Perspectives on Best Practice in Capability Building GE Case Study[1]

8/11/2019 Perspectives on Best Practice in Capability Building GE Case Study[1]

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This case study is part of a set of materials which sets

out a firm perspective on capability building

Perspectives on capability

building white paper 8 deep dive case studies

This case study has been produced as part of a knowledge effort exploringbest practice in capability building

There are eight case studies in the series, focusing on Bertelsmann, Exxon

Mobil, GE, IBM, P&G, Samsung, Toyota, and Wal-Mart. The case studies

have been synthesized into an overall document Perspectives on

Capability Building

Our objective is to create provocative and interesting insights into a rangeof companies that are truly distinctive in building the capabilities of their

people
http://www.pg.com/http://www.walmart.com/http://images.google.co.uk/imgres?imgurl=www.jayso.com/mall/images/GE-LOGO.gif&imgrefurl=http://www.jayso.com/mall/images/&h=205&w=200&sz=3&tbnid=VLZMer6RwsUJ:&tbnh=99&tbnw=97&start=16&prev=/images%3Fq%3DGE%2Blogo%26hl%3Den%26lr%3D%26ie%3DUTF-8%26sa%3DG


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We have observed the following four principles shared

by the best practice companies

Focus

on one or

two capabilities

and drive these

to distinction

Execute with passion and persistence

Create a capability building culture

Architect a program basedon adult learning principles

Are clear about the business strategy and thecapabilities that are fundamental to deliveringthat strategy

Focus on the one or two capabilities that arecritical to delivering the business strategy

Drive those few capabilities to real distinction

Take a long term view of capability building and execute with passion

and persistence

Create a learning culture: Put people at the center

Leaders live and breathe appropriatebehaviours

Capability building focus is supported

with formal systems and processes

Employees understand and believe in thereason to learn

Architect a skill-building program based on howadults learn best

Use a broad range of techniques

Focus on learning through experience, aided by

coaching and mentoring

Develop both will and skill

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2

4

3

Best practice companies


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GE has delivered consistent, predictable

earnings growth

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0.5

1.0

1.5

2.0

2.5

3.0

Johnson & Johnson

USD

General Electric

USD

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0.6

0.8

1.0

1.2

1.4

1.6

1.8

2.0

EPS91

EPS01

EPS02E

EPS03E

EPS92EPS93

EPS94

EPS95

EPS96

EPS97EPS98

EPS99

EPS00

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

50.0

BP plc

GBp

0.0

0.5

1.0

1.5

2.0

2.5

Microsoft

USD

91 92 93 94 95 96 97 98 99 00 01 03

91 92 93 94 95 96 97 98 99 00 01 03

Sources: I/B/E/S; team analysis

02

91 92 93 94 95 96 97 98 99 00 01 0302

91 92 93 94 95 96 97 98 99 00 01 0302

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Focus

on one or

two capabilities

and drive these

to distinction

GE delivers excellence in execution through formal

training and a rigorous initiative cycle

Execute with passion and persistence

Create a capability building culture

Architect a program based

on adult learning principles

GE focuses on building excellentleaders with a strong focus on effectiveexecution

Although heterogeneous, GEsbusinesses show interesting underlyingsimilaritiessteady growth with lowvolatilityenabling GE leaders tomove and be successful in differentparts of the company

There is extensive senior leadershipsupport for and commitment tocapability building

People evaluation system focuseson performance and values andprovides extensive feedback

Key learning initiatives are quickly

embedded into GEs culture andtheir heroes celebrated

GE uses capability building to create andreinforce the glue that holds the

conglomerate togetherexecutives attendCrotonville at key points in their careers

GE adopts a broad range of capabilitybuilding techniques to build effectiveleadership with a focus on execution:Crotonville, extensive on the job coachingand feedback and action learninginitiatives such as Work Out

GE spends $1bn p.a. oncapability building

CEOs consistently teachcourses at CrotonvilleWelch missed one out of320 due to open heartsurgery

Corporate education centerdedicated during GreatDepression


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GEs businesses are too diverse to define core

capabilities at a corporate level; therefore, GE

builds leaders who can execute

GE is so diverse that there is no single strategy that could beapplied across the firms multiple business units. When you havethe head of our appliances, capital and aircraft manufacturingbusinesses together . . . any discussion of strategy ismeaningless

GE believes conventional

corporate strategy is

largely meaningless

and organizational

capabilities

GE is so large, the impact of any CEO decision on day-to-dayaffairs is negligibleGE focuses on building world classleadership and execution capabilities which will win in any sector

The result is an adaptive

firm with no corebusiness or

capabilities

It acquires and divests firms and key skills and capabilities asnecessary in pursuit of value creation without sentimentalattachment to any particular industry

which aspires to

boundarylessness,

where the idea isking

GE aspires to have no horizontal boundaries (between function,industry, BU or country) and no vertical boundaries (blue vs.white-collar workers), so that all that matters is the quality of theidea, not who thought of it

It therefore keeps thecorporate role

focused on the

portfolio

After the fraud scandal at Kidder Peabody, Welch made theportfolio decision that GE would sell Kidder, and stay out ofinvestment banking. He also made the portfolio decision to enterbroadcasting with the acquisition of NBC


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GE recruits primarily at entry level and builds

capabilities through formal and informal training

Sources: Execution: the Discipline of Getting Things Done; Jack: Straight from the Gut; Australian Financial Review

Select

Recruit

Second tierschool winners

4Es Edge Energy Energiza Execution

Values

Develop

Formal and

informal

training

On the jobexperience

Ongoing

commitment toformal programsfor leadershipdevelopment

Mental and socialcontextreinforcement

The people factory


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Top 25% engineering students with salt

of the earth values

Top performers from 2

nd

tier schoolsSelf-described Winners

Athletes, particularly team captains

Those with armed forces experience

Aggressive, go-getters

Ambitious doer vs. thinker

Candidates who focus on I

accomplished vs. We

* CEO Super Bowl, Fortune Magazine, 1999

Source: Business press articles; Interviews; team research; team analysis

GEs recruiting focuses on high

achievers irrespective of education

. . .

. . . creating executional leaders

who are bruisers, not

elitists*

Powerful blue collar winners

Powerful sense of being

meritocrats

Locker room or barracks:male oriented team culture

Its recruitment processes screen for the doers,

winners, and salt of the earth candidates


10/309Sources: Team analysis; Corporate University Review, Control your Destiny(Tichy/Sherman)

GE focuses heavily on formal training programs,

many of which are offered at Crotonville

Corporate Entry LeadershipConference

Experienced ManagersDevelopment

New Managers Development

Impact Program

Corporate OfficerWorkshops

Executive Development

Business Development

ManagementDevelopment

Participants Focus Delivery

(Potential) Topexecutives resolution of challenging, openissues - 20-30 officers- irregular schedule-open work-out style discussion

Potential Topseniorexecutives

managing the multifunctional firmbusiness and leadership under

global competition

- 4 week programs- strong action orientation- significant, real-life issues

PotentialGeneralManagers

Business and leadership in aglobal competitive environment

- on-site education/discussions- off-site business projects

Senior

executives

management in a multifunctional

company

- tangible end-products/decisions

- strong global outlookSenior middlemanagers

functional expert executive skillsbenchmarking project

- mixed on-/off-site- formal training/discussions- industry experts as faculty- competitor benchmarking visits- mixed functional teams

Experiencedjuniorexecutives

initiating and facilitating change - on-site courses- regional differentiation- mainly peer discussions

Fast-track

juniorexecutives(prmotionwithin 1 yearof hiring)

leadership concepts

creating high-performacne teamsGE business in a regional context

- on-site courses

- regional differentiation- strong focus on open discussion

2000 entry-level juniorexecutives

GEs global strategyvalues of the companymarkets, compatitors

- 3-day on-site; groups of 100- presentations from businesses-evening work-out debate with CEO

4

3

2

1


11/3010Source: Team analysis

On arrival, all GE executives attend the

Corporate Entry Level Leadership Conference

Goals

Orientation ofjunior, entry-levelexecutives

GE globalbusinesses,strategies,competitors

Espousedvalues of thecorporation

Initial networkingwith senior

executives in ownbusiness area

Participants

Entry-level juniorexecutives fromall parts of GEbusiness (approx.2000 p.a.)

Individual groupsof approx. 100participants perconferencesession

Program design

3-day, intense presentation/discussion workshop atCrotonville

Pre-arrival assignment tointerview 4 senior executiveson GE values

Presentation of business andtheir competitive challengesfrom executives of GEbusinesses

Full-day work-out onespoused GE values and

encountered challengesIdentification of critical

issues in break-out groups

Open Pit discussion with

chief officer of corporation

End-products

Comprehensiveorientation withincorporation basedon personalimpression andfirst-hand contacts

Reflection onGEs espoused

values

Demonstrationthat corporateexecutives walk

the talk



GEs Experienced Manager course combines

action learning with cultural immersion in the

global market place

Goals

Team-baseddevelopment ofbusinessrecommendationon real business

issue Appreciation ofculturaldifferences acrossthe globalmarketplace

Reframing of

managementunderstanding in aglobal context

Participants

Approximately 35middle managersfrom various GEbusinesses

Business-centered

teams of 5 parti-cipants, selected bygeneral manager ofbusiness

Assigned businessissues professio-nally relevant to

each team member

Program design

5 day off-site, set inrelevant geographiccontext (e.g., Gotemba,Japan, Asian business)

Mix of lecture-style,

expert presentation, andteam-based problem-solving

Team-building exercisesto consolidatecommunity construction

Formal final

presentation of workresults by team to seniormanagement ofbusiness

End-products

Concreterecommendationand work-plan toresolve businessproblem posed to

team On- the-spotdecision by seniormanagement ofrespectivebusinesses



GEs Business Development Program couples

team-based action learning with cultural

immersion to resolve real business issues

Goals

Developingbusiness andleadership skills ina globalcompetitivecontext

Dealingproductively withdiversity inmanagementteams

Building cohesionamong seniorexecutivemanagement

Participants

Approximately 35potential generalmanagers fromGE worldwide

Explicit focus ondiversity ofbackgrounds(gender, race,business)

Grouping indiverse teams of

approx.5-8 participants

Program design

Intense 4-week team-basedlearning; based on self-directed problem-solving

Mix of plenary presentations

and discussions with team-based cultural immersion

Development of actionrecommendation on high-impact, hot issue for GE

(e.g., global expansion intoIndia)

Parcelling of hot issue intoindividual business topics foreach team (e.g., LEXANmarket in India)

Plenary presentation andintense discussion with CEO

End-products

Strengthening ofleadership meta-community amongparticipantexecutives

Detailed actionrecommendations onteam businessissues

Frequent on-the-spotdecision on how to

proceed on hotissue


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GE uses its initiative cycle to embed new

capabilities on the job and to stretch individuals

Inputs

Appoint top performers

At GE, being chosen totake part in an initiative isthe sign of a high-flyer.Welch, personally, picksthe head of the program,and if the initiativessucceeds, they will bepromoted

Input CEO and Board time The CEC (CorporateExecutive Committee)meets 4 times a year. Itsmembers are tied into theinitiative and support itsrollout within theirbusiness units

Process

Evaluate executives on

success in rolling out

program

All GE executives areevaluated on on a 2x2matrix (performance,values)

Tight project management

All GE initiatives follow thesame rigorous projectmanagement process

Outputs

Continual renewal of

ongoing initiatives

GEs initiatives arereviewed constantly. Asthey succeed inpercolating their ideasthrough the firm, they aregiven new, more-advanced objectives

Development of new

initiatives

GEs initiatives usuallyoriginate from the same

problem coming up again-and-again in work-outsessions (Tichy)

Enthusiastic can do culture

Source: ControlyourDestiny(Tichy)

GEs social architecture is designed to accept the imposition of new ideas. Welch believes it took him five

years to prepare GE for the first initiative Work Out this process cannot be replicated in other companiesbecause their social architecture is not sophisticated enough to be able to accept and welcome the level ofchange needed for a successful initiative
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Initiatives are embedded and slowly take their

place on the values card

Sources: GE web site; team analysis

E-Business

Six Sigma quality

Making customers winners

Key strategic initiatives

Change acceleration process

Process improvement

Productivity/best practices

Work-OutTM/Town meetings

before they put it on the values card

Respecting always the three traditions of GE. Unyieldingintegrity committed to Performance and Thirst for Change

Passion for Our Customers: Measuring our success bythat of our customers always driven by Six Sigmaquality a spirit of innovation

Meritocracy: Creating opportunities for the best peoplefrom around the worldto grow and live their dreams

Growth Driven, Globally Oriented: Growing our people,markets and businesses around the world

Every Person, Every Idea Counts: Respecting theindividual and valuing contributions of each employee

Playing Offence: Using the advantages of size to takerisks and try new things never allowing size to be a

disadvantage Embracing Speed and Excellence: Using the benefits of

a digital age to accelerate our success and build a faster

and smarter GE Living the Hallmarksof GE Leadership:

Passionfor learning and sharing ideasCommitted to delivering resultsin every environmentAbility to energize and inspireglobal, diverse teamsConnected to workplace, customers and communities . .. in touch with the world

GE Values, 2002GE Initiatives*: 19822001

GE changes behavior through initiatives

Time


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15Sources: Interviews, Business Week;Jack: Straight from the Gut; Financial Times; team analysis

We

celebrateheroes

GEs celebration of heroes has little to do with economics, but a lot to dowith the company feel; it forms an influential part of the organizationssocial and mental contexts

Welch, 2002

The annual Boca top 500 executive event is an opportunity for Welch toset the years agenda and toast the companys newest heroes. An

invitation . . . is like winning an Olympic medalBusiness Week, 1995

but you

must

adhere

to our

values

One officer was removed because he wasnt a believer in Work-Out or

idea sharinghe didnt get what boundaryless meant. Another couldnt

build a strong team, while a third officer wouldnt empower the team he had,

and the fourth never got the idea of globalization

Welch, 2002

GE celebrates heroes but within the boundaries

of its values


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GEs formal evaluation mechanism forces

differentiation and ensures real consequences for

performance

Losing As is a sin. Love

em, buy em, kiss em, dont

lose them! We conductpost-mortems on every A weloseWe lose less than 1% of our

As per year

B players should get solid increasesrecognising their contributions everyyear; 60%-70% get options contributionalthough not at every grant

Bottom 10% terminated every year Leaders who cannot identify the

bottom 10% are terminated also GE imposed a ruthlessly Darwinist

ethic not just on one corporation, butby its example, throughout the U.S.economy

HBR The first time new managers name

their weakest players, they do itreadily. The second year, its more

difficult, the third year, its war

Jack Welch

Sources: Interviews; Jack: Straight from the Gut; team analysis

Passion separates

the As from the

Bs

The Bs are the heart

of the companyand are critical to

its success

The C player

cant get

the job

done

____

____ ____

____ ____

____ ____

____ ____

____

____ ____ ____

____ ____

Top 20 The Vital 70 Bottom 10


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Crotonville is used to reward high performers

Note: Crotonville is GEs elite training school. Those selected to go will, thereafter, have their careers specially monitored by GEs HRDepartment, who will make a deliberate attempt to give them as a wide a breadth of experience as possible by placing them in differentbusiness units and countries to ensure they have a global career

Review process

All employees in a team are

ranked against one

another

Current performance isjudged on whether theyre

making the numbers Long-term potential is

driven by intrinsic andadherence to values (the 4Es: Edge, Execution,Energy and the ability toEnergiza)Are they GE

people?High

Middle 70%

Top 20%

MediumLow

Bottom 10%

Long-term potential

Currentpe

rformance

Equity OptionsEquityOptions

Crotonville*

Promote,Equity Option,Crotonville*

Inform, nofurther

promotionpossible

Encourage,

Crotonville*

Out OutOut, unlessmitigating

circumstances


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Individuals are encouraged to balance dreams

with clarity about current realties

Basic targets

facing reality

Stretch targets

reflect their

dreams

Making your numbers means being accountable formeeting basic targets

The corporate center tests and challenges the basictargets by forcing the business to face the reality ofthe business

Basic targets are established top-down, based on prioryear performance and the competitive environment

The emphasis on stretch targets doesnt replacetraditional forecasting and objective setting

The stretch targets are a statement of your aspirationsfor the business and are established bottom-up

You develop your operating plan to meet the stretchgoal, not the basic target

Those who achieve stretch targets are rewarded withsubstantial bonuses or stock options

Missing your stretch targets is not, in general,punished at GE. However, lower level managersoccasionally take a stretch number and call it a

budget, thus making it punishable

Named after Admiral JamesStockdale who survived seven

years in Vietnamese PoW camp

Survival depended on absolutefaith that you will prevail in theend, coupled with the disciplineto confront the brutal facts ofyour current reality

Pure optimists or pessimiststended not to survive

GEs dual targets reflect a

worldview known as the

Stockdale Paradox:

Sources: Jack: Straight from the Gut; In Love and War; interviews; Business Week; team analysis


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GE is passionate and persistent about

capability building

A healthy persistence

GE spends $1bn a yearon education (2003)

Bob Corcoran, GEs chieflearning officer says, We

do not set hard numberson training dollars orhours per employee peryear. It is a fluid functionof our key initiatives.There is no formal cost-benefit measurement onleadership development.

It is such a strong beliefthat question nevercomes up

A billion dollar passion

Jack Welch personallytaught Crotonville

He attended 329 of the330 programs during his

tenure, missing onewhen he had open heartsurgery the same day

Extreme persistence

Source: Internet search; team analysis

GLOBAL MINDSETS & CAPABILITIES TEAM PARTNERS


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GLOBAL MINDSETS & CAPABILITIES TEAM: PARTNERSEU Americas Asia Pacific

FelixBruck(CLE

)

Richard

Elder(DCO)

PoonehBaghai(TOR)

JonathanDavidson(TOR)

MichaelRennie(N

StephenRedwood(NYO)

BruceSimpson(TOR)

WarrenStrickland(DAL)

NancyK

illifer(DCO)

Scott

Keller(CHI)

ZaferAchi

(MON)

MarcelKess

ler(MON)

GassanAl-Kibsi

(DUB)

MatthiasBeck(MUN)

KeithL

eslie(LON)

MaryMe

aney(LON)

Jens MuellerOerlinghausen

(BER)

PeterSlagt(ANT)

RuiDiniz(LIS)

AndreaMignanelli(MIL)

RalphHeck

(DUS)

MichaelJung(MUN)

EmilyLawson(LON)

KathleenMcLa

ughlin(TOR)

Tony

Goland(DCO

)

DavidFine(JOH)

GautamKumra(DEL)

Per Lagerstrom

(JOH)

JudyM

alan(JOH)

GiovanniViani

(MIL)

GonzaloLarra

guibel(SAN)

Cyril

Grislain(RJO)

DavidLevy(SYD)Sam

Nickless(SYD)

Tom

Saar(SYD)

MarkLoch

(JOH)

RameshSrinivasan(MUM)

GLOBAL MINDSETS & CAPABILITIES TEAM CORE TEAM


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GLOBAL MINDSETS & CAPABILITIES TEAM: CORE TEAM

EU Americas Asia Pacific

StephenAshford(AP/CLE)

FrederickCharette(AP/MON)

MalloryCaldwell(AP/HOU)

AaronDe Smet(Spec/NYO)

BrettGrehan(AP/ATL)

JohanneLavoie(Exp/MON)

GerardMcDonald

(TOR)

JeffPentland(EM/TOR)

RodgersPalmer

(Exp/DCO)

Scott C.Rutherford(Exp/TOR)

Ravi

Rao(EM/CLE)

BillSchaninger(AP/NJE)

KristinaWollschlaeger(Exp/NYO)

SheriWeinstein(Spec/CHI)

WilliamWolf

(AP/DCO)

KateBanyard(Spec/LON)

AliceBreeden(ASC/LON)

GiovanniGiuliani(EM/MIL)

LizMohr(LON)

SandraHarbert(Spec/DUS)

MartinNel(EM/PAR)

Renate

Osterchrist(Exp/MUN)

Wolfhart

Pentz(Spec/BER)

Jason

Rabinowitz(Exp/LON)

Mikael

Robertson(AP/STO)

IanSimingto

n(AP/DU

PrashantVaze(EM/B

RU)

OliverTriebel

(Exp/BER)

Julie

Shearn(Exp/LON)

Maria-Eugenia Arias(Exp/SYD)

RufusBlack(AP/SYD)

GauravBhatnagar(AP/JOH)

RebeccaCraske(EM/SYD)

PaddyCoyne

(Exp/SIN)

MattGuthridge

(Exp/LON)

KarenMuller(Exp/SYD)

Rob

Mallick(SYD)

SueODe

a(Exp/SYD)

MarcVanOlst

(Asc/JOH)

NoahMaltz(JOH)

DougDollenberg(EM/DCO)

BorisLeite(EM/RJO)

Ana KarinaDias(Asc/RJO)

MiguelSoto(Exp/C

MontseMora(EM/MAD)


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APPENDIX

GE works hard at retaining one culture


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GE works hard at retaining one culture

Sources: HBR: Jack; HBR: Making the Deal Real: How GE Capital Integrates Acquisitions; interviews; team analysis

GEs one-culture organization . . . . . . is central to all of its processes, e.g., pre-acquisition

Pre-acquisit

ion

Foundatio

n

buildi

ng

Rapidintegr

ation

Assimi-

lation

The first two due diligence processes address cultural fit Begin cultural assessment Identify business/cultural barriers to integration success

If it is deemed that the potential acquisitions culture will notfit with GEs then the deal is dropped, e.g., Culture is the

reason we passed up a couple of high-tech acquisitions inthe late 1990s

Jack Welch

An organization that truly believes in maximising

intellect cant have multiple culturesJack Welch

In our shop, theres only one currency: GE stock

and GE valuesJack Welch

The culture is top down; its communicated

regularly and visibly; its rewarding andpunishing . . . Even at NBC its the same

culture as the restFormer GE employee

GEs cultural integration process


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GEs cultural integration process

Pre-acquisition Foundation building Rapid integration Assimilation

Sources: HBR; team analysis

The integration manager actsas a cultural go-between forGE management and themanagement of the acquiredcompany

A structured 3 day culturalworkout session is held

between GE and the newlyacquired management team Management are

encouraged to talk aboutthe history, folklore andheroes of their company

Cultural differences andsimilarities are discussed

The growing focusbecomes on the future,not the past

Short-term projects that focuson achieving results quickly

and include staff membersfrom both GE and theacquired company serve tobridge gaps between cultures

Feedback is openlyencouraged and allows stafffrom the acquired company tobe heard

Common GE tools, practices,processes and languages aredeveloped

The Corporate EducationCenter and Crotonville are opento new staff and management

High potential leaders inorganizations newly acquiredfrom outside the US are placedon a program called Capital

University Given 612 month

assignments in a GEbusiness or head officefunction in the U.S.

Coached (along with theirfamilies) by consultants aboutdifferences in national culture

BACKUP

Individuals are evaluated using a strong


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?

Individuals are evaluated using a strong

values filter

Performance

Values Second

chance

Superstars

Failures

We agonize

over thesepeople

Jack Welch

Initially. . . (1991)

Performance

Values

Now. . . (2002)

Look around

you, thereare fivelessofficershere thanlast year.One didnt

make theirnumbers,the otherfour didnt

live thevalues

Jack Welch at

Boca, 1991

Values are rigorous evaluated at 6-month reviews by your managerValuesare more real at GE than anywhere else

Management consultant, former GE

GE uses 360 feedback from peers, subordinates, managers, and customersto uncover reality and to find out those that smile up and kick down

Session C reviews cover the top 1,000 people over a 4-week period eachspring

The numbers

no longerprotectyou

GE HR,

2002

Secondchance

Superstars

Failures

Sources: Interviews; HBR; team analysis

Values play out differently in each GE business


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Values play out differently in each GE business

Sources: Interviews

Relative

importance

How it is

interpreted

Edge is personaltoughnesstheability to cope withdifficult, stressfulsituations

Relative

importance

How it is

interpreted

Edge is the ability tomake harddecisions

Edge

Energy

Energize

Execute

GE Capital GE Lighting

Energy is the ability

to work hard,always puttingGE beforeyourself

Energy is the drive and

aspiration to createnew products andfind new processesto improve GE

Energize is the ability todrive a top-performing team to

higher levels and toenergize clients

Energize is the ability tobuild enthusiasm fornew projects andproducts

Execute is the abilityto make the deal

Execute is the abilityto constantlyimproveprocesses

Formal development programs at GE


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27Sources: Interviews; team analysis; GE website

Entry-level and masters degree-level leadership developmentprograms combine rotational assignment and formalclassroom studies

HR Risk management Finance Edison engineering Communications Information management Operations management

Senior professional

ExecDevel

Course

BusinessManagement

Course

Manager DevelopmentCourse

Advanced Manager Course

New Manager Development Course

Leadership Essentials

Senior executive Key contributor to mission

Lead major business/corporate component

Translates single goalsand objectives intospecific programs

Organizing/leadingmanaging teams

Reinforcing cultured/team building

Lead professional Direct projects/provide guidance

Associate professional Contributory team mentor

GE career bands

After the first two years, GE uses a commonset of courses for leadershipdevelopment

Formal development programs at GE

Coordination of othersProfessional

Executive

BACKUP

GE executive development: Team experience


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28Sources: Tichy; Sherman

GE executive development: Team experience

manager courseBACKUP

Content

Setting Off-site relevant to the content issues

(e.g., Gotemba, Japan; Asian strategies) 5 member team from business units; project assignments

prior to arrival working time for teams after each days course curriculum

Program Faculty

GE Head of organizationalplanning

Business School Professor Outward-Bound

Business School Professor Internal facilitation

Internal facilitation

Program Faculty BU executives

TransformationalLeadership

Transformation of GE

Concepts of global strategy Team-building

Concepts of globalmarketing Visioning

Project work Preparation of presentation

Formal presentation Plenary discussion/decision

Presentation of concepts and analysis tools Application of concepts/tools to individual business units Transformation Leadership and changes at GE; CEO

perspective

Lecture on global strategy concepts/analysis tools Outside team-building exercises

Lecture on global marketing concepts/analysis tools Analysis and synthesis of elements of powerful vision Draft and group discussions of visions for team assignments

Development of work-plan for implementing vision Dry run of presentation to GE senior executives

Presentation to senior executives of individual business units Discussion of team recommendations On-the-spot decisions by senior executives on proposals and

next steps

Format/Didactic principles Faculty

Day 1

Day 2

Day 3

Day 4

Day 5


30/30

29

The People Factory

Perspectives on best practice in capability buildingCase study 3 of 8

April 2005

Documents

Perspectives on Best Practice in Capability Building GE Case Study[1]