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Feb 17, 2025
BLG LOGISTICS: Strategy, Culture, and Leadership in Alignment
After more than 140 years of success, BLG LOGISTICS faced a central question: how could the company, for the first time, cascade its strategy across all levels so that it would truly be lived in everyday practice? With “TAKE THE LEAD”, GOBRAN® developed a program that aligns 1,500 leaders worldwide around one strategy, one culture, and one shared leadership approach – enabling transformation to take root across the organization.
This translated into three overarching objectives:
1. Create strategic clarity
Develop and implement a company-wide strategy cascade that provides consistent orientation at every level.
2. Leverage culture as a driver
Define and anchor a shared corporate and project culture that enables and accelerates transformation.
3. Empower leaders
Establish a shared understanding of leadership for around 1,500 managers, consistently aligned with impact and accountability.
“TAKE THE LEAD” – Program Design
To achieve these goals, a multi-stage program was developed that systematically connected strategy, culture, and leadership. The design ensured that strategic clarity would not remain abstract but would be reinforced through cultural principles and leadership practices that translated directly into everyday work.
Strategy Process Design
For the first time, a consistent corporate strategy was defined at board level, providing clear orientation for the entire company. On this basis, strategies for the individual business divisions were developed – always embedded within the overarching corporate strategy. These were then translated into strategies for departments and operational units. The result was a cascaded architecture that created alignment from top to bottom and gave all levels clear guardrails for decision-making.
Definition of a Shared Corporate and Project Culture
In parallel with the strategy work, a common project culture was established. Key cultural principles were clearly formulated and communicated throughout the organization. Through in-person trainings, digital learning formats, and company-wide roadshows, these principles were made tangible for employees and leaders alike, ensuring that culture was experienced in daily practice rather than remaining abstract.
Impact360® Trainings
Leadership development was carried out under the umbrella of the “TAKE THE LEAD” program. A blended learning approach was applied, combining in-person trainings, virtual live sessions, and OnDemand modules. This format enabled around 1,500 managers worldwide to be trained consistently, flexibly, and with lasting impact.
Annual Leadership Workshops
To complement the training, annual leadership workshops were introduced. These provided space for peer-to-peer consultation, exchange on current leadership topics, and work on specific challenges. The workshops created a continuous learning and reflection platform, embedding leadership development as an ongoing process rather than a one-off event.
Annual Strategy Review Meetings
To safeguard the link between strategy, culture, and leadership, annual strategy reviews were established. These sessions were used to track progress, reflect on shared experiences, and define new objectives for the coming year. In this way, strategic clarity was kept alive even in times of volatility, and the organization remained consistently aligned and adaptable.
The impact of “TAKE THE LEAD”
1. Strategic Impact
Clarity and orientation
For the first time in its history, BLG had a consistently cascaded corporate strategy. Leaders at every level shared a common view of goals and priorities, which provided clear guidance across the organization.
Strategic continuity
The annual strategy reviews established a lasting routine for monitoring progress, reflecting on outcomes, and setting new objectives. This created orientation and stability, even in times of high volatility.
2. Cultural Impact
Culture as a lever
The introduction of a shared corporate and project culture strengthened collaboration across business units and reduced friction in complex projects.
Consistent communication of values
Through trainings and roadshows, cultural principles became tangible for employees and leaders alike – no longer confined to slide decks but translated into concrete behavioral expectations.
Multiplication through HR
By training internal HR managers as “train-the-coach” roles, culture was not only cascaded top-down but also continuously supported and reinforced in day-to-day practice.
3. Leadership Impact
A shared leadership understanding
Around 1,500 managers worldwide were introduced to a common framework for what leadership at BLG means. This reduced inconsistencies across locations and management levels.
Ongoing capability building
The OnDemand formats have enabled flexible training for more than 1,500 leaders to date. They ensure that new or returning managers are integrated seamlessly into the same framework.
Practical application
The annual leadership workshops fostered peer consultation and exchange on current challenges, turning leadership into an ongoing learning and reflection process.
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