Editor’s Note: The following article was edited by Nina Mazar and is based on a guest lecture by BU alumnus Chris Trout, Founder & Principal of Donlon Consulting, followed by a post-lecture interview with her and her colleague, Evan Apfelbaum.
As the fall semester kicked off at Boston University, Questrom School of Business buzzed with anticipation. The full-time MBA program’s launch featured a class on Ethical Leadership, co-taught by Professors Evan Apfelbaum (Management & Organizations) and Nina Mazar (Marketing). Their guest speaker? A man who embodies the very essence of organizational transformation.
Chris Trout, a BU alumnus and former VP of Learning and Development at The Walt Disney Co., captivated students and faculty alike with his insights. His journey from curious BU student to Disney executive to entrepreneur isn’t just a story of personal growth. It’s a beacon for those navigating the ever-shifting landscapes of modern business.
The BU Crucible: Where Passion Meets Purpose
As Trout recounted his time at BU, his enthusiasm was palpable. He spoke of an Organization Development (OD) program that no longer exists—a program that would likely find its home in Questrom today. In Trout’s view, BU was more than a stepping stone; it was the crucible where his passion for addressing organizational challenges was forged. He described his university experience as a unique blend of intellectual rigor and creative freedom, an environment that nurtured his curiosity and set the stage for a career spanning over three decades.
From Culinary Arts to Corporate Transformation
Before finding his calling in OD, Trout explored paths as diverse as culinary arts and graphic design. He shared that he was always drawn to fields where innovation could lead to tangible change. This drive to innovate eventually led him to OD, where he found the perfect intersection of creativity and strategic problem-solving.
The House of Mouse: A Laboratory for Organizational Innovation
Trout’s 30-year tenure at Disney reads like a case study in adaptive leadership. From implementing computerized scheduling systems in the early ’90s to navigating economic recessions and cultural shifts, Trout approached each challenge with a mix of data-driven analysis and human-centered design.
One of his most ambitious projects involved creating a ground-breaking educational program that mirrored product development cycles. As Trout described it, they weren’t just developing training modules; they were crafting experiences that could transform careers and lives. His approach involved overcoming operational hurdles, navigating political landscapes, and ensuring brand alignment—all while maintaining a laser focus on creating a measurable impact and building a new ROI model for how talent programs are measured.
Big Challenges: Resilience in Action
Two memorable challenges stand out for Trout. The first involved senior executives during a major acquisition, designing an experience that transformed the fear and uncertainty typical of mergers into energy for cultural and business connection. Using a human-centered approach flipped the script. The second challenge came during the COVID-19 pandemic, with the need to reduce costs for the education program without sacrificing participation or brand reputation. Strategic changes and communication enabled the program’s positive impact to grow and maintained Disney’s brand integrity while adapting to new realities.
Breaking Barriers: The Power of Data-Driven Decisions
Similar to generating top-line growth, Trout emphasized removing all the barriers that can inhibit participation in development programs. This includes requirements for employees to remain with the company for a set period of time after participating. Conventional wisdom suggested this would increase turnover, but the data told a different story. Removing barriers is very important for front-line hourly employees, many of whom are women and persons of color. By removing this and other barriers, participation soared, and engagement increased, all of which enabled powerful outcome metrics related to career mobility and promotion.
The Future of Leadership: Balancing Humanity and Metrics
Reflecting on the future of leadership, Trout argued for a more intentional balance. In his view, tomorrow’s leaders must be as adept with emotional intelligence and compassion as they are with traditional business metrics. He pointed to the rapid evolution of workplace technologies and generational shifts as key challenges that leaders must navigate.
Donlon Consulting: The Next Chapter
Now at the helm of his own consulting firm, Donlon Consulting, Trout is embarking on a new adventure. He founded Donlon with a simple premise: that companies can achieve financial success while making a positive societal impact. His work now focuses on integrating cutting-edge solutions with time-tested methods, always with an eye toward fostering growth in both people and organizations.
As the conversation ended, Trout’s enthusiasm was palpable. He described his entrepreneurial journey as exhilarating, expressing his eagerness to find partners who share his vision of innovation, inclusivity, and meaningful change.
For Questrom students and alumni alike, Trout’s journey serves as a powerful reminder of the impact one can have when passion, purpose, and business acumen align. It’s a testament to the enduring value of a BU education and the boundless possibilities that await those willing to challenge the status quo.
For those interested in connecting with Chris Trout or learning more about his work, feel free to reach out to him at chris@donloninsights.com.
