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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%3DG8/11/2019 Perspectives on Best Practice in Capability Building GE Case Study[1]
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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
1
2
4
3
Best practice companies
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GE has delivered consistent, predictable
earnings growth
0.0
0.5
1.0
1.5
2.0
2.5
3.0
Johnson & Johnson
USD
General Electric
USD
0.0
0.2
0.4
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
02
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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
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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
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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
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12/3011Source: Team analysis
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
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13/3012Source: Team analysis
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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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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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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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
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The People Factory
Perspectives on best practice in capability buildingCase study 3 of 8
April 2005
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