How can we understand, measure and track how globally mature our leaders are?



Johnson & Johnson is an American multinational medical devices, pharmaceutical and consumer packaged goods manufacturer founded in 1886. The corporation includes some 250 subsidiary companies with operations in 60 countries and products sold in over 175 countries, and is in 39 position in Fortune 500. As it heads into the future, it needs to ensure its leaders create an environment where the diversity of the company employees is respected and there is a high level of inclusion


Having run a workshop for leaders in global Supply Chain on ‘Working with Cultural Diversity’, we were asked by global L&D to provide an approach to understanding how globally mature the leadership population currently is, and how to measure that moving forward. The need of the organization was to ensure that business goals of global collaboration were closely linked to innovation and excellence in execution to ensure the ongoing success of the business




We created a global maturity model with behaviours relevant to business goals, plus a tracking tool to measure these behaviours. The global maturity model was linked to highly validated research on advanced development stages in cultural sensitivity by Dr Milton Bennett who is a key partner of TCO International. The behaviours themselves were refined through meetings with global members of the J&J D&I teams, and then further validated at an annual leadership event. As an output of the event we finalised the behaviours and the tracking tool to measure them, and then sent the tool round the organisation for a baseline assessment. The key questions asked were the degree to which people saw behaviours around them that indicated that leaders were:

  • Including, integrating and acting on diverse perspectives
  • Extracting value from quiet and/or divergent voices
  • Building local commitment to global initiatives
  • Listening to other’s needs, before giving own
  • Checking for common understanding

The results of the baseline assessment were useful for supporting a targeted communication campaign conducted internally within J&J. A follow-up assessment was then run 12 months later to see what had changed.


The early results of the tracking tool suggested some targeted development in ‘exploring cultural needs’ and ‘including quieter voices’. This became the focus of a series of targeted internal initiatives over a 12 month period. The tracking tool was applied again and results showed a significant increase in observable behaviour in these previously under-emphasised areas.


This project has helped considerably in our thinking about how to go beyond coaching and training in supporting global collaboration at an organisational level.