Client Case Studies

TRI Quest Case Study

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Quest’s wealth of senior talent represented the best and brightest in their respective functions. The organization’s continued growth, however, would depend on helping those experts break out of their functional roles and gain a broader, enterprise-wide understanding of the organization’s value chain. LeadingQuest Academy (LQA) debuted in early 2015 as the cornerstone of a comprehensive organizational effectiveness strategy led by Quest’s own Dr. Tovah Stroud. Developed in partnership with Cuozzo Enterprises and TRI Corporation, the 18-month program – spanning a five-day residential component, pre and post assessments, and special projects -- has had significant impact across the organization. By the start of 2017, as many as three quarters of Quest’s 400+ senior leaders have graduated LQA. The program will continue to deliver this content for the remaining senior leaders.


TRI Ixia Case Study

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Ixia was in a rapid growth-by-acquisition mode. With the need to cultivate a stronger leadership bench of cross-functional roles, the company conceived the Next Generation Leadership Program (NGL) to help develop business acumen and other leadership skills that would complement the deeply technical expertise of its talent pool. In 2012, Ixia retained TRI Corporation to supply a business simulation for its NGL program. The overwhelming success of the inaugural simulation has led to its implementation as a cornerstone of the annual NGL program. To date, approximately 120 Ixia directors, senior directors and senior managers have completed the course, providing universally positive reviews of its impact on their overall understanding of the business and their ability to make decisions for optimal business outcomes.


TRI Hubbell Case Study

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For 125 years, Hubbell had flourished through innovations and acquisitions that allowed the company to expand and diversify. Leadership recognized that the organization’s continued growth would depend on a more cohesive culture throughout its various enterprises and, as a key part of that move, sought to improve the business acumen of its talent across all platforms and functions. In 2010, Hubbell tapped TRI Corporation to develop and facilitate a leadership program for experienced managers. The annual program brings together high-potential employees from across the organization to corporate headquarters, where they interact in teams in a competitive business simulation and with senior leadership to improve business acumen, network with peers, and, through a deeper understanding of the organization’s needs and culture, move it closer to a new identity as “One Hubbell.”


TRI Synopsys Case Study

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Founded in 1986 by technology pioneer Dr. Aart de Geus, Synopsys grew to global prominence on the strength of its technical leadership. The company recognized the need to invest in business leadership skills to support a successful, scalable global business. In 2011, Synopsys retained TRI Corporation to develop and facilitate a small pilot program that would allow the company to test the waters before committing to an ongoing executive development effort. The overwhelmingly positive feedback generated by two consecutive pilot sessions resulted in a call to formalize and expand the program, and Synopsys set a goal to put more than 200 executives through the simulation between 2013 and 2014.


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.