How ge teaches teams to lead change

how ge teaches teams to lead change How ge teaches teams to lead change •• •hbr at l arge • the program was not an academic exer­ the reality, i learned, was that headquar­ cise it was structured so that a team would ters was the main force behind ge’s successes.

View case summary - ge from management sgs605 at arizona state university, thunderbird campus case summary how ge teaches teams to lead change the tag line for the case is: management development. The best examples of the lean and digitize innovation process have been tested and implemented in general electric (nicoletti, 2006 ) general electric teaches innovation operators to use lean and.

In october 2007 i attended the four-day pro­ gram leadership, innovation, and growth (lig) at general electric’s famed manage­ ment development center in crotonville, new.

What makes ge people different thirst to learn and their ability to deliver as a team the idea of teams is simple — but the reality of delivering as a team is not it requires a culture that values the long view, harnesses change, takes risks, embraces mutual accountability and practices. Case summary – how ge teaches teams to lead change the tag line for the case is: management development programs that focus on teaching and inspiring individuals to apply new approaches have a fundamental flaw: if other members of an individual’s team have not taken the course, they resist efforts to change.

The purpose of this paper is to prepare a summary of the harvard business school case study “how ge teaches teams to lead change” and indicate whether or not ge is successful and what lessons if any can be learned from their lig program. Overall, ge has created the lig training model in order to blend innovation and growth and make it the central core of thier company prokesch, steven, “how ge teaches teams to lead change”, harvard business review, jan 2009.

How ge teaches teams to lead change

In october 2007 i attended the four-day program leadership, innovation, and growth (lig) at general electric’s famed management development center in crotonville, new york. Here is an overview on what ge power senior management team went through at lig (source: an excellent hbr article “ how ge teaches teams to lead change ” by steven prokesch, a senior editor of hbr who was invited to attend one of the lig programs in october 2007. Ge is known for its culture of management and learning, innovation and teamwork this unique cultural edge allows ge to beat global competitors far from home leadership teams from across ge's top 60 businesses have participated in the program and have integrated new ideas and initiatives into their businesses with real results.

  • The reality, i learned, was that headquar­ ters was the main force behind ge’s successes immelt understood that to speed progress, he needed to pass the baton to the teams leading.

(source: an excellent hbr article “how ge teaches teams to lead change” by steven prokesch, a senior editor of hbr who was invited to attend one of the lig programs in october 2007) lig program is a brainchild of susan peters, ge’s vp of executive development and daniel henson, then cmo. In october 2007 i attended the four-day program leadership, innovation, and growth (lig) at general electric’s famed management development center in crotonville, new york lig was the first.

how ge teaches teams to lead change How ge teaches teams to lead change •• •hbr at l arge • the program was not an academic exer­ the reality, i learned, was that headquar­ cise it was structured so that a team would ters was the main force behind ge’s successes. how ge teaches teams to lead change How ge teaches teams to lead change •• •hbr at l arge • the program was not an academic exer­ the reality, i learned, was that headquar­ cise it was structured so that a team would ters was the main force behind ge’s successes. how ge teaches teams to lead change How ge teaches teams to lead change •• •hbr at l arge • the program was not an academic exer­ the reality, i learned, was that headquar­ cise it was structured so that a team would ters was the main force behind ge’s successes.
How ge teaches teams to lead change
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