Client Case Studies

TRI CA Technologies Case Study

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TRI CA Technologies Case Study Video

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As a company operating in one of the most dynamic and highly competitive industry segments in the world, CA Technologies places a priority on nurturing its talent through ongoing development of leaders at all levels. The Leadership Development Program is designed to ensure a pipeline of highly capable leaders at all levels across the organization. The 12-month program experience consists of two three-day, in-person sessions augmented by webcasts, readings, team and individual assignments, and a business simulation providing participants with learning opportunities to make business decisions regarding strategy and key performance indicators and to practice leadership skills in the areas of decision-making, collaboration and risk-taking.


TRI Dell Case Study

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In 1992, eight years after Michael Dell launched his computer business from a dorm room at the University of Texas, his eponymous company, Dell Inc., made Fortune’s list of the 500 largest corporations in the world. Today, Dell has risen to the ranks of the Fortune 100; the technology giant is one of the largest providers of integrated technology solutions worldwide, with well over 100,000 employees. Like many other multinational organizations that provide formal educational programs to their future financial leaders, Dell considered the pros and cons of both virtual and physical classroom settings to engage participants in far-flung locales. Unlike most other organizations, however, Dell ultimately chose to include elements of both. The technology giant turned to the experiential learning expertise of TRI Corporation to develop three innovative programs whose combination of virtual and face-to-face training has armed Dell’s financial talent with the tools they need to expertly manage business challenges across the globe.


TRI Praxair Case Study

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TRI Praxair Case Study Video

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Over the century of its existence, Praxair has led the development of processes and technologies that have revolutionized the industrial gases industry. The world-class organization employs more than 26,000 people worldwide, including technical staff in as many as 18 countries. A new CEO in 2001 brought a new vision for the company that emphasized a seamless connection between engineering and management, and creating a pipeline of new business leaders from within Praxair’s own base of technical talent. Praxair engaged the experiential learning experts at TRI Corporation to conduct a series of simulations designed to help the company meet these goals and maintain its competitive edge, launching a successful partnership that has flourished for more than 10 years.


TRI Analog Devices Case Study

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Innovation, performance, and excellence are the cultural pillars on which Analog Devices, Inc. (ADI) has built one of the longest-standing, highest-growth companies in the technology sector. In 2008, ADI launched a leadership development curriculum and succession management process. In 2009, the organization underwent a significant reorganization of its product-focused business units into two complementary divisions - one to maintain focus on core product and technology development and the other to focus on customers and key markets. This move required ADI to develop more leaders capable of either running new segments or stepping up to lead established technology groups and product lines. ADI engaged TRI Corporation to improve business and financial acumen and to increase the leadership skills needed to preserve and grow ADI’s competitive lead in today’s semiconductor industry.


TRI Microsoft Case Study

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Since 1975, Microsoft has revolutionized the way people communicate, share ideas and manage their businesses. As computing becomes more powerful, portable and affordable, information and communications are going entirely digital. Against this backdrop and today‟s complex business environment, Microsoft Finance sought to transform its worldwide team into value-added Business Partners. Michelle Young, Finance Learning & Development Consultant, set out to break new ground and find an experienced learning solution provider not afraid to innovate with technology. With TRI Corporation, Young piloted an entirely virtual global learning experience that is now the model for scalable online distance learning across Microsoft.


TRI Flextronics Case Study

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With more than 200 factories in 30 countries, Flextronics is a world leader in vertically integrated advanced design, engineering and electronics manufacturing services to original equipment manufacturers. Serving customers through full-function "mini-factory" teams is a hallmark of its success. After two years of unprecedented growth, Flextronics found that its program managers did not sufficiently understand the multi-functional interdependencies across planning, engineering, finance and other essential functions to be effective and efficient in a low-margin industry with an even lower tolerance for error. Flextronics tapped the experiential learning expertise of TRI Corporation to develop and deploy an immersive training experience that transformed how Flextronics managers and functional leads run their businesses today while preparing them for greater responsibilities tomorrow.


TRI Agilent Case Study

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When Agilent Technologies spun off from Hewlett-Packard in 1999, it broke records as the largest initial public offering in Silicon Valley history. By 2005, however, Agilent had lost its strategic focus, senior leaders were not delivering shareholder value, and the company’s bottom line was shrinking. New CEO Bill Sullivan took the helm of a company struggling to find its way. After declaring a new strategic intent with a focus on customers, employees and shareholders, Sullivan was convinced that a best-in-class leadership bench was essential to build organizational capability and achieve positive business results. Sullivan worked with his Chief Learning Officer and her team to design and implement a comprehensive and integrated leadership curriculum and experience. Drawing on the global business and learning design expertise of TRI Corporation, Agilent launched a program that has significantly contributed to its leadership capability and culture, bringing a new focus to its business, value to shareholders, and competitiveness in the marketplace.


TRI General Mills Case Study

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“The Company of Champions,” General Mills markets some of the world's best-loved brands, including Betty Crocker, Häagen-Dazs, Pillsbury and Green Giant and is No. 1 or No. 2 in virtually every category in which it competes. General Mills recognizes the strong correlation between employee commitment and company performance, believing that “Championship People create Championship Results.” In an industry continually challenged to lower its cost structure, the company saw the need to manage its margins more holistically and develop a stronger general management mindset in its directors. To accomplish this, General Mills vice presidents also needed to shift from a culture of direction to one of coaching that supports innovation and empowerment at all levels. General Mill’s Chief Learning Officer (CLO) challenged TRI Corporation to design a development experience that engaged both groups. The result: an innovative, two-tiered experiential learning program that has been a showcase for developing high-level business and problem-solving skills across multiple levels of leadership.


TRI Adobe Case Study

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Adobe is a quintessential knowledge economy company. Its software enables the rich expression of ideas, and the company itself runs on brain power. Innovation is the DNA of this company; for more than 25 years, it has celebrated innovation as its very reason for being. Sudden growth through acquisition set Adobe upon a journey to ensure it could sustain the exceptional leadership that had fueled its success and build an even deeper bench to take advantage of increasing global opportunity. With guidance from an executive steering committee, Adobe’s talent development team in human resources set out to meet this need. Rather than implement an off-the-shelf leadership development program, Senior Vice President Donna Morris decided Adobe needed a program that mirrored who Adobe is as a company, bringing into play its unique vision, values, strategy, challenges, and opportunities. The result: a strategic partnership with the faculty of the Haas School of Business, UC Berkeley, and the experiential learning experts at TRI Corporation and two on-going leadership programs that are improving performance, increasing retention and building expertise across all levels of leadership.