Build leadership by implementing Talogy’s action learning methodology

Client background

Nasdaq, Inc. is an American multinational financial services corporation that owns and operates (and is listed on) the NASDAQ stock market and eight European stock exchanges. The Nasdaq Stock Market is the second-largest stock exchange in the world by market capitalisation, and in addition to being a stock exchange, Nasdaq provides the infrastructure, technology, tools and strategic insights tailored for the capital-market opportunities of today and the expectations of tomorrow.

Nasdaq wanted to work on various strategic business problems and build leadership across the organisation at the same time. The organisation has a global change initiative designed to change the corporate culture, the way that they do business and their corporate leadership style.

Nasdaq tackled a variety of business issues by implementing Talogy’s Action Learning methodology. Talogy’s work with Nasdaq started in 2015 with a High-Potential Development programme designed to develop Senior Leaders. In 2016, it expanded into a Mid-Level Manager’s Programme as well.

Challenge 1

Nasdaq aimed to create a consistent customer interface through customer-facing member portals, website and other applications throughout the organisation. They strove for consistent security implementations, authentication methods, pricing strategies, efficiencies and design.

Solution 1

Implement product management best practices and an annual standardisation applications assessment process
Invest in design thinking and a centralised design organisation
Accelerate Nasdaq innovation process

Challenge 2

Nasdaq had a goal of further cultivating sustainable organic growth within the organisation. They wanted to improve the innovation process by:

Optimising existing growth
Allowing time and providing venues to think about and reflect on innovative ideas
Improving the certainty of success
Reducing bureaucracy
Becoming more technology-focused
Increasing collaboration

Solution 2

Created the Nasdaq Growth Model:

Ideation – Create a culture of innovation, a structured corporate-wide approach to capturing and capitalising on new ideas
Selection and development of ideas – Create role of Growth Managers, new approach to screening of ideas, RBU innovation and Corporate Growth Fund
Execution – Create a new execution process

Challenge 3

Nasdaq wanted to ensure that its mergers and acquisitions integration process achieved or exceeded targets, supported its culture and values and provided a competitive advantage and a driver of value. As they explored this organisational issue, they decided to provide:

A better balance on how integrations are measured
A flexible approach requirement for integrations
Clear leadership at the outset
Effective communication among all stakeholders
A more thoughtful assessment of culture and brand during diligence processes

Solution 3

Created the Nasdaq Growth Model:

Create and leverage a new – specific to Nasdaq – Integration Framework
Hire a Head of Integration and develop an integration team
Create and track relevant KPIs
Invest in – and train people on – new software tools to help with implementation

Challenge 4

The Nasdaq Action Learning team was tasked with researching whether a new operational model could better position Nasdaq for the future and support their vision of ‘Rewriting Tomorrow’.

Solution 4

Create growth business operating model – Allow growth businesses to flourish by creating stand-alone capability for qualifying businesses
Drive client success – Establish a Chief Client Officer/Client Experience Officer (CXO) position
Know products to drive innovation – Empower decision-making on product investments

Results

As a result of the robust Action Learning programmes implemented by Nasdaq for all initiatives, the Action Learning groups:

Came together as a team and doubled down on effort and focus
Improved virtual meetings and phone calls
Gave and received feedback on the project with ease
Achieved all goals
Improved their ability to ask questions and listen
Built confidence within the team
Developed leaders within Nasdaq

Nasdaq