Leadership development is moving from generic management training toward programs tied directly to business transformation. DDI and two of its clients, Diebold Nixdorf and International Motors, have received Gold and Silver honors in the 2026 Brandon Hall Group HCM Excellence Awards for leadership programs designed around executive readiness, organizational change and measurable workforce outcomes.

When companies promote employees into senior management during periods of transformation, the leadership challenge does not end with the promotion. In many cases, it begins there.

That is the problem addressed by two leadership-development programs recognized in the 2026 Brandon Hall Group HCM Excellence Awards. Diebold Nixdorf received a Gold award for its “DN Ascent” program, developed with DDI, while International Motors received Silver for “Leadership Fundamentals,” also developed with DDI.

The awards, announced August 13, highlight a broader shift in enterprise learning: organizations are increasingly trying to connect leadership development directly to operating changes, business performance and workforce retention.

For Diebold Nixdorf, the need emerged during a period of significant business transformation. Employees moving into director and senior-director positions were taking on leadership responsibilities in an environment that had changed substantially from the one in which they had developed their careers.

Rather than relying on conventional management courses, the company partnered with DDI to create DN Ascent, a four-day immersive program combining DDI coursework, executive-led sessions, a multi-day business simulation and direct interaction with the company’s senior leadership.

The design reflects a growing trend in corporate learning: leadership development is becoming more experiential.

New managers may understand concepts such as strategic thinking or change management in theory, but simulations and real-world business scenarios can force participants to apply those concepts under conditions that more closely resemble their actual roles.

The reported outcomes were also focused on workforce measures rather than training completion alone. Following the program, 87% of participants said they were more interested in growing their careers at Diebold Nixdorf, while 87% reported feeling more valued and 95% said they felt engaged in their roles.

Those are company-reported results, rather than independent measurements, but they highlight an important connection between leadership development and employee experience.

A manager’s ability to lead change can influence not only business execution but also whether employees see a future inside the organization.

International Motors faced a different challenge.

As its manufacturing footprint expanded, the company needed to establish consistent leadership principles across managers and directors in the United States, Mexico and Canada. The solution was “Leadership Fundamentals,” a yearlong program designed with DDI.

The program combines in-person learning loops, manufacturing-focused simulations and virtual reinforcement.

The manufacturing context is important. Leadership development in an industrial organization cannot necessarily be separated from operational performance. Managers influence safety, productivity, workforce engagement, quality and the execution of production strategies.

International Motors says the program, launched in 2023, produced a 22–23% increase in overall leadership skills and a 21–28% improvement in effective leadership behaviors. The company also reported productivity gains among 85% of participants.

Again, these are reported program results, but the metrics demonstrate where enterprise L&D programs are heading: toward quantifiable behavioral and business outcomes.

That evolution is occurring across the HR technology market.

Enterprise learning platforms from companies such as Workday, SAP, Oracle and Cornerstone increasingly connect learning with talent management, skills intelligence and workforce planning. Meanwhile, specialist providers such as DDI compete by emphasizing leadership assessment, development methodologies and measurable behavior change.

Artificial intelligence is adding another dimension.

AI can help organizations identify leadership gaps, personalize learning paths, analyze feedback and recommend development opportunities. But the DDI programs illustrate why human-centered experiences remain important even as learning technology becomes more automated.

Neither program is simply a digital content library.

DN Ascent uses executive engagement and business simulation. Leadership Fundamentals combines physical learning experiences with virtual reinforcement and manufacturing scenarios.

That approach suggests a potential division of labor for AI-enabled learning platforms: technology can improve personalization, measurement and scalability, while high-impact leadership development still requires practice, context and interaction with experienced leaders.

The challenge for HR executives is determining which learning experiences actually deserve investment.

Training budgets are increasingly scrutinized alongside other workforce expenditures. A program that produces strong completion rates but little behavioral change may have limited strategic value. Programs tied to leadership succession, employee engagement, productivity or transformation execution can make a stronger business case.

That is also why awards such as Brandon Hall’s increasingly emphasize effectiveness, impact and measurable benefits rather than simply instructional design.

For organizations undergoing restructuring, acquisitions, geographic expansion or technology transformation, leadership capability can become a bottleneck. New operating models may require managers to communicate differently, make faster decisions or lead teams through uncertainty.

In those environments, leadership development becomes part of transformation infrastructure.

The DDI recognition of Diebold Nixdorf and International Motors reflects that shift. Their programs were not designed around an abstract definition of leadership. They were built around specific organizational circumstances and the behaviors leaders needed to succeed.

That may be the more important lesson for HR and L&D leaders.

As AI changes work and organizations redesign operating models, leadership development is likely to become increasingly contextual, measurable and integrated with workforce strategy.

The question is no longer simply whether a company offers management training.

It is whether its leaders are prepared to execute the business strategy the organization is actually pursuing.

Market Landscape

Enterprise leadership development is increasingly converging with skills intelligence, workforce planning, employee experience and organizational transformation.

Traditional leadership programs often emphasized classroom learning and standardized management competencies. Modern programs are more likely to combine simulations, coaching, peer learning, digital reinforcement and business-specific scenarios.

Large HCM platforms such as Workday, SAP SuccessFactors and Oracle are integrating learning and talent management into broader workforce systems, while specialist providers such as DDI focus more deeply on leadership assessment and behavior development.

AI is expected to expand the market further by enabling personalized learning recommendations, leadership assessments and development analytics.

Yet the DDI examples highlight a limitation of purely automated learning: leadership is contextual. Managers need opportunities to practice decision-making, communicate with executives and apply concepts to real organizational challenges.

For enterprise buyers, the strongest platforms and programs will therefore likely combine AI-enabled personalization with human coaching, experiential learning and measurable business outcomes.

Top Insights

• DDI and two enterprise clients won 2026 Brandon Hall awards, highlighting the growing emphasis on leadership programs connected directly to transformation and business performance.
• Diebold Nixdorf’s DN Ascent earned Gold, combining executive involvement, business simulation and leadership coursework to prepare newly promoted senior managers for organizational change.
• International Motors’ yearlong program earned Silver, using manufacturing simulations and reinforcement to improve leadership behaviors across U.S., Mexican and Canadian operations.
• Reported outcomes emphasize measurable impact, including stronger career interest, engagement, leadership behaviors and productivity rather than relying solely on training completion metrics.
• AI will reshape leadership development, but experiential learning, executive interaction and contextual practice remain important for preparing managers to lead complex transformation.

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