In the past, leadership development was owned by the HR function and business development by the strategy function. The budgets were always separate, and so were the objectives. All too often it was the case that these two different streams failed to connect, and – at worst – they conflicted. What we are seeing more and more often today is that leadership and business development objectives are aligned and their programmes fully integrated. The integrated model has multiple benefits within the organisation. When key performance indicators are tangible and measurable, HR finds it easier to justify the investment in leadership. In many cases, human resource development has been turned from a “soft” topic into a “hard” topic which attracts more attention and devotion. Moreover, organisations have learned to better address culture and people issues when developing their business organically or by taking over companies, merging, and divesting. What this requires from the executive education institutions is profound customisation and commitment to very hands-on action learning.