Following a significant business realignment, the organisation launched a new global strategy known as SHOW, designed to create greater alignment across all territories and strengthen long-term business performance. One of the four strategic pillars, Highest Returns, focused on increasing market share, a commercial measure that had historically received varying levels of attention across different regions.

To support the rollout of the new strategy, the business needed a learning solution that would help General Managers understand the factors that influence market share, how their decisions could directly impact performance, and how the new strategic direction translated into practical actions within their own locations.

This project represented far more than the creation of a training course. It was an opportunity to align leadership teams across ten territories around a shared understanding of a critical business objective.

The project presented a unique combination of strategic, operational and cultural challenges.

More than 600 General Managers, operating across ten international territories, needed to develop a consistent understanding of market share and its importance within the wider company strategy. While the overarching business goals were shared, each territory had developed its own terminology, reporting practices, operational processes and ways of interpreting commercial performance.

The challenge was not simply to explain a corporate strategy. It was to create a learning experience that connected high-level strategic objectives to local operational decision-making, helping leaders understand how their daily actions influenced market share within increasingly competitive markets.

There was also a significant alignment challenge. The organisation was moving away from a largely territory-driven approach towards a more collaborative global operating model. This required stakeholders from multiple countries to agree on common terminology, shared expectations and consistent leadership behaviours, while still recognising legitimate regional differences.

Success would depend as much on stakeholder engagement and consensus-building as it would on instructional design.

I began the project by engaging a diverse group of stakeholders from across each territory to conduct a high-level skills and knowledge analysis. These conversations helped identify existing levels of understanding, territory-specific requirements, and the areas where greater alignment was needed.

As part of this discovery process, I identified considerable variation in terminology, definitions and performance measures used across the organisation. To address this, I created a consolidated reference framework that mapped local terminology against globally agreed definitions. This eventually became a shared glossary and reference tool that supported consistency throughout the learning experience.

Once the analysis phase was complete, I consolidated the findings into a single learning framework that clearly defined the knowledge, skills and behaviours leaders needed to demonstrate in support of the new strategy. This framework directly informed the learning objectives, content structure and assessment approach.

Given the complexity of the subject matter, I wanted to avoid creating a traditional information-heavy compliance-style course. Market share is an abstract commercial concept and can be difficult to understand when presented solely through statistics, reports and written explanations. Instead, I designed a visual learning experience that used illustrations, diagrams, practical examples and interactive activities to help learners connect strategic concepts with real-world business decisions.

Articulate Storyline was selected as the primary development tool due to its flexibility and ability to transform complex commercial ideas into engaging, scenario-driven interactions. Throughout development, I worked closely with stakeholders to validate content, build consensus and ensure the final solution reflected both global priorities and local operational realities.

The course was intentionally designed as the first stage of a broader leadership learning strategy, with future scalability in mind and the potential to extend key concepts to additional management populations.

The final programme successfully translated a high-level corporate strategy into a practical and engaging learning experience for over 600 General Managers across ten territories.

By establishing shared terminology, consistent expectations and a common understanding of market share, the programme helped support the organisation's transition towards a more globally aligned operating model. Learners were able to see how factors within their control could influence market performance and how local decisions contributed to wider organisational goals.

Perhaps most importantly, the project demonstrated how learning can be used to drive strategic alignment rather than simply transfer knowledge. The course provided leaders with a common language for discussing commercial performance and reinforced the behavioural expectations required to support the company's future direction.

The design framework developed during the project also created a foundation for future leadership learning initiatives, reducing duplication and providing a scalable approach for continued strategic capability development across the organisation.

This project reinforced an important principle of learning design: successful strategy execution depends on shared understanding.

While the initial request was to create a learning course, the underlying challenge was organisational alignment. The real value came not from explaining what market share was, but from helping leaders across multiple countries develop a common understanding of how strategic objectives translated into operational action.

The project demonstrated the role learning can play as a strategic business tool, bringing together diverse stakeholders, creating alignment around a common objective and enabling meaningful organisational change at scale.