GE established one of the first corporate universities, the Crotonville Management Development Center, in 1956 to train managers as it decentralized into over 100 divisions. In the 1980s, CEO Jack Welch made leadership development a priority, sending top performers to Crotonville. GE also launched quality and e-learning initiatives. As a result, GE employees had opportunities for continuous learning and development, contributing to the company's strong performance since the 1980s.
This a presentation developed for following questions.
1. Compare and contrast formal leadership development and informal development at GE.
2. Analyse the cost and benefits of GE’s overall effort in leadership development.
For the Case Study Training and Development: The GE way.
Its not a presentation with lot of facts and all, just the relevant, important facts are mentioned. if you have any questions, or interested to download it, just drop me a message.
Career Management
“A problem solving/ decision making process aimed at optimizing the match between an individual’s needs and values and his or her work related experience.”
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
This a presentation developed for following questions.
1. Compare and contrast formal leadership development and informal development at GE.
2. Analyse the cost and benefits of GE’s overall effort in leadership development.
For the Case Study Training and Development: The GE way.
Its not a presentation with lot of facts and all, just the relevant, important facts are mentioned. if you have any questions, or interested to download it, just drop me a message.
Career Management
“A problem solving/ decision making process aimed at optimizing the match between an individual’s needs and values and his or her work related experience.”
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
World Corporate University Forum - The Challenge of take the Corporate Univer...Katrina Thornely
Damien O'Donoghue - General Manager of the GAC Corporate Academy presented at the World Corporate University Forum on the 13th April 2015 in Dubai. The presentation talks of the challenge of taking the Corporate University beyond simply training. For more information about GAC Corporate Academy please visit gacacademy.com
Training and Development in WIPRo
Wipro have an in-house training department that handles continuous training of employees.
Those with less than one year of experience are taken through a well-structured induction/training program. This will cover all aspects of software development skills that are required.
To meet the ever-changing requirements in training, wipro have rolled out their e-learning initiatives, which is available to all employees. Their "Virtual Campus" runs with the objective of building a vast learning community on the Net. The facility of "Training on demand" enables the individual to be in complete charge of his own learning experience.
XLRI Business Transformation Strategies - Batch 1 Brochurexlrivil
Executive Development Program in Business Transformation Strategies is a one year online program for senior working executives.
This program enables leaders to make well reasoned decisions in the fluid modern business environments, It provides participants the tools, frameworks and strategies necessary to face business transformational challenges.
Talent Management and knowledge management at LGHarsh Tamakuwala
talent management and knowledge management LG with company History define of talent management and knowledge management and what are the practices used by the LG
World Corporate University Forum - The Challenge of take the Corporate Univer...Katrina Thornely
Damien O'Donoghue - General Manager of the GAC Corporate Academy presented at the World Corporate University Forum on the 13th April 2015 in Dubai. The presentation talks of the challenge of taking the Corporate University beyond simply training. For more information about GAC Corporate Academy please visit gacacademy.com
Training and Development in WIPRo
Wipro have an in-house training department that handles continuous training of employees.
Those with less than one year of experience are taken through a well-structured induction/training program. This will cover all aspects of software development skills that are required.
To meet the ever-changing requirements in training, wipro have rolled out their e-learning initiatives, which is available to all employees. Their "Virtual Campus" runs with the objective of building a vast learning community on the Net. The facility of "Training on demand" enables the individual to be in complete charge of his own learning experience.
XLRI Business Transformation Strategies - Batch 1 Brochurexlrivil
Executive Development Program in Business Transformation Strategies is a one year online program for senior working executives.
This program enables leaders to make well reasoned decisions in the fluid modern business environments, It provides participants the tools, frameworks and strategies necessary to face business transformational challenges.
Talent Management and knowledge management at LGHarsh Tamakuwala
talent management and knowledge management LG with company History define of talent management and knowledge management and what are the practices used by the LG
hbr.org January 2009 Harvard Business Review 99D.docxsalmonpybus
hbr.org | January 2009 | Harvard Business Review 99
D
an
ie
l H
or
ow
it
z
IN OCTOBER 2007 I attended the
four-day program Leadership, Inno-
vation, and Growth (LIG) at General
Electric’s famed management devel-
opment center in Crotonville, New
York. LIG was the fi rst eff ort in the
center’s 51-year history to bring
all the senior members of a busi-
ness’s management team together
for training. Launched in 2006, the
program had a specifi c purpose: to
support CEO Jeffrey R. Immelt’s
priority of growing GE by focusing
more on expanding businesses and
creating new ones than on making acquisitions.
As a senior editor at HBR, I was invited to go through LIG
with 19 senior managers of GE Power Generation, one of
the company’s oldest businesses. (It dates back to the days
of Thomas Edison.) About a year later I revisited the “tur-
bine heads,” as Immelt aff ectionately calls them, to see how
much impact the program had made. The answer was plenty:
The business had accelerated its push into emerging markets,
launched initiatives to revamp product development, and
stepped up eff orts to create new businesses. Managers seemed
to be genuinely trying to alter their roles and behavior in order
to foster growth. Why was LIG so eff ective in helping to bring
about these changes? There were fi ve main reasons:
Team training accelerated the pace of change by giving ■
managers an opportunity to reach consensus on the barriers
to change and how best to attack them.
Participants were encouraged to ■
consider both the hard barriers to
change (organizational structure,
capabilities, and resources) and the
soft (how the members of the leader-
ship team individually and collec-
tively behave and spend their time).
The eternal management challenge ■
of balancing the short term and the
long term – or simultaneously man-
aging the present and creating the
future – was explicitly addressed.
Beyond providing new concepts ■
that would make people look at their
businesses and themselves diff erently, the course created
a common vocabulary of change – literally words that be-
came part of daily communications inside and across
GE’s businesses.
The program was ■ not an academic exercise; it was struc-
tured so that a team would emerge with the fi rst draft of an
action plan for instituting change in its business and would
feel obligated to deliver on it.
These principles – which can be applied to the design of
any change-management program, not just one concerning
growth – are the focus of this article.
The Need for LIG
As I drove to Crotonville to attend Leadership, Innovation, and
Growth that October, I wondered why such a program was even
necessary. Shortly aft er becoming CEO, in September 2001, Jeff
HBR at Large
BY STEVEN PROKESCH
How GE Teaches Teams
to Lead Change
1762 Prokesch.indd 991762 Prokesch.indd 99 12/5/08 10:31:28 AM12/5/08 10:31:28 AM
100 Harvard Business Review | Janu.
The main recommendation is an accessible (and inexpensive) overview of the topic from the Harvard Business Essentials line of brief paperbacks; the alternative, a multidimensional case on mentoring.
2. “Great people build great companies. Talent
development is not a slogan of GE, it is a way of
life “
“Developing leaders, developing people takes
three things. It takes leadership commitment, it
takes disciplined processes and it takes
commitment to people it works for us”
- Jack Welch, CEO(1981-2001), General Electric Co.
- Bob Corcoran, Chief Learning Officer, General Electric Co.
3. Establishment Of General Electrics
Thomas Alwa Edition, the inventor of the
incandescent light bulb set up The Edition
Electric Light Company(EELC) in 1872 to
conduct experiments on electricity. In 1879 he
invented a carbon filament lamp and direct
current generator for incandescent electric
lighting. The EELC comprised a number of
smaller companies involved in different
businesses ranging from power station and wiring
grids to electrical appliances. The EELC merged
with the Thomas Houston Electric Company in
1892 to form General Electric Co.
4. INTRODUCTION
• General Electrics is one of the worlds biggest
conglomerates with a presence across 160
countries, 11 varied businesses and employee
strength of around 307,000.
• It is one of the first companies to establish a
Management Development Center to train and
develop its employees.
• The programs of GE developed to its employees
created such an impact that later other companies
began to approach GE to try and develop similar
programs for their employees.
5. INITATIAVES AT GE
1st Initiative
The 1st initiative was taken by Ralph Cordiner on taking up
the position of CEO in 1950. Cordiner restructured the
company by decentralizing it by breaking it into various
departments. He felt decentralization would make the
company more manageable for rapid growth. As a result of
this GE had more than 100 divisions as compared to only 8
units present before and it needed to appoint a general
manager for each division.
As a result of this structure the new
managers needed to be trained to enable them to handle
their divisions successfully. Therefore it required to establish
a corporate training center for GE executives.
So, finally the Management Development
Center was set up in the year 1956 at crotonville, Newyork. It
was the world’s first corporate university and a major
milestone in the area of T&D for the company.
6. 2nd
Initiative
In 1981, Jack Welch became CEO and he wanted to cut
redtapism within the company. He was quick to figure
out that crotonville could play an important role for an
open culture at GE. He made sure that the courses
were attended by the best employees at GE who were
nominated by their bosses for the training on their
superior performance. These top performing
employers were called “A Players” and possessed the
4E’s – Energy, ability to energize others , edge and
execution along with passion.
In 1983, he sanctioned $46
million to build a residential building at the center and
by 1984 he himself began to teach at the Crotonville.
Courses Duration Frequency Level / No. of
Participants
Executive
development
Three weeks Once year Highest
potential
managers (50)
Business
management
Three weeks Thrice a year Middle level
managers (180)
Management
development
Three weeks Six to eight
times
a year
Junior level
managers (400-
500)
7. Work-out referred to unnecessary work out of the
system. Through this initiative 40-100 employees started
their views with the facilitators from outside the company
who were generally renowned professors or consultants
from the industry. By 1992, more than 200,000 employees
at GE had undergone Work-Out training. It played a vital
role as an agent in the transformation of GE into a
“Learning Organization”. Crotonville, in its new role,
became a platform where GE employees discuss ideas and
issues facing GE businesses.
WORK-OUT INITIATIVE
8. Quality Overview seminars : Basic six
sigma awareness.
Team Training : Basic tool introduction
to equip employees to participate in
Six Sigma Teams.
Master Black Belt, Black Belt and
Green Belt Training : In-depth quality
training to prepare the team to use
high level statistical tools, basic
quality control tools, change
acceleration process and flow
technology tools.
Design for Six Sigma training :
Prepares teams for the use of
statistical tools to design it right the
first time.
Six Sigma is a quality measure and
improvement program that focuses
on the control of process. It
includes identifying factors critical
to quality as determined by the
customer, reducing process
variation and improving
capabilities, increasing stability and
designing systems to support the
six sigma goals.
In 1995,GE
introduced the six sigma quality
management program to make GE
products defect free. GE asked each
business unit to identify and
develop employee as champions,
master black belts and green belts.
The training was linked to
employee promotion.
Six Sigma Quality Initiative
Six Sigma Training Courses offered
at GE
9. MAJOR TYPES OF T&D PROGRAMS AT GE
GE offered training programs throughout the world. All
the programs were open for enrollment not only for GE
employees but also for customers, suppliers and other
partners. In later as GE expanded, several new courses
were launched to meet new requirements. The faculty
was a judicious blend of trainers and consultants , GE
leaders or distinguished university professors. The
company wanted to make sure it delivered the best
training.
They are divided into two levels:
• Entry level leadership programs.
• Experienced level leadership programs.
10. Entry level leadership programs
These programs aimed at developing individuals
for leadership positions. The major programs
were the Commercial Leadership Programs For
Sales & Marketing(CLP) , Financial Management
Program(FMP) and Information Management
Leadership Program(IMLP). These programs
involved grooming employees across various
locations and functions with the aim of
developing them for top positions by the end of
the program. In addition there were programs for
the operations and engineering areas called as the
Edition Engineering Development
Programs(EEDP).
11. EXPERIENCED LEVEL LEADERSHIP PROGRAMS
• Two major programs offered under this category were the
Experienced Commercial Leadership Program (ECLP) and
the Human Resources Leadership Programs.
• ECLP was meant for high potential
individuals seeking a career in sales and marketing. The
programs combined four six-monthly rational assignments
across selected GE businesses combined with intensive
course work. Two of this work focused on marketing and
the other two on the sales.
• HRLP prepared candidates to take up various
roles in the human resource functions of the company. It
consisted of a 2 year program with three eight-month
rotational assignments. The program groomed participants
through two HR assignments and one cross-functional role
in finance, quality or business development.
12. Focus on E-Learning
• GE had started implementing on-line training way
back in 1998. In 2003, GE implemented Learning
Management Software(LMS) to power its
e-learning website called mylearning@ge. It
helped the company impart training to all its
employees globally. The site enabled students to
sign on to personal development page which had
a description of their curriculum. It also had a list
of courses from which could choose courses that
suits them. In 2004 almost 200,000 GE employees
took e-learning courses.
13. Impact of training on GE
• GE had been successful use its diversity to transform
itself into a learning organization where employees
could develop themselves continuously.
• The on-the-job rational assignments that the company
offered enabled the employees to get tremendous
exposure across the varied business segments.
• GE performed very well since 1980’s.
• The company had also been able to generate additional
revenues by providing professional training to other
organizations in various areas like Six Sigma, Work-Out
and various business specific skills.