Case Transdev Program Culture and Leadership Development

Embedding cultural values throughout the organization

Transdev had already embarked on a transition regarding leadership. Four new cultural values had been formulated with the corresponding leadership principles. The motivation for the development programme was Transdev’s wish to firmly embed the new cultural values in its managers’ daily performance.

The cultural values – we continue to improve, we show courage, we have confidence, we work together – should not exist on paper only, but should function as a behavioral compass for daily work. “Our managers are vital to this effort. If they do not fully set the example, it won’t happen anywhere else in the organization,” says Willemijn van Leeuwen-de Vries, Manager Talent & Development at Transdev.

That is why Transdev decided on a joint development program for all management staff, from the board to workplace manager. The organization had already formulated its vision on leadership, so the focus of the development program was on how this vision could be implemented concretely. Mariska Kemp-Ruiter, Incompany advisor at de Baak, explains: “Part of our services is to design and implement different types of programs in the field of culture and leadership development. So you can have an organization, like Transdev in this case, that already has a leadership vision, and the assignment is to bring this vision to life. While it can also happen that an organization asks us for a program that includes developing a vision on leadership.”

Transdev’s first step was to find a suitable organization, capable of fleshing out this development program. The organization compiled a project team consisting of colleagues from the different company units, which then mapped out what the program needed to achieve. Next, Transdev contacted various parties to see whether they were able to design and run a development program for such a large group of managers. Following a careful RFP process, Transdev chose de Baak as its partner. As Willemijn explains: “De Baak submitted a substantively strong proposal, but their general expertise was also a significant factor. De Baak obviously has a strong reputation.”

Design of the development program through co-creation

 Once the choice had fallen on de Baak, the real process could begin. The program was designed not for but with Transdev. Nicoline Smalbraak, Incompany adviser at De Baak, explains: “With this type of development program, we always start with a development phase. You need a couple of months to arrive at a definitive program together. So we started work with Transdev and the trainers.” Mariska continues: “We start the development phase by collecting as much information as possible from the organization. For this we worked with a steering group drawn from the Board , with a work group drawn from HR, and with a sounding board group consisting of 15 to 20 potential program participants from the various company units.”

To map out the organization in more depth, trainers Daphne van Roon and Marieke van Winssen-Koning paid visits to the different company units to form a clear picture of the operations there. Marieke: “We felt it was important to get to know the different units well and to really learn the language of the organization. This is very valuable when designing the program, since that’s also very much a matter of: what will resonate with an organization and what kind of language do you use or instead avoid? You want things to be recognizable for the participants, also because we work extensively with the participants’ own case studies, which the trainer has to be able to connect to.” 

Given the focus on creating more connection, it was decided in the development phase to compose highly diverse learning groups, with the condition that no co-worker would be in the same group as their manager. Managers from the different hierarchic layers and from the different company units were also mixed together. The groups also contained a lot of diversity in terms of management experience. To bring the cultural values to life in every layer of the organization, and in order to further bolster internal support for the development program, the decision was taken to also have the Board members participate, albeit in a group of their own.

“The internal sounding board group played an important role in the development phase as well,” Willemijn says. “They contributed both ideas as their opinions regarding the program content. A smaller selection of this group also participated in the development program for the first pilot group. This worked very well. The trainers could immediately apply these participants’ feedback in the second pilot group. We also held an evaluation after each module, convened regularly to discuss these evaluations and to finetune the program where necessary.” Nicoline: “For us, the process with Transdev is an excellent example of how you want to set up and implement a program, with an impact on both the individual participants and the organization. The result is a collaboration that is not only pleasant for all, but also highly successful."

Interestingly, Transdev’s cultural values clearly play a role in the collaborative process. All participants speak up when there is some hitch or friction, and everyone trusts that we can solve the issues together. As Willemijn stresses: “We notice how De Baak listens very critically and really takes the time to address substantive matters and to understand the needs during the interim evaluations. Since we are always able to offer honest feedback, we can refine the program together and everyone will immediately get to work with points for improvement.”

A tailored learning program

The four cultural values form the overarching theme of the program. Each participant starts with a personal intake interview, and there is a kick-off event per learning group. That’s when the participants meet each other and formulate their personal learning goals. Marieke: "The participants all bring a ‘song of courage’ to the kick-off, as a creative approach to tackling courage as a theme.”

The different modules build on each other. In the first module the participants reflect on who they are as a leader. What are their drives? In what respects do they want to grow? By formulating personal learning goals, and also by forming buddy couples among participants from different units, the program starts building connection and ownership right from the start.

In the second module the participants shift their focus from personal leadership to their contact with others. How do you adapt your style to suit your team? What does the situation demand? Participants practice with their own case studies, with the support of conversation coaches.

The third module focuses on providing leadership to teams and groups. Daphne explains: “This is where the diversity of managers within Transdev becomes clear. Some participants manage a small team at the head office, while others are responsible for a group of one hundred bus drivers. These participants commented, ‘I always thought I had a team, but now I realize that it’s actually a group.’ This puts leadership in a different light, and it means that the participants need to adopt a different approach to their role.”

The last module concentrates on having couragous conversations. This is about addressing others, confronting others, and bringing tensions into the open. Assisted by coaches, the participants practice having conversations which they would normally find difficult and perhaps try to avoid.

Systematic peer supervision sessions are held in between the modules, in small groups. “That’s where a strong sense of cohesion develops,” says Daphne. “It’s a setting in which the participants can really address matters in depth.” Besides the modular program with a fixed learning group, participants also have the opportunity to sign up for various optional workshops. “We organized a festival day where managers could participate in one or two workshops, relevant to their own development need. The workshop topics were for instance generational differences and diversity. Transdev also organizes a yearly managers’ day. For the 2024 edition, de Baak contributed a well-received interactive theater session . All the managers convene at these managers’ days, reinforcing the cultural values and mutual bonds,” says Willemijn.

The impact: a tangible change in behavior and culture 

Although the development program is still ongoing, it is already having a tangible impact within Transdev. Managers have gained more self-confidence, are able to conduct different types of conversations, and can connect more easily with their colleagues in other units. “There is a stronger sense of connection and of understanding,” says Willemijn. “People who didn’t know each other before now have no qualms about calling each other on the phone.”

Due to the diversity of management roles within Transdev, the experiences with leadership are equally diverse. For some participants this is their first management program, while others have participated in other programs in the past. Accordingly, the program achieves different resuls for different people. The mixed composition of the learning groups ensures that the managers can learn from each other, irrespective of their background.

The cultural values have also become more dynamic. They have become less abstract and a topic of active discussions. “There is more of an open mind,” says Marieke. “More curiosity, and more dialogue.”

Looking ahead

Transdev will be training new groups in the period ahead, and is examining how the dynamism can be permanently embedded in the organization. There are plans to offer successful components – such as the leadership days and the optional workshops – on a structural basis. “We have put wheels into motion,” Willemijn concludes. “Now we want to make sure the wheels continue to roll.”