3

Revenue ambition - AWS GFS EuropeRegions - Americas, EMEA, APAC

2×2hr

Virtual sessions per region via Zoom

3 months

Embedded in a broader leadership journey

Global

Cross-functional cohort, Senior Managers to Senior Directors

The Challenge

Strong leaders. Deep expertise. Narrow lens.

ResMed’s Strategic Leadership Programme was designed for a specific and common leadership challenge: senior leaders who are genuinely excellent within their function or market, but whose frame of reference hasn’t yet expanded to match their seniority.

The cohort - Senior Managers to Senior Directors from across a global, cross-functional organisation - had deep expertise and strong track records. What they needed was something harder to develop than capability: the ability to think and decide like enterprise leaders. To see across functions. To navigate trade-offs between competing priorities. To make aligned decisions at speed in conditions of genuine complexity.

The programme needed to do more than build awareness of these capabilities. It needed to create the conditions for participants to experience them - to feel the difference between functional thinking and enterprise thinking in a situation where the stakes were real enough to matter.

What EP Did

Everest - embedded in a three- month journey.

Explore Performance was brought in to design and deliver the Everest: For Those Who Dare simulation as a cornerstone module within ResMed’s broader Strategic Leadership Programme - a three-month journey for leaders of leaders across the global organisation.

The programme was delivered virtually, via Zoom, across three separate regional cohorts - Americas, EMEA, and APAC - each receiving two 2-hour sessions calibrated to their specific context while maintaining a consistent global standard of content and facilitation.

The Everest simulation was chosen precisely because it is the most honest possible context for the capabilities ResMed needed to develop. At 8,000 metres, functional expertise is a baseline assumption. What determines success or failure is systems thinking, cross-functional decision- making, stakeholder alignment, and the willingness to lead rather than just execute.

Theme 01

Explore vs Exploit - The Explorer’s Mindset

Building the innovation culture and the psychological safety to experiment, learn from failure, and lead change rather than manage it.

Theme 02

Systems Thinking

Moving beyond functional silos to see how decisions in one part of the organisation create consequences in another - and how to navigate that complexity with judgment rather than process.

Theme 03

Leading Cross-functional Teams in VUCA Conditions

The specific capabilities required when you’re leading people who don’t report to you, across time zones and functions, in conditions where the pace of change outstrips the playbook.

Theme 04

Stakeholder Alignment and Decision- making

How to build alignment across competing priorities and make decisions at the speed the business requires - without sacrificing either quality or trust.

Each session was contextualised to align with ResMed’s own leadership competencies and enterprise language - ensuring that the expedition experience connected directly to the frameworks and expectations that already existed in the organisation, rather than sitting alongside them as a separate programme.

The Shifts EP Was Designed to Create

From functional excellence to enterprise leadership.

From

Deep functional and market expertise, limited global exposure

Enterprise perspective - seeing across the whole system, not just your
part of it

From

Execution mindset - doing the work, managing the deliverable

Leadership mindset - setting direction, building alignment, mobilising others

From

Functional lens on decisions and trade-offs

One-company decision-making - weighing the enterprise impact, not just the functional outcome

From

Leading within clear lines of authority

Cross-functional influence - leading people who don’t report to you across regions and functions

How We Delivered It

Global reach. Local relevance. No compromise on quality.

Delivering a cohesive programme across three global regions virtually, while maintaining consistent facilitation quality and contextual relevance, is a genuine design and operational challenge. EP structured the delivery as follows:

Americas

2 × 2-hour virtual sessions via Zoom. Contextualised to AMR market and leadership language.

EMEA

2 × 2-hour virtual sessions via Zoom. Contextualised to EMEA market and leadership language.

APAC

2 × 2-hour virtual sessions via Zoom. Contextualised to APAC market and leadership language.

Each regional cohort received the same core Everest simulation and learning framework, with the debrief and application work calibrated to the specific context, challenges, and enterprise language relevant to that region. The result: a genuinely global programme that didn’t feel generic to any of the three groups that went through it.

Why This Matters

The hardest leadership transition is the one nobody talks about.

The move from functional expert to enterprise leader is the most critical - and least supported - transition in most organisations. Leaders are promoted for deep expertise, then asked to operate in ways that their expertise doesn’t prepare them for: navigating ambiguity, influencing without authority, making decisions that affect parts of the business they’ve never worked in.

Most leadership programmes address this with frameworks and models. EP addresses it with Everest. Because at 8,000 metres, you can’t rely on functional expertise, you can’t manage your way through it, and you can’t afford to wait for perfect information.

The mountain creates the conditions for enterprise thinking far more honestly than any classroom exercise - and the learning that arrives through that experience is the kind that changes how people lead.