creating a culture that develops leaders as a driver for innovation and growth
DESCRIPTION
GE prides itself in the ability to constantly push the boundaries of innovation through its leaders who are groomed to drive businesses forward in solving the problems of tomorrow’s world. Global Leader of Executive Development, GE, Janice Semper, talks about how GE leads the battle for innovation and growth through its executive development programs.TRANSCRIPT
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Creating a Culture that Develops Leaders as a driver for Innovation and Growth
Janice L. Semper Global Leader, Executive Development GE
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GE Works
POWER &
WATER ENERGY
MANAGEMENT
OIL &
GAS
HEALTHCARE AVIATION TRANSPORTATION CAPITAL HOME &
BUSINESS
SOLUTIONS
GE works on things that matter. The best people and the best technologies taking on the toughest
challenges. Finding solutions in energy, health and
home, transportation and finance. Building, powering, moving and curing the world.
Not just imagining. Doing. GE Works.
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3 Janice L. Semper
29 Oct 2013
GE Today
~$147.4B Revenue $16.1 operating earnings
GE Capital
31% / $46.0 B
Home
& Business Solutions
5% / $8.0 B
Healthcare
12% / $18.3 B
Transportation
4% / $5.6 B
Aviation
14% / $20.0 B
Oil & Gas
10% / $15.2 B
Energy Mgmt
5% / $7.4 B
Power and Water
19% / $28.3 B
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How we drive innovation The GE innovation process
fastworks quest ge ventures
monthly jri reviews IB deep dives
business growth boards talent pipeline eg. eclp
80% >3 year tech 20% <3 year tech
new technology intro.
20% >3 year tech 80% <3 year tech
new product intro.
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5 Janice L. Semper
29 Oct 2013
Global Innovation Barometer
Global 3rd edition, 25 countries companies 1.2k employees
C-Level respondents involved in company innovation strategy or process
Survey questionnaire Oct-Dec 2012
Malaysia • innovation a strategic
priority • framework for
innovation strongly conducive
• abilities needed to innovate clearly identified
• collaboration way forward
Cross sector
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How do we create the right leaders
and culture for innovation?....
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1878 – Est . Edison Electric Co.
1903 – Largest Steam Turbine
1908 – Pioneering Elec. Locomotives 1932 – GE Credit Corporation
1930 – Empire State Building 1942 – Entering the Jet Age
There’s no such thing as a 130-year plan.
We pass the test of time because we invent things that make the world work better, and along the way we reinvent ourselves to make a company that works better.
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There’s no such thing as a 130-year plan.
In the midst of constant evolution what stays the
same is our commitment to the continuous
improvement of both the individual and GE.
1983 – The MRI
2003 – Digital Hospital
2008 – The GEnx Engine
2009 – Advancements in Ultrasound Technology
2010 – GeoSpring Hybrid Water Heater
2011 – “Wing to Wing” Smart Grid Solutions
2012 – The Industrial Internet
2013
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At GE, leaders inspire others to be their best.
This is the foundation of our commitment to leadership development. We believe that everyone at GE can be a leader – and we believe that when one person grows and improves, we all can grow and improve.
And together,
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Our culture drives our longevity. Our leaders drive our culture.
We prove ourselves before we lead others
We learn by doing because there is no better way
We build relationships and share knowledge
By leading at all levels, we work as one.
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Leaders connect people with the processes that keep us all rising together.
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Improving performance drives us all.
Goals and objectives are set for each individual and reviewed regularly, and their performance measured against them.
Our G&O system ensures individual and organization goals are aligned and enables feedback throughout the year.
“Performance standards are about simplicity
and accountability.” Jeff Immelt
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Our Growth Values show us how to perform.
Imagination
& Courage
External Focus Clear Thinker Inclusiveness Expertise
They are embedded at every level of the company and are supported by one unifying principle: always act with unyielding integrity.
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Leadership development @GE. Career-long. Company-wide. Continuous learning.
Global Leadership Programs
(~2% of workforce)
Professional Talent Pipeline: ~170,000
Executive Development
(~3% of workforce)
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Leadership programs and accelerators develop our future leaders.
1/3 of our most senior leaders graduated from a Leadership
Program
4000+ on program today
100+ years
some programs have existed for over a century
Early Career Experienced Accelerators
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Crotonville: A place, and a global ideal.
first corporate university founded
1956 1000+ customers
per year
90% of our senior leaders have been through Crotonville
Our mission: To inspire, connect, and develop the GE leaders of today and tomorrow.
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The Employee Management System tracks goals and measures performance.
It includes tools to gauge: Accomplishments
Strengths
Development Needs
Career Interests
Development Plan
EMS is a chance for all leaders to assess and develop their strengths and plan the future of their career.
Current Assignment
Performance Growth Values
Rating Summary
Career & Development
Approve Appraisal
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Session C helps us put the right people in the right places to meet our goals.
The process includes: EMS
9 Block
Succession Planning
Session C helps us develop our leaders and track the effectiveness of the entire organization.
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Our reputation
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Our Leadership Journey Continues
Contemporized Growth Values Equipping leaders to meet tomorrow’s challenges
Reimagining Crotonville Content , experience, environment
2011
2013+
Global New Directions Attracting and inspiring the next generation
Simplification Cultural and structural approaches to growth
Operational Reviews and Blueprints New operating rhythm
FastWorks New processes and tools
2012
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© 2011-2013 General Electric Company