All Case Studies
Enterprise Technology
13 months

SAP

94 NPS across 167 participants: how we built a learning program SAP asked us to repeat

Leadership TrainingTeam WorkshopsProgram Design
Michael Hauge delivering a Learning Day session at SAP's Shanghai office
94
Net Promoter Score
167
Leaders Trained
100%
Content Relevance
98%
Actionable Skills

The Challenge

SAP's Greater China offices wanted to invest in their people, but internal training programs were struggling to land. Attendance was fine. Engagement was not. Participants showed up, sat through slides, and left without changing how they worked.

Leadership across five offices (Shanghai, Beijing, Dalian, Chengdu, and Xi'An) needed a program that felt genuinely worth their teams' time. Not another checkbox exercise. Something that would improve real skills, strengthen working relationships, and signal to employees that SAP was serious about their professional growth.

The key challenges included:

  • Generic corporate training had eroded trust in L&D programs
  • Teams across five cities needed a consistent experience despite different contexts
  • Sessions had to deliver immediate, practical value, not theory
  • SAP wanted measurable proof that the investment was working

The Approach

We designed and delivered 12 Learning Days over 13 months, each one tailored to the specific office and audience while maintaining consistent quality across all locations.

Discovery & Design

Before the first session, we spent time with SAP leadership at each site to understand their teams, their challenges, and what "useful" actually meant in their context. This wasn't a template we rolled out. It was a program we built around their people.

Delivery Across Five Cities

Each Learning Day combined facilitator-led instruction with hands-on practice and open Q&A. Sessions were capped to keep them interactive. We prioritized practical application over theory. Participants worked on challenges from their actual roles, not hypothetical scenarios.

Iterative Improvement

After every session, we held retrospective calls with SAP leadership to review what worked and what to adjust. This feedback loop meant the program got sharper with every delivery. By session 12, we had refined the format based on real data from hundreds of participants.

Key Success Factors:

  • Principal-led delivery: the same trainer who designed the program delivered every session
  • Content tailored to each office's context, not one-size-fits-all
  • Open Q&A format that participants consistently rated as the most valuable element
  • Full retrospective process with SAP leadership after every session
Michael delivering a presentation to SAP employees during a Learning Day session

Results

94
Net Promoter Score
Trainer NPS with zero detractors across all sessions
167
Leaders Trained
Across 12 sessions in 5 SAP offices
100%
Content Relevance
Agreed training was relevant to their work
98%
Actionable Skills
Learned skills they could apply immediately
SAP Learning Day participants and trainer giving thumbs up after a session in Shanghai

WHAT PARTICIPANTS SAID

Verbatim feedback from SAP Learning Day participants

It was the best training I've been to. [Michael] was really professional and engaging at the same time.
Product Manager, SAP

Most engaging training I've ever attended.

Site Leader, SAP

Best training in my time at SAP.

Engineering Manager, SAP

Useful and practical. Hope they come back next year.

SAP Learning Day Participant

Open Q&A was the best part. [Michael] made sure everything was clear and easy to use in our daily works.

SAP Learning Day Participant

Ready for similar results?

We now bring this same principal-led approach to AI advisory, training, and transformation programs across Southeast Asia.