Ball Corporation

Katie Pagano Gerwitz

Leadership Development Architect

Leadership development is often treated as a standalone initiative, but to scale effectively across a global organization, it must be deeply connected to business strategy, organizational culture and the realities leaders face at every level.

One of the most important principles guiding my approach to leadership development is understanding the current state before making changes. Too often, organizations rush to redesign programs without first learning what exists today, what is working and where the real gaps are. Taking time to understand the leadership ecosystem creates a stronger foundation for meaningful and sustainable development.

Equally important is asking a simple but powerful question: What problem are we trying to solve? Leadership development should never exist for the sake of development alone. Whether the need is stronger accountability, greater collaboration or preparing leaders for organizational transformation, clarity around the business need shapes everything that follows. Once the goal is clear, organizations can design scalable programs that address the challenge while remaining globally relevant.

Building a strong business case is also critical to gaining buy-in and ensuring long-term sustainability. Effective leadership development requires investment, and senior leaders need to understand both the “why” and the expected impact. I have found success in grounding proposals in external benchmarks, organizational needs and a clear vision for how programs will be designed and deployed. When leadership understands the business rationale, development becomes viewed not as an expense, but as a strategic enabler.

One lesson that has significantly shaped how I design learning initiatives is the importance of co-creation. Leadership development cannot be designed in a vacuum, especially in global organizations with diverse cultures and business realities. Bringing team members from different regions, functions, and levels into the design process helps ensure programs reflect a broader range of perspectives and experiences.

"When leadership understands the business rationale, development becomes viewed not as an expense, but as a strategic enabler."

This collaborative approach not only strengthens the final product but also creates internal ownership and credibility. When leaders and employees see their experiences reflected in the learning, adoption becomes easier and resistance decreases. In addition, successful program implementation requires thoughtful change management. Before large-scale rollouts, I believe in creating a clear communication and activation plan that begins with senior leaders and cascades throughout the organization. Leadership development is more successful when leaders visibly champion the experience.

One of the biggest challenges organizations face when scaling leadership development globally is jumping too quickly to training as the solution. A common pattern is hearing about a problem and immediately responding with a course or workshop. If feedback is weak, organizations implement feedback training. If collaboration is lacking, they launch teamwork sessions. While these interventions may help, they often fail to address the broader leadership ecosystem.

Organizations benefit from stepping back and asking whether their leadership development strategy is cohesive and connected. Are programs intentionally designed to build upon one another as leaders grow? Is there a common leadership philosophy threaded throughout the experience? Leadership development should feel progressive and aligned so that employees moving from frontline leadership to executive roles experience continuity in expectations, language, and leadership behaviors. The strongest programs create consistency while evolving to meet leaders where they are.

Balancing global consistency with local relevance is another challenge many organizations navigate. In my experience, this balance is achievable through a leaders-as-teachers model. Organizations can establish a consistent structure, core messages and facilitator guides while intentionally creating space for leaders to personalize the experience through local examples and stories.

This approach ensures key concepts are delivered consistently across regions while allowing facilitators the flexibility to make the learning relevant to their audiences. Leaders connect more deeply when they hear examples that reflect their own cultural and business contexts, while still reinforcing enterprise-wide expectations and priorities.

For emerging leaders and learning professionals looking to create impactful, scalable development programs, my advice is simple: start with strategy and let data guide the narrative. Define your point of view on what leadership development should accomplish, even if every detail is not fully formed. Use insights, business needs and organizational data to tell a compelling story that drives alignment and decision-making.

At the same time, do not wait for perfection. Once leadership aligns on the direction, build iteratively. Programs evolve over time, and some of the best improvements come through continuous learning and adaptation.

Finally, leverage your leaders and teams as partners. Strong leadership development is not created by one person or one function alone. Engage leaders early, involve them as contributors and storytellers, and create opportunities for shared ownership. The most impactful programs are not only designed for leaders, but also shaped by them.