From the start, the Global Talent team had a clear sense of the kind of education provider it wanted. Which is why, in 2013, Atos started looking for a provider of executive education that could develop a talent development programme for its experts that would mirror its existing ‘Gold for Managers’ business leadership development programme. You do not need to become a manager to make a career for yourself in Atos.” “We want to show that there’s a real career path for experts in this company. Having acknowledged the value of experts, Atos is determined to attract and retain the very best in each area in which it operates. They just want the best solution for their clients.” But experts tend to be less constrained by such things. Ramon said: “Management structures and reward systems can sometimes militate against change. Ramon van Knippenberg, from Atos’s Global Talent team, said: “With our experts working in so many different countries and service lines, we need them to see beyond their own geographical and functional boundaries and develop an ‘end-to-end’ view of the business – understanding what the client (and often the client’s customer) wants and how the whole organisation works together to make that happen.”Ītos also regards its experts as important catalysts for change. It must, therefore provide a fully integrated view, right from infrastructure to application and functional domain to satisfy the needs of its customers and help them become more competitive. Atos’s ambition is to be the undisputed partner of choice for customer digital transformation. It provides a range of digital services such as consulting and systems integration, cloud operations, big data and cyber security as well as payment and transactional services. Atos decided to address this challenge by developing a wide-ranging executive education programme specifically for its most talented experts.Ītos SE is a huge global company with annual revenues of around €11 billion and 93,000 staff working in 72 countries. However, experts are often given training and development which deepens their expertise but does not necessarily broaden their knowledge of organisations.
These experts, by definition, need to be specialists but they also need to have an end-to-end view of how the business works – to see ‘the big picture’ – if they are to find new and better ways to meet their customers’ needs. Your business relies on people with outstanding expertise. All technology and manufacturing companies face the same challenge.
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