What the research presents
In an October 29, 2026 article, Martin Fellenz and Nancy Lane describe Novo Nordisk and IMD’s development program involving 68 leaders. Expansion required a perspective beyond individual projects. Diagnostic work identified limited informal peer learning. The program combined peer exchange, observation, and a Community of Practice. Network connectivity rose from 40% before the program to 78% at its end and 95% three months later. These figures measure connections among leaders, not productivity or revenue. This is one organizational case, not a guarantee of equivalent outcomes elsewhere.
Original reading: How Novo Nordisk rebuilt its development organization’s leadership model →I by IMD · Martin Fellenz e Nancy Lane · 29/10/2026My perspective
This reading draws my attention to the difference between selling more and being able to support growth. A business may gain customers while decisions remain concentrated, instructions scattered, and everyday work dependent on a few people’s memory. Those signals deserve investigation before choosing another course or another hire.
The leaders in this case were capable. Part of the challenge was sharing experience and learning. For a smaller business, the practical question is whether a useful solution discovered by one employee reaches the others. Knowledge held by one person can leave colleagues repeating avoidable questions and mistakes.
Applying this to smaller companies is a management reflection, not a finding tested by this case. I would follow one recurring task and listen to the people involved. A shared procedure, cross-training, or a short discussion of difficulties may help, depending on the problem identified.
Development also needs follow-up. Are people exchanging information more effectively? Are responsibilities better distributed? Is a change still practiced weeks later? Learning needs room in daily work, with review and adjustment.
Does the knowledge that keeps your company running belong to the team or to a few individuals?
Bring it to your business
- Ask how a solution discovered by one person reaches the rest of the team.
- Follow one recurring task and locate gaps in information, responsibility, or exchange.
- Try one suitable adjustment and track repeated questions and rework over the following weeks.
Independent summary and analysis by Isadora Raymond. The original source and practical commentary are identified separately.