People & Strategy Summer 2017 Vol. 40 Issue 3 - 27
FIGURE 3: DO XCELERATORS HAVE A STEEPER TRAJECTORY?
All organizations will eventually
face disruption. Survival depends
on developing transformational
Our longitudinal analysis confirms the multi-year impacts
of the Xcelerators program. We have even more confidence
in these results after seeing the same pattern of impacts
for each cohort of participants. Promotion across multiple cohorts ranges from 50 percent to 143 percent higher
compared to other high-potential leaders. Retention is also
higher: 22 to 55 percent higher than high-potential comparison groups. These are dramatic impacts that prove our
program helps develop and retain digital transformation
leaders for EA.
FIGURE 2: XCELERATORS HAVE HIGH NET PROMOTER SCORES
Extremely high program evangelism
Marketing Xcelerator 77%
Promotion: +50% to 143%
Retention: +22% to 55%
to others. Research shows that recommendations such as this
are a more demanding evaluation than qualitative responses
(excellent, good, and so forth). We use the NPS methodology
to gain deeper insight into what participants think about the
Xcelerators program, which in turn we use to make program
Participants from our most recent run of Xcelerators gave
it exceptionally high NPS and described it as a career-changing experience.
tors program (with approximately 30 leaders in each), we
created 12 more promotions and 14 more retentions than
our comparison non-participant groups. A very conservative estimate of the value of each of these promotions and
retentions is one to one and a half times annual salary (well
north of $100K each). By doing the mental arithmetic, you
can calculate a return in the millions of dollars. It's a high
ROI, regardless of how you adjust your assumptions.
More Effective Transformation Leaders
Objective ratings also show large changes in leadership
effectiveness. These increases are seen across each rater group (managers, peers, and team members), which
confirms our findings that participants in our Xcelerators
program become more powerful leaders who make greater
contributions, find more satisfaction in their work, and
remain committed to the company through the transformation.
FIGURE 4: LEADERS ARE MORE EFFECTIVE-EVERYONE SEES IT
Objective Ratings of Effectiveness
Our findings indicate that promotion and retention differentials between an Xcelerators group and high-potential
leaders who did not participate in the program peak several years after participants finish the Xcelerators program.
This shows us that it takes time to translate promotional
readiness into actual promotions. Similarly, we see that
the extra "connection" to the company that comes with the
Xcelerators becomes stronger over time, while those who
aren't in the Xcelerators group have a higher attrition rate.
Promotion and retention increases result in major business contributions. Looking at two cycles of the Xcelera-
VOLUME 40 | ISSUE 3 | SUMMER 2017