1. Summarize the case using your own words.
2. Do you think the leadership in Action contributes to Dow Chemicals business strategy and goals? Explain.
3. What are the factors/variables and outcomes that you will measure to evaluate the effectiveness of the Leadership in Action program?
4. Compare the Leadership in Action training program to the traditional methods of training delivery like masters programs or more job responsibility. Explain by identifying the benefits and drawbacks of the Leadership in Action program.

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Please answer all of the above in your words in details.

Dow Chemical's mission is "To passionately create Dow developed a new leadership development innovation for our stakeholders at the intersection of program, Leadership in Action, with its first loca- chemistry, biology, and physics." It intends to do so tion in Accra, Ghana, where the company had re- by maximizing long-term value per share by being cently opened its first office. The program is part of the most valuable and respected science company in Dow's approach to meeting the world's basic needs the world. Its strategy is to invest in a market-driven by matching its employees with organizations that portfolio of advantaged and technology-enabled need support for sustainable development projects, businesses that create value for our shareholders and especially in business growth areas for Dow. Accra, customers. the western African country's capital, was chosen As Dow Chemical expands its global presence, because it provided a way to get potential leaders it needs employees who have the ability to network to understand a new business territory, develop a and develop relationships with local commercial new market, and establish relationships in the lo- and government leaders. To develop global leaders, cal community. Thirty-six high-potential employees Dow had been sending high-potential employees were organized into seven teams. Each team was as- to a week of leadership development classes at its signed to work with a nongovernment organization Midland, Michigan, headquarters. After completing to help with a project that the community needed. the classes, employees spent the next week in one Projects included determining where to grow plants of Dow's international location such as Shanghai, that could provide medicine for malaria and work- China: Sao Paulo, Brazil; or Dubai, United Arab ing with a trade school to develop education sci- Emirates. These locations had Dow regional head- ence, technology, engineering, and math curriculum. quarters with work environments similar to what Program participants spend five months virtually employees experience at corporate headquarters. planning and collaborating from their home offices. Dow's global manager for leadership develop- This helped them develop their consulting skills and ment and its vice president for human resources both adapt to the unexpected such as the sudden loss of recognized that the program had a major weakness. electricity or telephone service. After working vir- The program was missing a hands-on experience tually for five months, the group traveled to Africa that taught participants how to understand culture to examine their finished projects. Participants in context. Exposing participants to problems within the second class worked in Addis Ababa, Ethiopia. different cultural contexts helps get learners to self- where Dow was considering opening an office. One reflect and consider how they deal with uncertainty of the teams worked with a team of IBM employ- and change. It would also help develop leaders that ees to develop marketing to promote hygiene and understood what needed to be done to do business in sanitation practices. These participants gained valu- new cultures. Dow wanted to change the program to able skills in collaborating with both humanitarian create a learning experience that developed leader-groups and corporate partners. The teams working ship skills, as well as developed humility and integ. in Ghana and Ethiopia both had to learn how to rity needed for doing business in new markets. solve problems in a culture and community that was extremely different from the one they were accus- tomed to experiencing. They had to focus on under- standing social structures and values of the people in the communities to create meaningful, accepted, and useful solutions. Both groups also represented Dow Chemical in news interviews, which enhanced their media relations skills and understanding of how to best represent the company, Surveys completed after the program was com- pleted showed that participants feel they have a new view of the world. Almost all participants wanted to continue to be involved in some way working on Dow's growth in Africa