“How can we enable our managers to drive big change instead of react to it?”

What They Needed

Mindray is one of the world’s leading global organisations in medical technology, originating in Asia and now operating across 33 countries throughout Europe and the Americas. With ambitious plans for international expansion, the organisation needed to evolve how change was led and managed at a local level.

The leadership challenge centred around:

• Scaling headcount rapidly across multiple regions, requiring consistent leadership capability
• Shifting from centrally imposed change to locally driven leadership, empowering regional teams to take control
• Increasing collaboration across complex structures, including matrix working and cross-functional projects
• Breaking historic siloed working practices and challenging long-standing ways of operating
• Developing employees’ resilience and ability to adapt, ensuring change was understood and embraced rather than resisted

Historically, change had been delivered to people rather than by them. Mindray wanted to build a leadership culture where managers became the drivers of transformation – acting as change champions and supporting their teams through growth and uncertainty.

In short: How do we develop leaders and employees across multiple countries to actively lead, communicate and embed change rather than simply react to it?

What We Did

Working with the organisation, we designed a scalable, multi-language blended programme for both managers and wider employee groups.

The programme was built to accommodate international reach, diverse learning needs and operational flexibility, and included:

• Modular virtual classrooms delivered to both managers and staff, accessible across seven European languages
• Structured delivery schedule over multiple months, allowing participants to book sessions at times that best suited their workload
• Pre-session learning activities (videos, questionnaires, research tasks) used to build insight ahead of workshops and drive practical discussion
• Interactive group sessions, focused on leading change, behavioural understanding, resilience and proactive collaboration
• Post-session actions and reflection tasks, reviewed in later modules to encourage real-world application
• Ongoing support from internal L&D and HR Business Partners to embed learning within local teams
• Self-study guides developed to help managers coach teams and support staff in adjusting to change
• A bespoke Change Champion programme, enabling individuals outside of management roles to influence and support transformation through peer-to-peer guidance

The approach ensured scalability, accessibility and consistent learning outcomes across multiple regions and roles.