Kaizen’s Hi-Po program developed 14 high-potential leaders to think strategically and lead across markets, functions and cultures.
Kaizen’s Hi-Po program developed 14 high-potential leaders to think strategically and lead across markets, functions and cultures.
Indrusty
Online Gaming & Sports Betting
Year Founded
2012
Headquaters
Athens, Greece
Employess
1,600+
Results
The Numbers That Matter
Hi-Po’s Developed
14
Labs
6 over 9 months
NPS
80
Leadership capability growth
23%
Facilitator Score
4.88/5
Learning Experience
4.67/5
Challenge
- Execution vs strategy — High performers had to balance delivery with thinking at a broader, more strategic level.
- Interconnected roles — Leading increasingly meant working across functions, cultures and competing priorities.
- Influence beyond authority — Greater responsibility required influencing people outside their formal reporting lines.
- Fit the ecosystem — Kaizen already had strong leadership development; Rise 3 had to fill a different space, not duplicate it.
Solution
- Discovery first — Interviews on Kaizen's culture, existing pathways and the leadership tensions showing up in the work.
- Six Labs — Strategic Direction, Cross-Cultural Collaboration, Stakeholder Relations, High Performance, Resilience, and Innovation & Experimentation.
- Built into the ecosystem — Integration sessions, application missions and Kaizen's internal initiatives connected every Lab to real work.
- Strategic projects — Participants propose and vote on business improvement ideas, with senior leaders helping select the three or four teams will deliver.
Outcome
- Sharper priorities — Participants described shifting roadmap priorities towards higher-value opportunities.
- Cross-market coordination — Better alignment of stakeholders across markets and between teams where ownership was unclear.
- Friction resolved — High-friction, cross-functional disputes worked through using the programme's tools.
- Renewed — A new annual cohort is underway for 2026/27.
