Success stories
At ISDI we have worked with more than 250 companies in the digital transformation of their professional teams and more than 14,000 students have been trained.
Our objective is to generate an impact on the organization in areas that are considered strategic, and for this we design training plans and support for projects adapted to the profiles of the participants and with an important focus on changing the mindset so that a culture of transformation is installed.
ING, always inculcating innovation, agile methodologies
CHALLENGE: ING Direct Spain asks ISDI for a training solution to implement a culture of innovation within the company and optimize current project management.
SOLUTION: With the Program of Experts in Innovation Methodologies, which takes place at ISDI over 7 weekends, we trained 25 professionals in innovation methodologies through Design Thinking, Lean and Agile selected by a system which measured their levels of motivation.
Candidates were to record themselves explaining what their interest was and why they should be chosen.
No. employees / program: 25
Methodology: 70 hours of face-to-face training
IMPACT: These 25 participants were the agents of change within ING who implemented this way of working within the company.
El Corte Inglés, beyond the competitiveness of its ecommerce
CHALLENGE: El Corte Inglés is in full digital transformation and is working with ISDI to develop the digital skills of different teams in the organization.
SOLUTION: The Digital Foundations program aims to reach the largest possible group, which is why editions are organized in parallel, reaching more than 365 different employees a week through ISDI. The program focuses on developing an understanding of the digital ecosystem.
An extended program is also designed for the eCommerce team to carry out their online development plan working on real projects and products.
No. employees / program: 40 + 15 (7 Internet Foundations programs)
Methodology: 40 hours of face-to-face training per program.
No. employees / program: 25 (4 Ecommerce Expert programs)
Methodology: 56 hours of face-to-face training per program.
IMPACT: The improvement of digital skills in these teams has allowed El Corte Inglés to focus its processes towards the omnichannel brand.
AFEB: SURRENDER TO CHANGE
A 360 program by levels and specialties
CHALLENGE: AFEB (Association of DIY and Hardware Manufacturers) represents more than 120 organizations of manufacturers and distributors. The association needs to train its leadership and management teams to face the new digital competition that Amazon and Alibaba represent.
SOLUTION: ISDI runs a 5-week program for AFEB with which to maximize the knowledge of the participants and get them to implement changes in their businesses. The program is taught between Madrid and Barcelona to reach managers located in different geographical areas.
No. employees / program:
28 (Internet Foundations Program I)
35 (Internet Foundations Program II)
35 (Expert Program)
Methodology: 40 + 42 + 48 hours of face-to-face training.
IMPACT: Companies in this group have implemented their own e-commerce strategies and positioning in marketplaces.
Repsol incorporates data as part of its culture
CHALLENGE: To develop a culture of data in a sector where future competitiveness will depend on the use made of the information available in all steps of the value chain.
SOLUTION: We developed the DATA SCHOOL for REPSOL, a program over several years that is taught, 100% online, in English and Spanish, with the aim of training more than 800 people globally in the culture and use of data. A transformational program in which participants work on real business cases for 5-6 months.
No. employees / program: 30 (up to 800 employees)
Methodology: 95-100 hours of online training
IMPACT: The adoption of data as a competitiveness tool at a global level and in all areas of the company, from the most technical area to commercial processes.
The Corporate Academy of the Volkswagen Spain Group as a transformation engine
CHALLENGE: Train all the teams in the group in order for the organization to achieve dominant levels of transformation in the coming years. Understanding the ongoing evolution of the customer within the automotive industry is critical given today's mobility challenges.
SOLUTION: The Corporate Academy was born anchored in the strategic priorities of the organization and unites them with the training needs identified in teams through programs focused on specific transformation projects and maximizing technology to reach the largest possible number of participants.
No. of employees / programs defined so far: 15 + 40 + 40 (until reaching 450 employees)
Methodology: 16 + 50 + 18 hours of online training.
IMPACT: The accelerated progress of all the strategic initiatives of the company on its path to transformation.
Santander boosts digital leadership
CHALLENGE: The Leader of today must feel comfortable in an increasingly digital world, with constant and accelerated changes, a customer with different expectations and with new competitors who change the rules of the game.
SOLUTION: The Bx3 program (Excellence, Exponentiality, Experiential) which lasts 6 months, is taught with content in English and Spanish, and is 100% online. It is aimed at the highest levels of leadership within the company.
No. of employees / programs defined so far: 35
Methodology: 45 hours of online training.
IMPACT: The development of transformational leaders who know the current environment and can lead their businesses in a process of permanent change.
Mapfre develops the leaders of the future
CHALLENGE: Generate real change in the global leaders of the company and turn them into the agents of change that every organization needs in order for the company to be in continuous evolution. Build on the initiatives of MAPFRE, the MAPFRE Leader and the #retoDIGITAL MAPFRE.
SOLUTION: The International Management Development Program of MAPFRE and ISDI is a 6-month program taught 100% online and in English. It includes work on real company projects and individual coaching for employees. In this way, the training covers the group development and the personal change necessary for the new leadership that the digital world requires.
No. employees / program: 25
Methodology: 60 hours online.
IMPACT: Leaders from around the world work together on innovative projects to then be able to transfer this new mentality to their work areas.
Aena transforms its managers.
They are not managers, they are groups of all levels and areas
CHALLENGE: One of the main strategic objectives of AENA in 2020/2021 is to promote Digital and Cultural Transformation and Innovation within the organization. For this transformation to finally be a coordinated success, the Organization and Human Resources Department has identified the need to train and sensitize AENA workers in these matters.
SOLUTION: From ISDI we have developed a structure of programs that develop the digital skills of different teams in order to promote innovation, digital and cultural transformation of AENA. Over several years and impacting hundreds of people, topics related to innovation, new ways of working, data culture and technologies will be worked on.
No. employees / program:
- AENA Awareness I: 67
- AENA Awareness II: 62
- AENA Awareness III: 61
- AENA Awareness IV: 61
- AENA Awareness V: 52
- AENA DATA Experts: 33
- AENA Agile Innovation I: 31
- AENA Agile Innovation II: 30
- AENA Design Thinking I: 30
- AENA Design Thinking II: 30
Methodology: Awareness: 16h. Design Thinking: 4pm Innovation: 60h. Data: 40h online
IMPACT: The measurement will be done at the end of the program.
Toyota for total mobility
CHALLENGE: Toyota's technology support division in Europe, Toyota IS, has carried out several programs with ISDI aimed at turning Toyota into a mobility company.
SOLUTION: In a first exercise (pre-COVID), 45 people carried out a one-week Bootcamp at ISDI where innovative projects were defined. Over 6 months these projects were incubated with the support of ISDI mentors. This exercise was repeated online later with a group of 100 more people.
No. employees / program: 55 per edition (3 editions)
Methodology: 40 hours online.
IMPACT: 2 of the 3 projects included were implemented within Toyota; a culture of working in silos was completely eliminated and more than 70% of the participants acknowledged having changed their way of working.
GSK, new costumer journey for salespeople
CHALLENGE: In post-COVID times, commercial teams must define a new Customer Journey that takes their customer's needs into account in the new normal and that maximizes the opportunities of digital channels.
SOLUTION: Approximately 600 people from the commercial and marketing teams, more than 270 hours of training are given
No. of employees / program: 35 per group (17 groups)
Methodology: 16 hours online.
IMPACT: The measurement will be done at the end of the program.