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GE’S LEADERSHIP

CULTURE
Group 5 | HRM – A
H16001 Aakriti Pandit
H16032 Nishu Garg
H16047 Sibin Sabu
H16050 Srinivas V
SITUATION ANALYSIS

Business Environment in 21st Century Current Leadership Training Design

• Increasingly complex and uncertain • Training design developed based on business strategy

Importance of Leadership at GE • Functional and Management education courses taught

• Leadership is deep-rooted in GE culture • Training given for leadership at various levels & key
career transition points
• Leaders – considered most important product of GE
• Selection of Candidates for Leadership Training through
• GE invests heavily in leadership training (> USD 1 Session C
bn)
Training Method
• Change in how leaders are developed necessitates
• Leaders teach other leaders
revision of how leadership is developed
• Leading Faculty
ABOUT CROTONVILLE
THE TRAINING CENTRE

• 3 courses – MDC, BMC, and EDC • Immelt’s five big themes in the world
• Selection of people to the courses are economy with powerful implications for
through invitation based on Session C GE and its leadership vision are not
review reflected in the current curriculum
• Periodic review of training is missing
• Conducted only at Crotonville
which results in lack of
providing opportunities for participants
updation/relevance
to collaborate
PROBLEM STATEMENT

• How to design relevant training programs to equip GE leaders to tackle the


increasingly uncertain and complex business environment of 21st Century?

Considerations:
• Striking balance between change and tradition to both preserve and build brand
• Consistent with Crotonville mission to inspire, connect and develop leaders of today
and tomorrow
RECOMMENDATIONS ON WAY FORWARD

• Develop competency model for future leaders of GE based on inputs gathered from
• internal and external stakeholder discussions
• learnings from visits made to other organizations and
• visionary interviews (eg: Immelt’s 5 broad themes can be used as an input for competency
model)
• Design training programs in accordance with competency model
• Introduce courses to educate leaders on business environment and broader context
• Choose participants after competency mapping – identify leaders lagging in the new
courses
• Instead of giving training based on performance, give training based on needs and potential
RECOMMENDATIONS ON WAY FORWARD
(CONTD)

• Continue having only one centre for Crotonville


• Easier to enable networking of leaders across regions and across business units
• Enables greater understanding of global business context

• Continue current course names but modify structure that increases understanding of
global business context
THANK YOU