Talent and leadership development

In 2017, UCB continued the leadership development programs in order to help prepare UCB’s new and existing leaders for successful performance in future roles. The programs bring together leaders across the entire organization in a learning context where they are faced with business and leadership concepts, allowing them to feel better equipped for current and future leadership roles. The learning journeys are 6-9 months, allowing participants to network, collaborate, and learn from each other, thus creating an alignment in how they live and lead our Patient Value Strategy.

Alex, Pieter, Dirk, Francisco, Alexandra and Anisa, UCB (photo)

Alex, Pieter, Dirk, Francisco, Alexandra and Anisa, UCB

The Accelerate program has been completely redesigned this year, enabling our first line leaders to better live and lead our Patient Value Strategy. Contrary to previous years, we now welcome both direct and indirect leaders, in order to adapt to the evolving requests of our organization. Eighty people started this new course, whilst another 75 completed our previous version. In total, 830 colleagues from across UCB participated in the past five years.

The Navigate program expands on a transition from manager of others to manager of managers or functional leadership; the program is now under design, in order to ensure better alignment and consistency amongst all our leadership programs and our Patient Value Strategy. In total, 310 leaders completed the course in the past five years.

This year, CSR activities were again integrated in the Orchestrate leadership program, as it was important to create a platform for sustainable and entrepreneurial leadership behaviors. The Orchestrate program continued its success from previous years, engaging 20 future UCB leaders, with a total of 72 participants included in the past five years. Participants were exposed to social entrepreneurship, innovation and collaborative economics in San Francisco, to CSR responsible entrepreneurship patient-activities in remote parts of China and Rwanda, and they finished the journey with a deep focus on self-awareness, humility and authenticity as leaders of the organization. Groups focused predominantly on:

  • creating value for two CSR initiatives by applying socio-cultural anthropology in understanding the public health and individual health needs of underprivileged people living with epilepsy;
  • carrying out ethnographic research by observing and conducting interviews with small groups of people in order to understand the multifactorial aspects of disease;
  • interviewing people living with epilepsy, their family, community members, community health workers and traditional healers about the meaning of, beliefs, feelings, and practices concerning epilepsy.

Without exception, all Orchestrate participants were impressed, often humbled, and showed prodigious sensitivity to the needs and future of patients living in resource-restricted settings.