IMD - EIP Award - OCP Case Study - Final With Watermark

ABS,
ABS, IMD + OCP: Beyond: An ambitious next-level talent development program
IMD +
OCP
“Beyond”
An ambitious next-level
talent development program
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CONTENTS 1 EXECUTIVE SUMMARY 3

2 INTRODUCTION 5
3 THE CHALLENGE 8
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4 THE COMMITMENT 12
5 THE L&D INITIATIVE 15
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6 THE IMPACT 21
7 REFLECTIONS 26
8 THE TEAMS 28
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9 APPENDIX 30
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Word count: 4,103
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EXECUTIVE
SUMMARY
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Beyond:
Developing talent with academic & applied learning to accelerate OCP’s
transformation and shift to its next S-Curve1
applying learning to 44 projects related to foundational academic learning

EXECUTIVE accelerating company-wide
operational improvements, Beyond 70% OCP’s strategic initiatives 30%
SUMMARY surpassed OCP’s expectations.
Its individual, business and
In 2018, OCP – a Moroccan organizational impact (Figure
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phosphate mining and fertilizer 2) was so significant that the
firm – was a decade into an company not only launched a
second cohort but also created a
1 2 3 4
ambitious transformation
program to capture higher value- separate program – Learnin’Pact
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added downstream business (launched in 2022) – to mainstream Academic Learning Action Learning Academic Learning Action Learning
opportunities. To achieve its the Beyond concept to all OCP
growth ambitions, it needed to employees. The focus on talent Business Projects related to 21 of OCP's Strategy execution Projects related to 23 of OCP's
develop new talent and skillsets. development strengthened OCP’s fundamentals exploitation strategic initiatives Customer centricity exploration strategic initiatives
The answer? The Beyond program, human resource department’s link
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a 24-month talent development to the business, resulting in the
journey co-created by Morocco’s evolution from functional role to
Africa Business School (ABS), IMD business partner.
and OCP. Beyond aimed to develop
talent by interweaving theory and
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practice to help OCP transform
and accelerate its shift to the
next S-curve. Figure 1: Beyond program: Interweaving of theory and practice 1
The S-curve shows the evolution of industries as products mature and new ones are adopted.
OCP, ABS & IMD

Beyond’s first cohort of 50 Learning Journey
participants alternated between
off-the-job academic learning
Individual Impact Business Impact Organizational Impact National Impact
and on-the-job action learning
projects. The knowledge and
skills participants acquired in
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40% promoted to
leadership positions
Impact on multiple
transformational initiatives
• Extended approach to all OCP
employees (Learnin’Pact)
Improve attraction of Moroccan
talent abroad:
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the classroom were immediately • Embedded lifelong learning to • 21 Moroccans returned to help
applied to 44 existing strategic High completion rate (96%) • Reduced operating
enable transformation reverse the country’s brain drain
initiatives aimed at improving expenses (16%)
• Foundations of • Developed new recruitment (first cohort)
how OCP exploited its mining and operational excellence • Improved capacity (10%) approach • Over 30 European-based
industrial operations and exploring • Improved stock to port capacity Moroccan candidates admitted
• Ambidextrous thinking • Shifted HR from funtional
new possibilities for growth (21%) and speed (46%) to the second cohort
• Leadership capabilities organization to business partner
(Figure 1). By developing the
(change agents, self awareness) • Solutions to reduce water • Accelerated strategic initiatives • Development of JESA Advisory
next generation of talent and
consumption (25%) and thereby results and OCP Solutions subsidiaries,
• Developed change agent network responsible for the Beyonders’
business coaching and getting
them involved in the group’s
4 Figure 2: Beyond program impact strategic initiatives
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INTRODUCTION
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INTRODUCTION with IMD and ABS. The OCP Learning Institute – the
first African corporate university to be accredited by
EFMD (2016) – provided funding and managed the
OCP, a Moroccan mining and fertilizer company, OCP stakeholders, and ABS co-delivered the program
enjoys exclusive access to 70% of the world’s with IMD, which also served as academic advisor.
phosphate reserves. It is the world’s largest
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producer of phosphate rock, phosphoric acid and
phosphate-based fertilizers, with 2018 revenues of
“Turning an industrial phosphate
$5.9 billion. With some 23,000 employees, it is also mining giant into a customer centric
Morocco’s largest employer, representing around agricultural company requires talent
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5% of the country’s GDP, and as such takes its civic and a shift in mindset to deliver
responsibilities seriously. this transformation.
Seeing opportunities for growth in 2008, the company Dr. Mostafa Terrab,
embarked on a far-reaching transformational Chairman and CEO,
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journey with the goal of evolving from a mining and OCP Group
commodity fertilizer company into a player offering
customized and farmer-centric agricultural solutions “The tight link between the strategic
by 2030. OCP needed to develop its talent by building work with OCP’s top management
their knowledge base and enhancing their capabilities
and the talent program’s emphasis
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to achieve its ambitious goal.
on learning and delivering strategic
Ten years on, Dr. Terrab, OCP Group’s chairman and initiatives fueled a transformation
CEO, wanted to accelerate the company’s shift to that otherwise would not have
customizable fertilizers while developing its higher been possible.
value-added downstream opportunities. To develop
the necessary talent, Dr. Terrab contacted IMD
because he appreciated its flexible, value-driven co-
creation approach that stood in contrast to traditional
Bettina Büchel,
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IMD Professor of Strategy
and Organization
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consulting companies. He therefore asked IMD and
ABS to co-create the talent development program
Beyond, sponsored by Faris Derrij, OCP Group’s
CHRO, and supported by key members from his
Human Capital team: Latefa Zazi, vice president of
talent management and the OCP Learning Institute,
and Taoufik Samsam, head of talent management,
who supported and advised during the co-creation
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About ABS
Co-creation & delivery Partners
ABS was founded by OCP as part of Mohammed VI ABS (UM6P)
Polytechnic University (UM6P) to respond to the most
crucial challenges facing Africa and the world in Program director
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general, by being dedicated to the development of the Program management
continent’s future leaders through training, research Delivery JESA
and innovation. IMD
Advisory/OCP
Advisory Solutions
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UM6P focuses on research and innovation in Africa Program design
and aims to position itself among world-renowned Delivery Weekly business coaching of
universities in its fields. Beyonders
ABS’s holistic approach develops students’ analytical,

cognitive, emotional, managerial and technological
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skills. A responsibility to society to develop culturally
and socially responsible leaders is a cornerstone of its
training. ABS delivers its programs in partnership with
OCP
other international academic partners.
HR solutions &
Secured opportunities for projects
communication
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related to strategic initiatives
About IMD Recruitment partners
Job placement
The International Institute for Management
Development (IMD) is an independent academic
institution with Swiss roots and global reach, founded
75 years ago by business leaders for business leaders.
Since its creation, IMD has been a pioneering force
in developing leaders who transform organizations
o Industrial sites &
functional departments Assessment tools
and contribute to society. Based in Lausanne and
D Beyond
Singapore, IMD has been ranked for more than 15 Daily support & management during providers
consecutive years in the top 5 of the FT’s Executive on-the-job initiatives
Education Global Ranking and #1 in the world for
open enrollment programs for nine consecutive years.
IMD’s custom programs are co-created with selected
companies to help them build new capabilities and
address their most significant business challenges.
Figure 3: Beyond program partners
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3
THE
CHALLENGE
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THE next investment phase prioritized

shifting from fertilizers to farmer
Maintaining our lead by preparing
for the paradigm shift
CHALLENGE solutions and diversification into
P-related byproducts (Figure 4).
2025
Founded in 1920 as a state-owned
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“Making
S-curve it
company, OCP had a deep-rooted to the next 2018
tradition of mining and exporting requires talent.
phosphate, a key nutrient used in And accelerating talent “Hacking
fertilizers. Drawing on more than a development through 2017 Phosphate”
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century of cumulative agricultural
knowledge and expertise, the
Beyond is key to our 2010 2015
company’s transformation strategy execution. UM6P • Phosphate Rock
agenda, driven by the desire to Solutions
Dr. Mostafa Terrab, 2008 JESA OCP
grow, was to accelerate its shift to Launch of JORF LASFAR • Farmer Solutions
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customized fertilizers and develop Chairman and CEO, chemical platform • Diversification
OCP Group 3rd S-curve
a multi-business- and innovation- dans la Chimie de
focus. OCP was committed to 1984 2006 spécialité
playing a vital role in improving 1980 • Sustainable Impact
plant nutrition and soil fertility New • R&D, Learning &
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and developing more sustainable Management Academia
farming practices, with a specific 1965 Phosboucraa
focus on Africa and the global
south. To achieve this, it needed 1920
to expand the knowledge and
skillsets of its talent. Launch of
SAFI chemical
The next S-curve
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Office
Chérifien des
Phosphate
platform
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The next goal was to capture more
of the sector’s downstream value by
increasing its ability to meet global Standard Customized Multi-Business & Innovation
Rock & Acid
fertilizer demand, given population Fertilizers Fertilizers Based Growth
growth. The company’s three-
pronged strategy involved doubling
mining operations, tripling fertilizer
production and reducing costs. Its
Figure 4: OCP’s ambitious 20-year transformation program
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A vital need for new skills “At the start of this

Interviews new decade, we are
OCP’s diversification activities required a different
skillset and mindset among employees and leaders • 50+ leaders across OCP including all facing technological
and highlighted the urgent need to develop OCP’s 14 Executive Committee members mutations, digital
leapfrogging and
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talent pool in both quality and quantity. The
company needed to explore new business models that the rise of artificial
would help it diversify beyond mining and fertilizers intelligence and
into businesses that focused on phosphate-related
machine learning,
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byproducts while exploiting existing operations in Workshops
mining and fertilizer production more efficiently while the expectations
• Innovation
and effectively. of both employees and
• Digital
clients are changing.
OCP’s chairman, Dr. Mostafa Terrab, met with IMD’s • Organizational culture and leadership Diagnostic To cope with this
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president and faculty in October 2018. IMD presented
its approach to co-creating programs and advisory increasingly complex
activities (see Appendix) by combining theory and environment, one must
practice, while remaining focused on real-world continuously build
problems. As a result, Dr. Terrab asked IMD to diagnose Site visits new skills.
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what OCP lacked to execute its strategic vision. • Mining sites
• Largest industrial site Younes Kchia, Dean,
In December 2018, Professors Bettina Büchel and Africa Business School
Tawfik Jelassi and Learning Manager Catherine • Mohammed VI Polytechnic University
Agamis traveled to Morocco for a week-long diagnosis (UM6P)
phase. They visited three sites, conducted individual • Africa Business School (ABS)
interviews with top executives and led three workshops
with a focus on digital innovation and culture
(Figure 5).
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Figure 5: Diagnostic activities, December 2018
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Ongoing initiatives were organized into three “Over a three-year

categories, focusing on (1) building capabilities,
(2) exploitation, and (3) exploration, which helped
period, we worked
to identify the knowledge and skills OCP needed to closely with a cross-
develop to implement the transformation. 1. Strategy section of OCP
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leaders at all levels.
Desired impact Understanding the
IMD recommended an approach alternating
2. Innovation organization and its
5. Leadership stakeholders helped
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academic and experiential learning that would:
& Change 6. Talent
to drive impact that
1. Develop OCP’s ambidexterity to exploit its 3. Digital would normally be
phosphate operations efficiently and explore unachievable in the
emerging opportunities to diversify into
phosphate-related byproducts. short term.
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4. Customer centricity
2. Focus on capacity building in domains such as Bettina Büchel,
innovation, digital capabilities and IMD Professor of Strategy
customer centricity. and Organization
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3. Expand leadership and change capabilities “The Beyond program is
and talent. a key means for testing
OCP’s “social contract”
Although IMD identified six streams on which OCP
should work, it determined that the Leadership
and our lifelong
& Change and Talent streams were critical to the learning program
(Tous apprenants à
success of the other areas (Figure 6). These required
skill development in operational efficiency, problem
solving, project management, building leadership
o vie). Beyond serves
as a bridge between
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capabilities, and better understanding customers
and strategic thinking.
academia (UM6P) and
the professional world
(OCP).
Faris Derrij,
Chief Human Capital
& Services Officer,
OCP Group
Figure 6: Overview of IMD and OCP’s work streams
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THE
COMMITMENT
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THE • Co-create 40% of the academic learning

curriculum (with IMD).
• Building the academic learning curricula and
delivering core modules
COMMITMENT • Accompany the learning (e.g. a learning journal, • Helping to select exploitation and exploration
providing feedback, etc.). strategic initiatives
Although OCP was already working with consultants
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and other academic institutions, IMD’s customized • Coaching the initiative sponsors, business coaches
and real-world approach appealed to Dr. Terrab. IMD “The Beyond program - given its and initiative leaders
was therefore asked to facilitate a series of retreats strong connection to the field - • Participating in the academic commission that gave
with OCP’s extended executive committee to create has disrupted both how custom feedback to Beyond participants on the application
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awareness and alignment as well as to accelerate programs are designed and the of academic learning to OCP’s strategic initiatives.
progress on its transformation.
purpose of these programs, which, in
addition to upskilling employees, has In parallel, IMD committed to advising ABS on:
OCP commitment
become a powerful driver of change • Selecting external faculty
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To step up its transformation-related capabilities, within the company. • Building program design capabilities
OCP had to develop its internal high-potential staff
and recruit external talent. From the outset, the Yasmina Lamtiri, • Choosing the program’s coaches and mentors
chairman had high ambitions to quickly train 400 Director Custom Programs
people, both internal and new hires, and then to at Africa Business School • Sourcing other providers
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scale the talent development program to all OCP • Recruiting staff
employees. He was also concerned about Morocco’s IMD commitment
brain drain, and given OCP’s national prominence,
was determined to help reverse this phenomenon. To co-create Beyond, IMD combined academic and
“From a design point of view, we
experiential learning methods to develop OCP’s talent, wanted to develop an innovative
ABS commitment which would ensure smarter and faster execution of program, in which short periods of
classroom-based learning alternated
ABS, the business school of UM6P, played a key role to
co-create, direct, manage and deliver the program –
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OCP’s strategy. The three partners – ABS, IMD and
OCP – held several iterative design workshops in
Morocco and Lausanne. They discussed Beyond’s
with longer in-the-field application.
The first round of projects focused
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Beyond. It committed to: principles, design and focus, and agreed that the
program’s theoretical content and applied learning on incrementally improving existing
• Organize and source Beyond’s academic content experiences should develop ambidextrous thinking, processes and activities, while the
from partners. improve operational efficiency, and be a catalyst second round sought to explore
for the creation of the next generation of change and steer breakthrough ideas and
• Coordinate the participants’ experience agents. To do so, IMD committed to empowering
(e.g. logistics, housing). participants by:
disruptive innovations.
Tawfik Jelassi,
Professor of Strategy and
Technology Management at IMD
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OCP’s Human Capital Because the design and

talent team’s commitment delivery often occurred almost
simultaneously, the co-creation
process was challenging, fast- November 2018 January 2020 January 2021
In consultation with IMD, the team:
paced and dynamic. The team First IMD & OCP meeting First on-the-job projects Second off-the-job unit
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• Developed an innovative would implement one phase while
recruitment process for internal developing content, identifying
and external talent (from the ongoing company initiatives that
Moroccan diaspora) for Beyond. were a good fit for participants
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and organizing logistics for the
• Co-designed the learning
next phase.
journey and developed the
program’s communication “We aim to stimulate
strategy, including choosing the December 2018 September 2019 March 2021
name “Beyond.”
students to become IMD diagnostic phase Launch cohort 1 with first Second on-the-job projects
life-long learners,
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off-the-job unit
• Coordinated with initiative beyond the curriculum
sponsors to select and define the
strategic initiatives that formed
they go through at
part of the on-the-job learning ABS and to move from
a mechanistic view
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and selected the business
coaches. of the world to being
The commitments from all three comfortable with a February 2019 March 2019 September 2021
partners were mobilized to deliver world where change
Diagnostic report to OCP ABS, IMD & OCP begin Cohort 1 completed
Beyond’s three objectives: and uncertainty are co-creation & design
the norm.
• Embed participants with an
industrial and customer culture
Younes Kchia,
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• Develop skills and provide the Chief of Staff of OCP and
D Commitment & diagnostic Co-creation & delivery
necessary methods and tools Dean of Africa Business School
to build critical thinking and
solve problems
• Create ambidextrous change
agents able to challenge the
status quo and shape the future
of OCP by leading ethically
and responsibly.
Figure 7: OCP engagement and co-creation timeline
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THE L&D
INITIATIVE
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THE L&D Behaviors game-based

assessment
Cognitive online test Internal & External Recruitment of 50 BEYONDERS
INITIATIVE Assesses candidates’ emotions,

thinking style, delivering results,
1 2 Adaptive cognitive ability test that
captures fluid intelligence and
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learning agility
Beyond’s final design resulted in and interpersonal style • 18 from Industrial Operations
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an 18-month journey tightly linked • 3 from JESA
to OCP’s strategic initiatives and • 15 female
its needs for new capabilities, Online personality test Structured interviews • Average age: 29 years
such as customer centricity, and Measures predictive potential and Opportunity for assessors to Internal • Seniority: 5 years
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3 4
digital and collective intelligence. describes how individuals deep-dive further into specific employees
To demonstrate the program’s • Seniority at OCP: 3 years
manage stress, interact with attributes with clearly defined
potential, the partners agreed
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to launch a pilot cohort of 50 others, approach work tasks, and questions and scorecards
solve problems • Young graduates & professionals
participants. They were a carefully • 9 based in France
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selected, highly motivated and
• 4 foreign origin
diverse group that combined recent Group discussion
OCP business case study • 9 female
internal hires (54%) and external External hires
5 6
talent (46%) recruited from Tier 1 Assesses candidates’ Observation of candidates’ • Average age: 26.5 years
schools (Figure 8). problem-solving capabilities, collaborative spirit and openness • Seniority: 2.4 years
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ability to structure their ideas, to others
written communication
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Figure 8: Beyond’s innovative selection process and participants’ profiles
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BEYOND liVe (alternance)

Off-the-job 1 On-the-job 1 l Off-the-job 2 Off-the-job 3 On-the-job 2
Off-the-job academic learning UNIT 1 UNIT 10

Problem design, problem solving, Approx. 12-month Strategic thinking Approx. 6-month project or
Cohort 1 launched in September 2019 with decision making industrial project two 3-month projects
six weeks of academic learning, the so-called
off-the-job phase, that built a foundation
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in complex problem-solving, operational UNIT 7 UNIT 11
research, project management, digital UNIT 2 Field VSM analysis Strategy Execution
transformation and leadership (Figure 9). Leading self
During the first phase, participants
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UNIT 8 UNIT 12
Evaluation & Feedback
Evaluation & Feedback

lived on the UM6P campus. To help them
UNIT 3 Basics in operational research Building customer intimacy
bond, develop their OCP networks and
broaden their perspectives, ABS organized Mastering project management toolbox
extracurricular activities – sports activities, UNIT 9 UNIT 13
theater, off-site trips to industrial sites and
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Real options and strategic Generating profitable revenue
the local community, and fireside chats with
UNIT 4 investment decision making
top executives and thought leaders from a
variety of disciplines. Design thinking
UNIT 14
The second off-the-job learning phase Open mindset
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exposed them to academic learning and
UNIT 5
tools to explore new products, markets and UNIT 15
business models. Digital transformation and digital
operating model Business communication
Since more than half of the program
occurred during 2020, the global pandemic
significantly disrupted Beyond. In response, UNIT 16
the program design team extended the first,
industrial on-the-job project phase from six
UNIT 6
Leading teams
o Agro-Africa learning expedition
(canceled)
months to one year. It also pivoted program
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delivery to remote on-the-job work and
online learning for the second, off-the-job
September 2019 December 2019 February 2021 September 2021
phase, while adjusting the content to the
evolving situation. 30% of the curriculum: Off the job learning 70% of the curriculum: On the job learning
Figure 9: Beyond program overview
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In place of in-person instruction for some of the

modules, the team rolled out Beyond liVe, which
leveraged the digital intermediation capabilities that
allocated project resources. Business coaches helped
participants apply the academic learning, define an
appropriate methodological approach and structure
Initiative •
•
Create a sense of urgency & provide big picture context
Formulate expectations
Sponsor
• Provide resources and support for the initiative
IMD had developed in response to the health crisis. The their deliverables. Initiative leaders had a more hands-
• Be accountable to top management for results
educational content was adapted for synchronous and on role, integrating the teams in the day-to-day
• Make major decisions
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asynchronous delivery and interactive learning for a work or assisting them in making connections from
week-long module. Faculty held regular office hours theory to practice. ABS’s academic director defined
to answer questions and keep participants engaged. the overall structure, ensured the smooth functioning
Even the extracurricular activities went online: keynote of the program as a whole and provided learning
Initiative • Provide guidance on scope, expected activities and deliverables
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speakers, Python for non-technical professionals, outcome evaluations (Figure 10). IMD onboarded
• Be accessible for the teams and meet on a weekly basis
conferences on philosophy and management the sponsors, initiative leaders and business
Leader
and a design-thinking bootcamp, among others. coaches through sessions that explained the change • Reiterate the ultimate goal and priorities
The partners worked together to ensure that the management concept. These sessions also clarified • Understand how the teams’ processes are moving forward and
participants were given the best learning experience everyone’s roles and responsibilities and defined where the teams need assistance
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under the circumstances. The interactions among ABS, the leadership position they needed to take with
the OCP Learning Institute and IMD – particularly respect to the participants. All stakeholders provided
during the strategy work outside the Beyond co- participants with ongoing feedback on the projects,
creation – facilitated a relationship of trust. as well as on individuals’ behavior and team dynamics.
Business •
•
Lead weekly meetings
Structure project and advise on analysis & frameworks
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On-the-job projects
Coach
• Steer working rules (commitment, behavior and norms)
• Flag and escalate specific internal/ team issues
Groups of two or three participants were assigned • Follow learning progress and provide feedback
to 44 projects related to existing strategic initiatives.
Initiative sponsors were high-level executives tasked
with overseeing and steering the various initiatives;
they provided the context, mentored participants and
Academic • Form team with IMD
o Director
•
•
Enforce rules for teams on commitment, behavior and norms
Organize team and individual assessments
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• Evaluate the teams’ work and learning outcomes during commission
Figure 10: Roles and responsibilities of strategic initiative stakeholders
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The initial projects focused on improving OCP’s

operations at its industrial sites and enabled OCP’s Strategic Initiatives
participants to develop a deep understanding of OCP’s
products and production processes. In this first on-the-
job first phase, the teams worked on 21 exploitation- 12 months 21 Exploitation 23 Exploration 6 months
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related initiatives, many of which were part of the (2 initiatives x 6 months) • Industrial Operations, • Industrial Exploration (1 initiative x 12 months)
transformational program called ExplOI. In the second (1 initiative x 12 months) Industrial & Digital • Performance & Operational (2 initiatives x 6 months)
phase, the 23 initiatives focused on exploration. Transformation (e.g. stock to Backbone
One of these tackled the issue of fluorine recovery and Mobilization of port transformation wave) • Sustainability Mobilization of
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developed a market entry strategy for a new domain 50+ Initiative Leaders • Industrial Operations, 20+ Initiative Leaders
• Performance Management
of activity. 30+ Sponsors Ecosystem Development 20+ Sponsors
• Sales
20+ Business Coaches • Industrial Operations, Digital 20+ Business Coaches
• Innovation
Backbone & Fundamentals
(e.g. water consumption • Strategy & Business
Development
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optimization)
• Industrial Operations, • Industrial Development
Sustainability • Human Capital
• Digital Office • Digital
• Performance Management
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• Industrial Development
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Figure 11: On-the-job projects applied learning to 21 exploitation and 23 exploration initiatives
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The first on-the-job projects began Dec Jan Feb March April May - Dec Jan “It was a truly
three months before Covid and the
subsequent worldwide lockdowns
collaborative
were introduced. Participants Kick off Plan Explore Develop and do Reflect experience. Together
were able to begin their work we created excitement
about the future.
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on site but were forced to finish
remotely. Their applied learning B Define problem
journeys (Figure 12) provided • Break problem into component parts Catherine Agamis,
valuable, practical experience that • Understand stakeholders & context IMD Project Lead,
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complemented academic learning, • Collect data Second on-the-job Learning and
while developing leadership skills, evaluation (Jan) Transformation Journeys
• Conduct interviews D Lead sponsor meeting
teamwork, managerial tools A Initiative • Focus analysis • Story line
and the behaviors and attitudes launch • Generate Hypothesis • Get upstream buy-in
needed by OCP’s future leaders. • Scope & • Communicate
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Participants applied frameworks, priorities First off-the-job • Call to action of sponsor
project management techniques • SMART evaluation (Feb)
objectives Second off-the-job
and non-academic insights to • Governance evaluation
First on-the-job
solve OCP’s industrial challenges. • Planning evaluation (July)
Unit 7 F
Combining on- and off-the job and VSM analysis (April)
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experiences led to a set of project- Logistics Create learning pulse
specific recommendations to C Prepare insights Unit 8
• Final presentation to
Analytics Unit 9
improve company performance • Synthetize and drive to insights
Intro to operation
sponsors
and competitiveness: Each • Brainstorm & recommend options • Reflect and Synthesize
research
project team proposed a series • Iterate delivery options learnings
• Study organisational structure • Additional Readings
of recommendations that were • Risk analysis and mitigation plan • Knowledge management
E Launch pilot
immediately implemented,
including visual management
systems and defining new KPIs.
On-the-job Kick-off
o
• Initiative leader onboarding by IMD
• Strategic initiative presentation
• Implement decision
• Knowledge transfer
During the second phase, Beyond

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• Meeting of all stakeholders Evaluation Off-the-job
participants identified a variety
of new market opportunities.
Figure 12: On-the-job learning journey
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THE
IMPACT
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THE mindset and capabilities needed to further contribute

to OCP as future leaders and change agents.
“The Beyonders were a unique
resource. They were young leaders
“Overall, the Beyond program
broadened my ability to analyze
IMPACT The project work was evaluated by ABS, IMD and OCP with an open mindset who became situations. My biggest takeaway
By contributing to OCP’s strategic initiatives,
at the halfway- and end-points using the following change agents. They came to the has been how to structure problem-
main criteria: initiatives fresh from the first phase solving, i.e., how to achieve optimal
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Beyond participants honed their business acumen
and benefited from exposure to both leading-edge of Beyond and eager to learn about solutions without inherent biases.
academic theory and high-level stakeholders. The Criteria Average Range the strategic initiatives. They were I even apply this to my personal
Beyond pilot cohort exceeded OCP’s expectations hungry to learn and eager to apply decision-making.
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in every way. As a result, the company approved a Collaboration 4.0 3.0 to 4.7
second cohort to begin in early 2022.
while remaining humble.
Shivam Goyal,
Problem analysis & Beyond participant
adoption of correct 4.7 3.5 to 5.0 Nourridine Naim,
Rather than rolling out the program to another 400
approach Head of COO Mission and member of the
participants, the company decided to design a novel
Transformation Office Taskforce
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program, initially called “Beyond Mainstream.” It
adopted Beyond’s concepts – off-the-job learning, Communication 4.6 4.0 to 5.0
ambidextrous thinking, on-the-job projects – to target “For me, one of the program’s main
the entire organization and embed them into its success indicators was when, after
The evaluations and rankings were used to determine
culture. Therefore, in January 2021, while delivering
participants’ post-program placement within OCP: The
a couple of months of on-the-job
no
the second half of the original Beyond program, the
20 best-ranked graduates who displayed the required projects, many OCP business leaders
design team scoped out and defined the Learnin’Pact called me and asked if they could
maturity, autonomy and leadership behaviors
program, which would enable all employees to learn
and contribute to OCP’s transformation. It was
were assigned to leadership roles. The others were host Beyonders in their teams. They
promoted to roles that would enable them to acquire had heard positive feedback from
launched in 2022.
the necessary experience and tools to lead teams and
all expanded their roles and responsibilities.
their peers about the Beyonders’
Individual impact performance and the quality of their
Beyond participants spent some 500 hours on
o
OCP’s business leaders were initially skeptical
about hosting Beyonders to work on their initiatives.
delivery. Even today, they call and
say: ‘Don’t forget to involve me in
face-to-face, online and extracurricular learning
D
However, once they heard that Beyond participants
activities; they were assessed throughout the journey. were highly qualified, eager to contribute and had the second cohort; I will be there for
Business coaches provided feedback on both acquired helped to accelerate projects, they attempted to you.’ This really lends credibility to
competencies and individual leadership behaviors persuade the participants to join their teams. the program.
shown throughout the on-the-job projects to deepen
the link between theory and practice. They also Beyond graduates challenged the status quo Taoufik Samsam,
helped participants understand group dynamics, and delivered high-quality work and support Head of Talent Management,
their own strengths and weaknesses, and the required within the functions, which led OCP to step up its OCP Group
transformational efforts.
22
Table 1: Examples of key impact measures on OCP’s exploitation strategic initiatives
Strategic Initiative Name Description Key Impact Measures

Business impact
Stock to port Improve Industrial Operation’s cost & capabilities Increased:
Beyond participants’ involvement helped
transformation wave • Loading capacity 21%
accelerate progress on 44 of OCP’s strategic
• Speed 46%
initiatives, as well as the codification and
re
transfer of how OCP functioned. For example, Fertilizer cost wave (2 teams) Reduce the cost price of fertilizers Decreased expenses a minimum $23.2 million compared to 2019 base
their contribution to the transformational
program for Industrial Operations – or ExplOI PAP cost wave Optimization of Water and water vapor consumption Decreased cost of goods sold 10%
– was critical in cutting operating expenses by Optimization of phosphate and sulfuric acid
ha
16% and increasing production capacity by
some 10%. By applying their newly acquired Sulfuric acid cost wave Identify the root causes of the imbalance of sulfuric Increase in the daily production capacity 3.3%
knowledge and skills to these projects, Beyond acid production and optimize capacities
participants contributed to delivering a wide
range of direct results (Table 1). Benguerir mining cost Consolidate on going cost reduction initiatives and Annualized gain estimated $2.3 million/year
ts
reduction identify new ones
During the second phase, Beyond participants
identified a variety of new market opportunities Khouribga mining cost Reduce mine operational expenses of Khouribga, the Reduced washing and drying plant $19 million
that are currently in the pipeline. reduction (2 teams) largest phosphate mine in the world Focusing on reducing 4 main costs of extraction:
“The Beyond participants were • Gazoil $4.6 million,
no
• Spare parts $12.5 million
essentially internal consultants • Explosive $1.1 million and
– they brought the same • Tires $0.9 million
capabilities to bear on the
initiatives with as good or better
Optimization of energy and Improve energy and water resource management Energy savings: $3.12 million/year
results than I would have gotten water Decreased water cost: $2.4 million
from an external consultant.
Nourridine Esseni,
o
Gantour logistic expenses Increase flexibility of the value chain to better meet Reduced operating expense by $4.5 million for the same
D
rationalization increasing customer demand in terms of volume and annual capacity.
Interim Vice President, quality while optimizing the transport cost Instilled cost culture in the field
Quality Management,
PMQ, Initiative Leader Industrial standardization Understand the impact of industrial standardization The financial results of industrial standardization implementation
and what is the best strategy for OCP confirm the opportunity for OCP to go forward with savings on project
duration (12%), engineering cost (15%) and failure and warranty
costs (23%)
Fluorine valorization Build a Common vision about AHF production Performed market dynamic analysis on three axes : climate, customers
within OCP and competitors.
Devise a go-to-market strategy Financial performance is encouraging and a new structure has
Draft the roadmap for AHF production been created
23
Organizational impact “Beyond gave me the chance to

transform myself into a change
After 18 months, OCP circled back to its original 1 Awareness
ambition and extended the concept of interweaving
agent, as well as develop self-
academic and action learning to the entire confidence. I am now more self- LM self-assessment
aware and embrace ambiguity. I
re
organization to help all employees build capabilities Learn about development opportunities
and contribute to OCP’s transformation. Starting in have become a lifelong learner and
early 2021, ABS, IMD and OCP began co-creating know how to lead and be led with
Learnin’Pact, launched in 2022.
positivity. Most importantly, I am
ha
Learnin’Pact aims to foster lifelong learning by laser-focused on impact.
enabling all OCP employees to acquire new skills 2 Learn
and contribute to the group’s transformation. It Sanae Ouihmane, Off-the-job Get prepared
closes competency gaps to facilitate the move to the Beyond Participant to contribute by learning
next S-curve and fosters a lifelong learning mindset
ts
key concepts and tools and
throughout the company. It favors ambidexterity and
earn XP with micro-learning
openness to change. Learning curricula are based Learnin’Pact
on OCP’s future capability needs – from both a selected from a pathway
knowledge and behavioral perspective. (experience points)
no
Learnin’Pact is also the concrete translation of OCP’s
social pact that enables each employee wishing to Shared knowledge 5 3 Contribute
progress and contribute to the transformation to
do so (Figure 13). Learning is indeed the new norm Serve and empower to On-the-job action learning
within OCP. If employees choose to contribute to a liberate energies Embed your newly acquired
project, they follow learning pathways to become learnings to contribute
more efficient. They are guided by initiative leaders
from other functions/activities rather than their
direct bosses for a given period while still working
o 4
effectively to strategic
initiatives or day-to-day
work activities
D
in their posts.
Be recognized
Deliver successfully and receive feedback from initiative leader or manager. Be
recognized for achievements through XP badges. Access to the Universe of CH
Opportunities and UM6P alumni status. Embed leadership model.
Figure 13: Learnin’Pact - life long learning
24
This required the creation of an in-

house digital platform – O’Talent
– focused on providing a gamified
in their development while
translating the group strategic
priorities into specific initiatives for
“Through Beyond and
Learnin’Pact, we build National Improve attraction of Moroccan talent abroad:
• 21 Moroccans returned to help reverse the country’s brain
drain (first cohort)
learning experience at each their department. capabilities which
• Over 30 European-based Moroccan candidates admitted to
stage of the learning journey. The have brought learning the second cohort
National impact and development to
re
platform gives employees access
• Development of JESA Advisory and OCP Solutions subsidiaries,
to a marketplace of contribution
Beyond contributed to Morocco’s
new heights. responsible for the Beyonders’ business coaching and getting
opportunities, an efficient
brain drain reversal by bringing them involved in the group’s strategic initiatives
application and selection process Latefa Zazi,
21 qualified Moroccans back
ha
for contributors, as well as content VP Talent Management
into the country. It also helped
on the learning management
system. O’Talent also monitors
participants’ contributions, builds
accelerate the development of ABS.
Its innovative pedagogy – the mix
and OCP Learning Institute
Organizational •
•
Extended approach to all OCP employees (Learnin’Pact)
Embedded lifelong learning to enable transformation
of action and academic learning • Developed new recruitment approach
a lifelong learning community
– is currently being applied in a • Shifted HR from functional organization to business partner
ts
and awards experience points
and achievement badges. number of degree, certificate and • Accelerated strategic initiatives and thereby results
The badges open the door doctoral programs. Finally, it gave • Developed change agent network
to further development and ABS the opportunity to experiment
career opportunities. Moreover, with implementing a partnership
approach, interweaving theory
Business Impact on multiple transformational initiatives
no
employees will eventually be able
to qualify for UM6P/ABS externally with on-the-job action learning • Reduced operating expenses (16%)
recognized degrees. and using business coaches. • Improved production capacity (10%)
• Improved stock to port capacity (21%) and speed (46%)
The entire journey required OCP’s
• Solutions to reduce water consumption (25%)
human resources to evolve from
a functional organization to
being business partners advising
on learning. HR now promotes
lifelong learning, connects with the
o Individual 40% promoted to leadership positions
High completion rate (96%)
D • Foundations of operational excellence
ecosystem, manages the pipeline
of contributions to strategic • Ambidextrous thinking
initiatives, identifies developmental • Leadership capabilities (change agents, self-awareness)
opportunities, analyzes
learning needs and sources new
development content from UM6P
or other partners. Managers
encourage and support employees
Figure 14: Overview of Beyond’s impact
25
7
REFLECTIONS
re
ha
ts
no
o
D
26
REFLECTIONS “In more than two

decades of executive
“Orchestrating the
transformation is above
Beyond was an ambitious long- education, I have not all a change of the
term investment in OCP’s talent. seen a learning design mindset and learning
The company accelerated its
with such a wide philosophy of the Group
re
growth agenda by prioritizing its
strategic initiatives; building a impact. It affects not that puts talent at
foundation of academic learning only individuals, but the the center.
that addressed gaps in knowledge, entire organization as
ha
skills and mindset; and then having well as the community. Dr. Mostafa Terrab,
Chairman and CEO,
participants apply their learning on
44 strategic projects. This tight link
This is a realization OCP Group
to OCP’s transformation agenda of IMD’s purpose to
was fundamental to Beyond’s develop leaders who
ts
success and underpinned the transform organizations
decision to launch a second cohort and contribute
and to extend the concept across
the entire organization.
to society.
no
Bettina Büchel,
IMD Professor of Strategy
and Organization
o
D
27
8
THE
TEAMS
re
ha
ts
no
o
D
28
THE IMD ABS OCP
TEAMS
Bettina Büchel Younes Kchia Faris Derrij
re
Program Director, Professor of Dean of Africa Business School OCP Group’s CHRO
Strategy and Organization
ha
Tawfik Jelassi, Benoit Aubert Latefa Zazi
Professor of Strategy and Head of Academic Affairs Vice President of Talent
ts
Technology Management Management and the OCP
Learning Institute
no
Catherine Agamis, Yasmina Lamtiri Taoufik Samsam
Project Lead, Learning and Director Custom Programs Head of Talent Management
Transformation Journeys
o
D
Case prepared by IMD Professor Bettina Büchel and Research Associate Nancy Lane.
29
9
APPENDIX
re
ha
ts
no
o
D
30
APPENDIX
IMD’s Co-creation Approach
Since IMD was founded by the business community Point of High Level
re
and continues to share ties with it, it has a deep
understanding of the individuals and organizations
view on Design Detailed Final
goals and
it works with. When co-creating the journey with objectives “program review
OCP and ABS, IMD took a blank-slate approach and narrative” and go-
2
ha
designed Beyond based on the client’s priorities and ahead
the strategic and organizational context in which the
Proposed
learning would take place. The final program design
approach (format, Detailed
came together through a creative, iterative process. Major content learning
In consequence, the design of the program evolved Needs recommendations methodologies)
learning
ts
during a structured engagement and development Analysis for high level journey
Design
process with the L&D partner. design philosophy
and agreed
Insights design Detailed design
1 Insights
from sector/ from any principles 3 of components
no
industry previous and red thread
analysis programs throughout the
Agreement
for the journey and all
and business
target
on impact Development - components
executive measurements
and L&D population
with timings
Detailed
leader Design
o interviews
D
31
re
ha
ts
no
o
D
32

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ABS,

ABS, IMD + OCP: Beyond: An ambitious next-level talent development program

CONTENTS 1 EXECUTIVE SUMMARY 3

applying learning to 44 projects related to foundational academic learning

OCP, ABS & IMD

ABS’s holistic approach develops students’ analytical,

Figure 3: Beyond program partners

THE next investment phase prioritized

Figure 4: OCP’s ambitious 20-year transformation program

A vital need for new skills “At the start of this

Ongoing initiatives were organized into three “Over a three-year

THE • Co-create 40% of the academic learning

OCP’s Human Capital Because the design and

THE L&D Behaviors game-based

INITIATIVE Assesses candidates’ emotions,

BEYOND liVe (alternance)

Off-the-job academic learning UNIT 1 UNIT 10

Evaluation & Feedback

Evaluation & Feedback

Figure 9: Beyond program overview

In place of in-person instruction for some of the

Figure 10: Roles and responsibilities of strategic initiative stakeholders

The initial projects focused on improving OCP’s

During the second phase, Beyond

Figure 12: On-the-job learning journey

THE mindset and capabilities needed to further contribute

Table 1: Examples of key impact measures on OCP’s exploitation strategic initiatives

Strategic Initiative Name Description Key Impact Measures

Organizational impact “Beyond gave me the chance to

Figure 13: Learnin’Pact - life long learning

This required the creation of an in-

Figure 14: Overview of Beyond’s impact

REFLECTIONS “In more than two

THE IMD ABS OCP

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A vital need for new skills “At the start of this

Ongoing initiatives were organized into three “Over a three-year

Organizational impact “Beyond gave me the chance to

REFLECTIONS “In more than two