We prepare tailored systematic development programs for our clients. These programs are based on understanding the situation and specific needs of the client, as well as a shared understanding of the desired development outcomes in practice.

Examples of tailored systematic development programs:

  • Systematic development of one or multiple management lines to strengthen the organization’s performance.
  • Development of managerial employees and key specialists in the context of company growth and its activities.
  • Standardization and improvement of customer communication and customer service.
  • Systematic development of sales and sales communication.

The preparation and implementation of tailor-made development programs have several phases

Examples of tailor-made development programs

Systematic development of key functions and teams for the strategic strengthening of the company.

A program focused on specific areas of development based on the outputs of a Development Center.

Elements of effective systematic development

For optimal and sustainable employee development effects, we introduce a systematic approach that includes a suitable combination of topics, development formats, and tools for applying learned skills in practice.

Training without subsequent support


Anchoring skills into practice


Selection and continuity of development modules

The content and methodology of training modules are aligned with specific development goals. Individual modules build upon each other, and the program gradually expands the relevant skillset.

Revised FBE Methodology

Our in-house development, a stable team of trainers, and thousands of training days across various business sectors enable us to provide clients with a refined methodology and module compatibility for their developmental programs.

A Personal Development Plan (PDP)

Each participant of the training, under the guidance of the instructor, develops their individual application Plan – what, how, and by when they will apply it in practice.

Post-training discussions.

A conversation between the training participant and their direct supervisor after completing the training, aimed at supporting the participant in applying the acquired skills and maximizing the positive impact in practice.

Follow-up workshops

During the follow-up workshop, the group reflects on which skills and practices they have successfully applied in practice and with what level of success. Participants inspire each other by sharing their applied experiences. Subsequently, additional advanced thematic techniques are introduced, and participants are trained in specific procedures for their individual situations.

Individual coaching or shadowing

Individual coaching focused on specific areas often complements the group development format, primarily for higher-level and top management. Coaching can be supplemented by shadowing, which involves direct observation of a manager’s performance in practice, followed by joint reflection with the coach.

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