Knowledge Transfer to Managers
Key Points at a Glance
- Standard programmes reach their limits when it comes to company-specific challenges – effective leadership development must take the specific work context into account.
- Only around one-fifth of managers perceive their own organisation as being genuinely learning-oriented.
- High-profile case studies such as Apple’s are impressive, but they rarely provide answers to company-specific questions.
- A prior analysis of the management environment is a prerequisite for effective workshops; it is not optional.
A question that raises a key issue in leadership development
I recently presented my programme to an educational institution based in Hamburg. Although I have been working in the sector for over 20 years, it never ceases to amaze me that the targeted development of leaders remains a complete mystery to many institutions.
The institution was planning to focus its programme offering more strongly on executives, senior managers and company-wide programmes. The discussion was as interesting as it was insightful. The key question I was asked remains relevant to this day: “Ms Uensal, how do you ensure that the employees’ line managers are involved?”
The Limitations of the textbook approach
Most executives I meet prefer partners with many years’ practical experience in their own sector. Purely textbook approaches, on the other hand, quickly reach their limits. Many issues are so specific to the company in question that a prior analysis of the stakeholder and market environment is essential in order to arrive at well-founded and robust results.
This is consistent with the latest findings on leadership development: individual development needs and the specific circumstances within the organisation play a decisive role. At the same time, the Haufe Academy’s Leadership Study 2026 shows that only 20.5 per cent of the executives surveyed perceive their organisation as learning-oriented.
What makes a workshop effective
In my view, an interactive workshop typically involves group discussions, simulations and group work in a safe space where managers can develop solutions tailored specifically to their company. This differs significantly from a traditional lecture-style seminar, in which content is merely presented.
A case study certainly has its place. However, B2B clients in particular are rarely genuinely interested in finding out how Apple managed to change the rules for entire industries. They want to know how it can work within their own company, given their own specific circumstances.
“A case study certainly has its place – but B2B customers rarely want to know how Apple has changed the rules for entire industries. They want to know how it works for them.”
Serpil, Trainer, Coach & Consultant
Why Apple is rarely the right case study
High-profile case studies are inspiring – but that is often precisely the problem with them. They make a big impression in the seminar room, but can rarely be applied directly to one’s own situation: a different sector, a different company size, a different starting point. What goes down well in a workshop fizzles out in day-to-day work if it cannot be applied to one’s own practice.
| Feature/th | Textbook case study (e.g. Apple)/th | Company-specific workshop/th |
|---|---|---|
| Starting point | External company, external sector | Own situation, own sector |
| Preparation | No analysis required | Prior analysis of the management environment |
| Format | Lecture, listening | Group discussion, simulation, safe space |
| Outcome | Inspiration, but rarely directly applicable | Concrete, company-specific solutions |
5 steps to effective leadership development
Step 1: Analyse the management environment
Before the programme is finalised – not afterwards.
Step 2: Use company-specific case studies
Rather than generic examples from other sectors and organisations.
Step 3: Create a safe space
For group discussion and simulation, in which managers develop their own solutions.
Step 4: Select partners with practical experience
With many years’ experience in the relevant sector, rather than merely imparting theory.
Step 5: Measure the impact
Do not just gauge satisfaction after the seminar, but track implementation in day-to-day work.
Conclusion: Knowledge only has an impact within one’s own context
Knowledge that is not applied to one’s own situation remains mere theory. Effective leadership development begins with an honest analysis of the management environment and ends with concrete, company-specific solutions – not with a retelling of another corporation’s success story.
FAQs
Why are standard leadership development programmes no longer sufficient?
Because they only reflect the specific challenges and circumstances of a company to a limited extent. Tailor-made formats, on the other hand, can address specific issues arising from day-to-day work directly.
What distinguishes a company-specific workshop from a traditional seminar?
A traditional seminar covers general topics through presentations and listening exercises. A company-specific workshop is based on a prior analysis of the management environment and uses group discussions and simulations to address the organisation’s specific issues.
Why are well-known case studies such as Apple often of little help to B2B executives?
Because they come from a different sector, operate on a different scale and have a different starting point. They are inspiring, but can rarely be directly applied to one’s own situation.
How can the success of leadership development be measured?
Beyond mere satisfaction following the seminar – for example, whether and how what has been learnt is actually put into practice in day-to-day working life, and whether this leads to lasting changes in day-to-day management practice.
Sources & Further Information
This article is based on my more than 20 years’ experience in consultancy, training and coaching with small and medium-sized enterprises in the industrial, pharmaceutical and medical technology sectors.
Serpil Uensal
Trainer, Coach & Consultant in Product Management
Serpil is a specialist trainer, coach and consultant with over 20 years’ experience in product management, product marketing and strategy. She helps companies and product teams to systematically develop their product expertise and drive growth – with particular expertise in tech, medtech and regulated markets.
Last reviewed on 8 September 2026 • Graduate in Business Administration (FH) • International Executive MBA • Certified Trainer (dvct e.V.) • Certified Coach (dvct e.V.)
Serpil Uensal
Veröffentlicht: 03.01.2015
Zuletzt aktualisiert: 08.08.2026
Lesezeit: 6 Min.
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