LDC seemed to follow a planning process that had worked well for its mid-level managerial programs. Are there differences between senior executives and midlevel managers that might explain why the plan did not work our as anticipated? Could these differences have been anticipated? Should they have been?

I assume that there is still a distinction between senior executives and intermediate managers, in particular in terms of their positions in the business. Given that the curriculum was originally intended to prepare middle-level managers, the program's personnel should have taken account of the disparities among senior executives and middle-level managers. Of course intermediate managers want to improve the leadership qualities necessary to move the company's power up.

Nonetheless, they are still at the top for senior managers. These differences could actually be anticipated by acknowledging the role difference between middle-level managers and senior managers. The organisation will concentrate on making the system more mid-level executives centred rather than focusing on senior managers. What the foundation of the programme, for middle managers, seems to be more important.