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    Re-Imagining Crotonville: (A GE Case Study)

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    Abhijeet Narang
    This document discusses reimagining leadership development at GE's Crotonville training center. It provides context on GE's decentralized structure and emphasis on leadership development through Crotonville's programs. The key challenges for GE are expanding networks in developing markets and a resource-constrained future. The current executive learning curriculum includes the MDC, BMC, and EDC programs. The problem statement asks how to redevelop leadership at Crotonville to align with GE's changing strategy and business environment. The recommendation is to revamp the programs by interviewing senior leadership, focusing on emerging markets and feedback, and restructuring courses around priorities like the changing global economy and strategic collaboration.

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    Re-Imagining Crotonville: (A GE Case Study)

    Uploaded by

    Abhijeet Narang
    56 views6 pages
    This document discusses reimagining leadership development at GE's Crotonville training center. It provides context on GE's decentralized structure and emphasis on leadership development through Crotonville's programs. The key challenges for GE are expanding networks in developing markets and a resource-constrained future. The current executive learning curriculum includes the MDC, BMC, and EDC programs. The problem statement asks how to redevelop leadership at Crotonville to align with GE's changing strategy and business environment. The recommendation is to revamp the programs by interviewing senior leadership, focusing on emerging markets and feedback, and restructuring courses around priorities like the changing global economy and strategic collaboration.

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    This document discusses reimagining leadership development at GE's Crotonville training center. It provides context on GE's decentralized structure and emphasis on leadership development through Crotonville's programs. The key challenges for GE are expanding networks in developing markets and a resource-constrained future. The current executive learning curriculum includes the MDC, BMC, and EDC programs. The problem statement asks how to redevelop leadership at Crotonville to align with GE's changing strategy and business environment. The recommendation is to revamp the programs by interviewing senior leadership, focusing on emerging markets and feedback, and restructuring courses around priorities like the changing global economy and strategic collaboration.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pptx, pdf, or txt
    56 views6 pages

    Re-Imagining Crotonville: (A GE Case Study)

    Uploaded by

    Abhijeet Narang
    This document discusses reimagining leadership development at GE's Crotonville training center. It provides context on GE's decentralized structure and emphasis on leadership development through Crotonville's programs. The key challenges for GE are expanding networks in developing markets and a resource-constrained future. The current executive learning curriculum includes the MDC, BMC, and EDC programs. The problem statement asks how to redevelop leadership at Crotonville to align with GE's changing strategy and business environment. The recommendation is to revamp the programs by interviewing senior leadership, focusing on emerging markets and feedback, and restructuring courses around priorities like the changing global economy and strategic collaboration.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    Download as pptx, pdf, or txt
    of 6

    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
    2

    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

    4
    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!
    6

    Any questions?

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