The Client: Schneider Electric

Schneider Electric is widely recognized as a global leader in energy management and industrial automation. The company’s next frontier—defined by sustainability, innovation, and digital transformation—depended on unlocking the full potential of its people.

For some time, Schneider has actively identified and nurtured its top experts, empowering them to influence business outcomes directly. Yet, many experts found themselves working in silos, with limited visibility, unclear career paths, and innovations that rarely reached the boardroom. To address this, the Electrifier program was launched. In 2023, it underwent a major transformation to strengthen ties between experts and leadership, as well as to break down organizational silos.

As part of this initiative, Schneider tapped MIT Sloan Executive Education to create Electrifiers for Impact—a nine-month learning accelerator designed to supercharge technical expertise and leadership, while fostering collaboration across the company.

A bespoke experience from a world-class institution

Steve Eppinger, General Motors Leaders for Global Operations Professor of Management, Professor of Management Science and Innovation at MIT Sloan School of Management and the academic director of the Electrifiers for Impact, reflected: "MIT is uniquely positioned to help clients like Schneider. We are able to seamlessly blend business and engineering. This is because we take the time to understand both the strategic and technical dimensions of their business, which allows us to bring in the right faculty and topics to create meaningful change."

“When we looked at the proposals, MIT was clearly the best prepared for innovation,” added Olivier Bouffet, the expert community leader at Schneider Electric. “When you speak to our Electrifiers about MIT, their eyes light up! The brand, the experience, the quality of learning — it all matters.” 

Electrifiers for Impact launched in late 2023, with a blend of digital and on-site learning. This included four and a half days on the MIT campus, an investment in immersive education. Tina Mylon, SVP Talent Inclusion and Culture, explained: “Being on MIT’s campus synergized the learning and multiplied the inspiration. We had to justify the ROI—and it was absolutely worth it.”

"What I like is having participants exposed to startups, engaging with different kinds of conversations, and tapping into the MIT innovation ecosystem,” added Anja Thiemann, VP Global Leadership Academy. “This exposure opens up their thinking in ways that just can't be replicated in a digital environment."

Good and commercially viable ideas

Participants formed cross-functional teams to tackle real business challenges, applying their new skills with guidance from MIT faculty. The end goal was to connect innovation to business outcomes. Of the seven projects launched in the first cohort, three earned executive funding and moved into execution.

One participant describes the experience as a personal breakthrough. A senior cybersecurity architect based in the United States, he has filed 14 patents in his career, and he finally saw one go to market. “I came into the program with frustration that we can innovate, coming up with patents every year, and, effectively, they die on the vine. The Electrifiers for Impact opened my eyes to how you do this in business. It's one thing to have a good idea; it's another to demonstrate it can produce return on investment.” 

Beyond project outcomes, participants reported stronger networks, greater confidence, and a shift in mindset—from technical contributors to strategic leaders. By the end of the program, silos were broken; experts from different geographies and domains began collaborating in ways never seen before. A senior procurement manager in China highlighted that “I was honoured to meet many senior experts from different areas. Being physically surrounded by a group of passionate individuals in technology, digital, our products, and our services was incredibly energizing.”

Throughout Electrifiers for Impact, executive sponsorship played an important role—with senior leaders joining kick-off calls and providing inspiration. Their engagement reflected how seriously Schneider took this initiative.

Strengthening soft skills, ambitions, and ultimately, retention

A participant who is an electrical engineer in Grenoble, France, has been with the company since 2004 and has dedicated his career to innovation. For him, the collaboration between Electrifiers and MIT delivered the most value in developing soft skills and better communicating his ideas. He explained how the recognition motivated him: “It’s a big change at Schneider. A real booster to help convince people to stay in the expertise career and have a real impact on our strategy.” Many participants felt similar surges in career momentum, with some pursuing higher expertise certification. “Now I understand that I matter to Schneider,” another participant shared. “They’re investing in me because they believe in me.”

From top minds to top voices

As Schneider continues to build a growth culture of innovation and sustainability, lifting its technical leaders is essential. “We’re not just running training programs; we’re codifying skills, mapping future needs, and preparing for the long term,” said Mylon, SVP Talent Inclusion and Culture.

With Electrifiers for Impact, Schneider Electric and MIT Sloan Executive Education have developed a model designed to help technical organizations cultivate their top talent and unleash the full potential of their technical leaders in driving business transformations.