Global Lighthouse Network 2026

Global ecosystem partnerships: building transformation communities of practice Lighthouses maintain open channels for knowledge transfer and information sharing across their networks so that solutions can scale up rapidly across transformation communities. Initiatives such as reward platforms incentivize cross-functional collaboration, while direct application programming interfaces (APIs) accelerate the sharing and adaptation of solutions. Consequently, individual solutions scale up easily: Lighthouses typically report up to five partners supporting their transformation efforts, with 63% drawn from existing Lighthouse sites, demonstrating how shared learning fuels continuous, network-wide improvement.54 Lighthouses rarely develop solutions in isolation, understanding that the best solutions often require collaboration across a variety of ecosystem partners. Facing intense local competition for talent and customers, Mettler Toledo in Changzhou, China, shifted its business model to prioritize customer value and cost leadership for a competitive edge. This required the agility to enter new segments quickly while exiting old ones. This inspired the site to leverage its community – including internal talent, network sites, academic partners and other ecosystem collaborators – to scale up the transformation to six additional sites worldwide (Figure 32).55 The success of Lighthouses lies in their ability to foster a culture of collaboration and continuous learning. By leveraging their networks and communities, they can rapidly adapt and deploy innovations. As they continue to refine their strategies and share best practices, Lighthouses illuminate the path for others seeking to achieve transformative scale. Illustrating Mettler Toledo’s transformation community FIGURE 32 ytrap dr3 provider etiS bal D&R dezilaicepS technical university Other ecosystem partners — Partners with scrum pr ofessional services firms to implement scaled agile framework (SAFe) — Conducts engagement surveys and salary benchmarks to maintain market competitiveness — Subscribes to industry benchmarking and knowledge exchange — Deployed high-quality welding equipment and automation solutions for pr ocess optimization, with after -sales training servicesnoitazilaiceps hcet htiw noigeR esuohthgiL (Changzhou, China) ytrap dr3 providerytisrevinU sEMS lacoL Local talent enablers — 5-year talent gr owth plan aligned with digital capabilities needed for R&D transformation, end-to-end r eliability and cost CoE — 80% of new r oles filled by upskilling in-house talent; thousands of CI pr ojects pr oposed annually , with ~85% completion rate — Executed 30 digital pr ojects, with 50% of employees actively participating in transformation ef forts — Developed pr ogrammes with functional experts and exter nal consultants to enhance general, professional and leadership digital fluencyLocal academic partners — Engages local university professors to conduct onsite classes through "100 Digital Talents" initiative — ETH Zurich collaboration on intelligent cor ner load adjustment algorithms — Hohai University partnership for system integration, data model development and algorithm optimization, with training on data verification and parameter adjustments Talent community enablers — Regular updates acr oss network on pr ogress and contribution to a shar ed toolbox of solution case studies — Encourages inter nal mobility and r otations at other sites for employee exposur e and gr owth — Offers targeted sessions to develop futur e leaders nominated acr oss the organizationreilppuS reilppuS edarT universityetiS buh gnirutcafunam sEMS METTLER TOLEDO 's transformation community Notes: CI = continuous improvement, CoE = centre of excellence. Source: Global Lighthouse Network. Global Lighthouse Network: Rewiring Operations for Resilience and Impact at Scale 48