Re-Imagining Crotonville: (A GE Case Study)

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Re-Imagining

Crotonville
(A GE Case Study)
Situational Analysis
• One of the main focus of GE always has been on Leadership development
and programming
• The company continuously changes itself to adapt towards the changing
needs of its employees and to the environment
• GE training module is highly affected by GEs strategy and leadership
• GE has a decentralized structure to empower its managers and develop
leadership from within
• GE has been a firm believer in utilitarian value of professional education for
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its employees

Key Challenges for GE:


• Expansion of its network base with governments and developing nations
• Facing challenges of resource constrained future
• Making use of highly connected world to grow sustainably
• Transitioning global economy towards developing and growing markets
Current Executive
Learning Curriculum
MDC
▹ 3week course offered 8 times a year
▹ Offered to 80 high potential leaders at SBP or EB level
▹ Offered to those selected through session C review process
▹ Focus on personal leadership development, finance & management skills
BMC 3
▹ Offered 3 times a year
▹ Offered to 150 participants
▹ Focus on emerging business opportunities & issues(product management, social
media)
▹ Focus on action learning program
EDC
▹ Offered to 35
▹ Catalyse cultural change in the organisation through CEO sponsored projects
▹ Focus on partnership, simplification and risks.

Problem Statement
How to effectively re-develop
leadership in Crotonville to
ensure its alignment with
GE’s strategy and changing
business environment

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Recommendation
Revamp MDC, BMC and EDC to meet the new challenges
▹ Interviewing the Senior Management(including the CEO) to get ideas on how to
upgrade the existing programs in order to face the challenges of the 21st
Century
▹ More investment in the emerging market
▹ Focus on Feedback
 Reduce rigor and intensity of the courses giving the participants enough
time to reflect upon 5
 Physical center need to be developed facilitating interaction outside of
class hours
 Structuring of courses to reflect following priorities:



Reordering of global economy towards emerging market


Need for new products with more price point


Geo-political and business impact of resource-constrained future


Role of strategic collaboration in a highly networked world
Growing intersection of govt. with business in both mature and
emerging countries
THANKS!
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Any questions?

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