Leadership development in a global environment: lessons learned from one of the world's largest employers

Purpose – The purpose of the paper is to share best practices from global logistics leader, UPS, for approach overhauling a company's global training, leadership development and succession planning practices. Design/methodology/approach – Told from the vantage point of Anne Schwartz, UPS's vice president of global learning and development, the case study shows how UPS's internal research of focus groups and surveys revealed that the company's current training and leadership development programs needed to evolve to ensure success in today's global business environment. Findings – The company acted on its internal research by retooling its leadership development and training programs to foster more strategically minded leaders; better engage younger generations; and make certain its people are “fluent” with UPS's vast global network. Practical implications – UPS shares several practical takeaways for other international companies that are also looking to overhaul their leadership development and training programs. Sample takeaways include: align your training with your business strategy; start where you are and keep what works; and assess group and individual strengths and weaknesses. Originality/value – As companies emerge from the recent economic downturn, the paper demonstrates that UPS maintains that now is the time to take a hard look at training and leadership development programs that impact workforces to ensure that businesses are positioned for long‐term, global growth.