Released client evidence
Steelcase / Leadership capability / Global cohort experience
How SDI and Steelcase turned leadership values into a year-long, globally connected experience built around application rather than content consumption.
01 / The business problem
Steelcase had outgrown a traditional leadership program that was no longer globally available, contemporary, or consistently used. Without a shared development experience, leadership expectations and styles varied across the enterprise.
02 / What leaders needed to decide
Senior leaders first had to define what leadership meant at Steelcase. The program then had to translate those values into a global experience that people could apply between formal learning events.
03 / What SDI did
Facilitated senior-leader conversations that defined the leadership values and performance model.
Built an integrated, year-long blended experience around communication, organizational strength, and global collaboration.
Connected formal learning to month-between application, peer dialogue, roundtables, and an online network.
Used pilot feedback to refine the experience before broader implementation.
85
The pilot connected leaders across levels and countries.
12 months
Application between sessions was part of the design.
8
Two- to three-day learning events anchored the program.
04 / What the released record shows
The released record reports growth in humility, empathy, and trust across the pilot group, stronger collaboration, and a consistent leadership foundation for individual and collective development.
What the evidence supports, and where its limits are
The source describes participant growth without publishing a causal financial metric; this page preserves that boundary.
Source basis: Released SDI / Steelcase GLDE case study.
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