The learning outcomes are as follows:
evaluate the alignment of leadership development with strategic human resource management and organizational goals.
analyse the potential challenges in implementing an action-learning approach within a legacy organization.
assess the effectiveness of a competency framework in addressing talent development and succession planning needs.
develop strategies to ensure the long-term sustainability of a leadership pipeline while evaluating early indicators of program impact.
The case “Build or Buy: What’s Next for Balmer Lawrie?” revolves around Balmer Lawrie & Company Limited (BL), a legacy organization navigating its strategic transformation to meet ambitious growth targets of $694m revenue by FY 2025–2026. At the core of its strategy is a leadership development program (LDP) aimed at addressing challenges like reliance on external recruitment for key roles and gaps in internal talent development. The case highlights the challenges of aligning HR strategy with organizational goals and the role of leadership in driving change through innovation and operational excellence.
The leadership development initiative employs an action-learning approach, integrating theoretical knowledge with practical application, to build a leadership pipeline capable of sustaining the company’s competitive edge. It explores issues of inclusivity, measurable outcomes and the integration of individual aspirations with broader organizational goals.
This case study can be used in graduate- and executive-level instruction in relevant courses, such as Strategic Human Resource Management, Leadership and Organizational Development, Organizational Behaviour and Change Management and Strategy Implementation. It is also suitable for advanced undergraduate courses focussing on leadership, talent management and organizational transformation.
CSS6: Human Resource Management.
