Company Strategy

Following a significant business realignment, the company introduced a new four‑strand global strategy, known internally as SHOW. One strand, Highest Returns, focused on increasing market share across all territories, a metric that had not previously been a priority for General Managers.

General Managers needed to be upskilled to understand what drives market share, including factors within their control, factors they could influence, and external variables they needed to monitor.

This project marked a shift for the business from a local, territory‑driven approach to a collaborative global model. As a result, the course needed to work across ten territories, account for regional variations in processes, and standardise terminology and expectations where possible.

The initial audience for the Maximising Market Share course comprised over 600 General Managers responsible for operational and commercial performance at site level.

These leaders were accountable for implementing the new company strategy and driving market share growth in increasingly competitive local markets.

From the outset, the course was designed with scalability in mind. Early planning discussions identified a second phase that would adapt or extend the content for lower levels of management to broaden strategic understanding within leadership teams.

This was a complex project, driven by both strategic importance and scale. It involved managing a broad and diverse stakeholder group across multiple territories, each with differing priorities, established practices, and local terminology.

Despite these differences, the overarching goal was alignment. Where possible, the course needed to standardise processes, terminology, and managerial responsibilities, while still respecting genuine regional variation.

I began by working closely with stakeholders in each territory to conduct a high‑level skills gap analysis. This helped identify existing knowledge, key gaps, and territory‑specific nuances. In parallel, I collated variations in internal terminology into a single reference table, which later formed a shared glossary used throughout the course.

Once individual analyses were complete, the findings were consolidated into a single aligned skills framework. This directly informed the learning objectives and course content. From there, I designed the overall structure and narrative flow, ensuring a clear progression from strategic context through to practical, site‑level decision‑making. Once the detailed storyboard was signed off, the build phase focused on clarity, consistency, and scalability.

Articulate Storyline was selected as the build tool due to its flexibility, interaction capability, and ability to visually represent abstract strategic concepts. Given the subject matter, I made a deliberate decision to adopt a graphic‑ and illustration‑led approach rather than relying heavily on text. This helped reduce cognitive load and made complex commercial ideas more accessible.

All core graphics and illustrations were designed externally in Inkscape, giving full control over visual consistency, style, and localisation readiness. These assets were then integrated into Storyline, where I built custom interactions, scenario‑based examples, and structured knowledge checks to reinforce key behaviours aligned to the new strategy.

Throughout development, I maintained regular stakeholder check‑ins to validate direction, manage expectations, and resolve language or interpretation challenges early. 

The course launched in March 2025, and evaluation of long‑term business impact is ongoing. Initial learner feedback has been overwhelmingly positive, particularly around relevance and practical value. While some stakeholders commented on the length of the course, this did not negatively impact engagement or completion.

In practice, learners reported that they welcomed the depth of content. Many recognised the clear link between the course material, their personal development, and the long‑term commercial success of their business. The appetite for strategic understanding outweighed concerns about duration, particularly as the course allowed self‑paced progression.

Although translation was initially considered, early analysis identified that the target audience had a sufficient level of English proficiency to engage fully with the content. As a result, the decision was made not to translate at launch. However, the course has been designed so that translation remains a viable option if it is later rolled out to a wider or different audience, such as middle management.

This project was also my first experience working with stakeholders across multiple territories where English was not the first language. This introduced challenges around interpretation, terminology, and nuance, which were addressed through regular check‑ins, clear documentation, and iterative validation.

From a personal development perspective, this project pushed my technical and design capabilities. It was the first time I used JavaScript to extract learner comments from course variables and push data into a Google Sheet for analysis. It was also my first experience designing at scale with closed captions treated as a core requirement rather than a post‑build addition.

Overall, the project strengthened my ability to deliver strategic learning solutions in complex, global environments while balancing clarity, engagement, and stakeholder alignment.

The following software and design tools were used to support the design and development of this project.

• Articulate Storyline

• Microsoft PowerPoint

• Microsoft Word

• Inkscape

• Google Forms

• Google Sheets