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    Case Study2013

    FedEx: Executive Development

    By Becky Atkeison

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    The Challenge: Ensuring Leadership Continuity

    FedEx has a well-established practice of promoting leaders from within, with approximately 90% of its Officer-level roles filled by internal talent. This culture is supported by a senior executive team with deep company experience, many having tenures of over 20 years.

    However, the company's senior leadership recognized a potential business risk: many of these long-tenured executives were approaching retirement eligibility. This impending change posed a threat to leadership continuity. To mitigate this risk, the executive team sought to proactively prepare a robust pipeline of leaders ready to meet future challenges.

    The Solution: A Structured, Enterprise-Wide Approach

    In 2005, FedEx created a dedicated, enterprise-wide Executive Development Team to spearhead its leadership development strategy. This team, led by the corporate office, brought together learning and development professionals from every major FedEx operating company, including Express, Freight, Ground, Office, and Services.

    Step 1: Assessment and Data Gathering

    The team's first major initiative was to implement a formal assessment process. This process was designed for individuals already identified as potential successors to Officer-level positions. The goal was to use the summary data from these assessments to pinpoint common development opportunities and skill gaps across the leadership pipeline.

    Step 2: Designing a Targeted Program

    The assessment data confirmed the need for a formal development program. It specifically led to the decision to create an enterprise-wide program tailored for high-potential Vice Presidents. The company wanted a model that delivered the quality of top business school content but was customized to FedEx's specific strategic interests, without being restricted to a single academic institution.

    Step 3: Program Launch

    After securing internal support and managing the program's construction by a third-party vendor, FedEx launched its first enterprise-wide executive development program in 2008. This marked a significant step in formalizing its approach to cultivating the next generation of senior leadership from within.

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