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CASE E: LEADERSHIP FACTORIES
Chok Yan YongJalinee SriramanakumarMuhammad Khalid Bin Raja Abd AzizTan Yean Sang
Presented by:
1st December 2011
2. Do you think so-called leadership factories are also better places for non-leaders to work? Why or why not? Yean Sang, Jalinee
3. Assume you had job offers from the two companies that differed only in how often they produced CEOs. Would this different affect your decision? Yean Sang, Jalinee
4. Do these data give any credence to the value of leader selection and leader development? Why or why not? Khalid
1. How big is the factor do you think composition of the workforce is in likelihood of producing a CEO? Yan Yong
Top Ten Companies
2. Do you think so-called leadership factories are also better places for non-leaders to work? Why or why not? Yean Sang, Jalinee
3. Assume you had job offers from the two companies that differed only in how often they produced CEOs. Would this different affect your decision? Yean Sang, Jalinee
4. Do these data give any credence to the value of leader selection and leader development? Why or why not? Khalid
1. How big is the factor do you think composition of the workforce is in likelihood of producing a CEO? Yan Yong
Source: http://www.usatoday.com/money/companies/management/2008-01-08-ceo-companies_N.htm
McKinsey & Co.
Characteristics General Electric
11,000 (10) Size (employees) 300,000 (1)
16 (2) CEOs produced 26 (1)
690:1 (1) Odds 11,540:1 (10)
Leadership Factories
McKinsey & Co. Characteristics General Electric
One of the most prestigious firms in the management consulting industry
Overview World second largest company
A global management consulting firm
Nature of work Energy and technology infrastructure, entertainment, and finance industry
Higher composition of white-collar professionals
Composition of workforce
Just half of its employees are white-collar professionals
Source:http://www.sideroad.com/Management/best-ceo-great-ceo.html
SIMILARITIESFair
Resourcefulness Willingness to look at risk
Foresight
CEO and Manager
Source:http://www.sideroad.com/Management/best-ceo-great-ceo.html
4. Do these data give any credence to the value of leader selection and leader development? Why or why not? Khalid
1. How big is the factor do you think composition of the workforce is in likelihood of producing a CEO? Yan Yong
2. Do you think so-called leadership factories are also better places for non-leaders to work? Why or why not?
3. Assume you had job offers from the two companies that differed only in how often they produced CEOs. Would this different affect your decision?
Yean Sang, Jalinee
Yean Sang, Jalinee
Leadership Factories
Sustainable financial performance
Leadership development
Technical training
Career development
Some useful facts about GE
CEO factories land the best graduates right out of school, but that's largely because they have established a track record of executive success.
GE's alumni include the CEOs of Boeing (BA), Fannie Mae (FNM) and Pfizer (PFE). Other prominent GE alumni who did not make the list were Peter Loescher, CEO of German giant Siemens (a non-U.S. company) with 470,000 employees, and Tom Tiller, CEO of Polaris Industries (PII)
GE is well known for its 52-acre leadership campus, known as Crotonville.
Source:http://www.usatoday.com/money/companies/management/2008-01-08-ceo-companies_N.htm
Normal Company
Focus on technical aspect
No proper leadership training program
Limited career advancement
Less personal satisfaction
Q2 Leadership factories are better places for non-leaders to work
Q3 Select company that are more often in producing CEOs
The Answer
Reasons
• Behavioral TheoriesPeople can be trained to be leaderBehavior can be improved
• Leadership is a must for career advancement
• Expanded skills and competencies
• Greater ownership
• More personal satisfaction with work
• That is reason we are learning HRM
What they say?
"The Top 20 Best Companies for
Leadership not only entered the
recession with stro
ng
leadership in place, they
maintained their commitm
ent to
preparing and retaining leaders –
and are highly committed to
developing leaders within their
ranks," said Rick Lash, Director in
Hay Group's Leadership
“For organizations to succeed, they will need to understand what key leadership elements are paramount in driving their organization toward growth. It’s more than just getting people to produce the right outcomes. It’s about getting them to be passionate about their work and grooming them to handle the challenges ahead. The Best Companies for Leadership have already figured this out,” said John Larrere, National Director of Hay Group's Leadership and Talent Practice
However….
Higher competitive Stressful workplace More effort is needed Personality
Picture : Poverty by Picasso 1903
4. Do these data give any credence to the value of leader selection and leader development? Why or why not?
1. How big is the factor do you think composition of the workforce is in likelihood of producing a CEO? Yan Yong
2. Do you think so-called leadership factories are also better places for non-leaders to work? Why or why not?
3. Assume you had job offers from the two companies that differed only in how often they produced CEOs. Would this different affect your decision?
Yean Sang, Jalinee
Yean Sang, Jalinee
Khalid
Top Ten Companies
With their deep pools of talent and vaunted leadership training, General Electric (GE), and Procter & Gamble (P&G) have long been popular places to poach talent.
Breeding Grounds for New CEOsBy Jena McGregor, April 30, 2009,http://www.businessweek.com/magazine/content/09_19/b4130038113861.htm "Every year, we have regretted
losses. Every year, we lose people we want to keep," says P&G CEO A.G. Lafley.
But Lafley takes some pride in P&G's alumni who have left, because it proves "We are a leadership engine and a talent machine."
Some Firms' Fertile Soil Grows Crop of Future CEOsBy Del Jones, USA TODAYhttp://www.usatoday.com/money/companies/management/2008-01-08-ceo-companies_N.htm?POE=click-refer
•Initiating Structure•Goal
Driven•Consider
ation•EQ
Behavioural Theories
•Work outside field of interest / expertise
Versatility / Adaptabilit
y
Sources:Generating leaders GE style, HR Managementhttp://www.hrmreport.com/article/Generating-leaders-GE-style/
Organization Behavior TextbookChapter 12, Leadership, page 414
Leadership Selection Program
Invest Time and Money
Identify Promising Leaders Early
Mentoring
Leadership Development as Part of their Organisation Culture
Leadership Development Program
Source:Lessons in leadership development from the worlds best….by George Ambler on Monday, October 8, 2007http://www.thepracticeofleadership.net/2007/10/08/lessons-in-leadership-development-from-the-worlds-best/
Q&A
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