austin’s business-friendly environment, skilled workforce, and quality of life are likely to attract more companies and professionals to the city, driving further economic growth and prosperity. As Austin continues to evolve and adapt to the changing global landscape, it is well positioned to remain a dynamic and influential player in various business industries in the United States.

---

London, U.K.

GDP: 496.4 billion British pounds
Population: 9.7M

History

London has undergone several significant changes that have shaped its economic and social landscape. One of the most impactful events was the Brexit referendum in 2016, where 52% of the UK voted to leave the European Union. This decision had profound implications for London’s status as a global financial hub, leading to a period of economic uncertainty and relocation of some financial services to other European cities.

Industries that have thrived during the past ten years include technology and fintech, which have seen substantial growth due to the increasing reliance on digital services. The tech ecosystem in London has been bolstered by investments and innovation, making it a leading tech hub in Europe.

The COVID-19 pandemic severely affected the city’s economy, particularly hitting the hospitality, tourism, and retail sectors. However, London’s adaptability and resilience have been evident in its recovery efforts and strategic adjustments.

The impact of Brexit and COVID-19 on today’s economy is multifaceted. On one hand, the challenges have forced businesses to innovate and diversify, leading to a more robust digital economy. On the other hand, the uncertainty and adjustments required by Brexit have necessitated significant structural changes in many sectors, particularly in finance and trade. The city’s overall success continues to rely on its ability to attract global talent and investment, despite the hurdles presented by these major events.

Despite the challenges, London’s ability to adapt and innovate remains key drivers to its continued prominence on the global stage. Moving forward, addressing the disparities in economic recovery and continuing to foster an environment conducive to innovation and sustainability will be crucial for maintaining its status as a leading global city.

Current Position

London maintains its position as one of the most influential markets in the world, particularly in the realms of finance, technology, and professional services. As a global financial hub, London is home to some of the world’s largest and most prestigious financial institutions including banks such as Barclays, HSBC, and the Bank of England.

The city’s well established financial infrastructure, coupled with its reputation for stability and transparency, attracts investors from around the globe, making London a pivotal player in international finance. Moreover, London’s stock exchange, the London Stock Exchange, remains one of the foremost stock markets globally, facilitating the trading of equities, bonds, and other financial instruments.

In addition to finance, London’s influence extends to the technology sector, where it has emerged as a leading hub for innovation and entrepreneurship. Companies like Google, Facebook, and Amazon have established significant operations in London, drawn by its access to talent, capital, and a supportive regulatory environment. London’s status as a tech hub is further bolstered by initiatives such as Tech City UK and London Tech Week, which showcase the city’s technological prowess on the global stage.

Beyond finance and technology, London’s economy is also propelled by its thriving professional services sector. The city is a magnet for legal, accounting, consulting, and other professional service firms, offering a wide range of specialized expertise to businesses operating in diverse industries. Major law firms such as Clifford Chance and Allen & Overy, as well as consulting firms like PricewaterhouseCoopers and Deloitte, have a significant presence in London, serving both domestic and international clients. The city’s robust professional services ecosystem supports businesses across various sectors, contributing to London’s status as a premier destination for corporate headquarters and business operations.

Future Outlook

Overall, London’s influence in modern industries stems from its combination of factors, including its strategic location, diverse talent pool, regulatory framework, and cultural vibrancy. As a global hub for finance, technology, and professional services, London will play a crucial role in shaping the global economy and driving innovation across multiple sectors well into the future.

With its dynamic and resilient economy, London is poised to maintain its position as a key player in the global marketplace for years to come. Despite uncertainties that stemmed from Brexit and the COVID-19 pandemic, London is expected to retain its status as a global economic powerhouse and a preferred destination for businesses across multiple industries.

In finance, London’s position as a leading international financial center is likely to endure, although it may face increased competition from emerging financial hubs in Asia and elsewhere. The city’s deep pool of talent, robust regulatory framework, and well-established infrastructure are expected to continue attracting financial institutions and investors, ensuring its relevance in global finance.

In the technology sector, London is expected to further solidify its status as a hub for innovation and entrepreneurship. With a thriving startup ecosystem, access to venture capital, and world-class research institutions, the city is well-positioned to drive technological advancements in areas such as fintech, biotech, and artificial intelligence. Additionally, initiatives to foster digital skills and promote diversity in the tech workforce are expected to enhance London’s competitiveness in the global tech landscape.

London’s professional services sector is also forecasted to remain strong, serving as a hub for legal, accounting, consulting, and other specialized services. The city’s concentration of top-tier firms and international connectivity make it an attractive location for businesses seeking expert advice and support. Furthermore, London’s role as a gateway to European and global markets is likely to become even more significant as businesses navigate regulatory changes and seek opportunities for expansion.

---

Program Benefits

Testimonials

Chief Information Security Officer, Platinum Equity

“The Employee Advancement Program is phenomenal! The program and process helps people to shape, understand, and discover what it is that they want to do. You can personalize and tailor the program in many different ways, whether you are looking for a new role, whether you’re looking to build on your skill sets, your emotional intelligence or your soft skills, there is great opportunity for all of it in this program.

I recommend the Employee Advancement Program to anyone, whether you are tenured and at the late-stage of your career or at the very beginning, as this program has value and benefits for everyone. If you are someone who works for me, I am going to tell you to take this program, because I want you to be more self-directed and effective at advancing yourself. I want you to be more in touch with the responses and reactions of others. I want you to be more in tune with where it is that you want to go, because it will give you more focus and more direction on who you want to be and where you want to end up in your career.”

---

Engineering Group Lead, Garlock

“The Employee Advancement Program provided an invaluable structure and learning process that helped me effectively transition from a technical individual contributor to an engineering group lead. I came into the program doubting my communication and language skills, as I am from Taiwan, and unsure of how I want to show up as a leader.

The 360° Feedback Process, professional branding and positioning, and creation of my “Manager Vision Guide” made me define my leadership values and create a framework for a shared team vision and culture as I advanced into an Engineering Group Lead at my current company. I embraced my passion of the “power of team” to promote myself more confidently as leader, communicator, and team collaborator to achieve innovative product solutions.”

---

Strategic Program Director, Harvard University

“I am a seasoned professional with over 25+ years of business development, marketing, program development, strategy, and team management experience. As a late-career professional, I want to feel that I have and can continue to make positive steps in my career to make the changes I want to make in the world.

The Employee Advancement Program is a holistic process to gather feedback about oneself with a particular focus or goal in mind. The value of the program is it takes you through a transformational process for self-development with that particular goal that is specific to you. The process you go through in this program can be applied to any area of your life that you want to pursue and develop whether it be building lasting relationships, defining career aspirations, or contributing to community engagement.

The program helped me view my professional self with more perspective and insights on how to develop my professional brand, which is still a work in process. It has helped me develop self-esteem and confidence by learning new things and doing things I would not have been vulnerable enough to do without the support of the facilitator and learning community of this program.”

---

Product Design Engineer, Steelcase

“The Employee Advancement Program has been so valuable in the way it makes me look inward to identify and appreciate the different aspects of my life and who I am. As an engineer, I have not been taught or given the space to build my professional brand and how to approach my career and professional advancement with my brand and authentic self identity in mind.

I am excited to start my career at an international residential and office furniture company that values design, functionality, and creativity. The Employee Advancement Program provided me the opportunity to align my own personal passions and interests with our overall corporate values, so that I can approach my career advancement from a place of self purpose. I am committed to becoming a product and people leader in my organization and the 360° Feedback Process and professional skills development in the program equipped me with an advancement plan to work towards achieving this.”

---

Blockchain Co-Founder, BitBTC

“As a serial entrepreneur in both my homeland of China and my new home in the United States, I quickly became a business and industry leader. I have been featured in magazines, given talks at conferences, and started numerous new ventures. However, as my “success” as an entrepreneur grew, I increasingly felt lost and unsure about the person who I really am. The Employee Advancement Program gave me a critical time for self reflection to make big personal life changes and continue with my entrepreneurial ventures with a renewed purpose.

The Employee Advancement Program and inclusive learning community fosters the culture of providing different perspectives and broader views of my situation and who I am. How the program was facilitated and modeled was the biggest gain for me: the culture and the intention of hearing what others have to say because it is valuable, really allowed the space for me to grow and ask questions. I am so much happier and connected with who I am. My motto from the program is “Never Give up”!”

---

More detailed achievements, references and testimonials are confidentially available to clients upon request.

---