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Global Leadership: Building Global Leaders Nancy L. Bennett General Director, Global Learning & Performance Key Facts $185 Billion in Revenues World’s largest vehicle manufacturer Operate 120 plant sites in >30 countries Sales in 190 countries 15% of world market 300,000 employees

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Global leadership building global leaders l.jpg

Global Leadership: Building Global Leaders

Nancy L. Bennett

General Director,

Global Learning & Performance


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Key Facts

  • $185 Billion in Revenues

  • World’s largest vehicle manufacturer

    • Operate 120 plant sites in >30 countries

    • Sales in 190 countries

  • 15% of world market

  • 300,000 employees

    • Negotiate with >50 unions across the globe

  • Global vehicle and service brands; OnStar

  • Global alliances


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Vision

GM’s Vision Is to Be the World Leader in Transportation Products and Related Services

Values

Customer Enthusiasm • Integrity Teamwork • Innovation

Continuous Improvement

Individual Respect & Responsibility

Vision Objectives

  • Revenue Growth

  • Global Market Share

  • Net Income Margin

  • RONA

  • Stock Price

Cultural

  • Product/customer Focus

  • Act As One Company

Priorities

  • Embrace Stretch Targets

  • Move With a Sense of Urgency

Constant Drum Beat

Business Strategy

  • Great Cars and Trucks

  • Stay Aggressive in the Marketplace

  • Focus on Quality and Cost

  • Generate Cash


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Top 5 Business Challenges

Creating a global culture that embraces/adapts to change

Attracting, hiring and retaining high performers

Developing a pool of talented managers

Inspiring employee innovation and creativity

Understanding & executing the strategy

Source: Leadership IQ survey of 2000 executives in 2006


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The Global Environment

  • The world is getting smaller - speed wins!

  • Customers expect more and more value

  • The competition is getting tougher

  • If change is constant… learning must be continuous

  • Employees insist on learning to stay… contemporary, competitive & energized

The Ability to Learn Faster than our competition

will be Our Competitive Advantage!


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GM’s Global Learning Model

Blended Learning

Enabling Change Focused on

Capability, Performance & Results

Virtual Classroom

e-Learning

GoFast!

Distance Learning

14 Colleges – 2,200 Courses

1997

2008

Each Step Has Improved Effectiveness, Speed and Cost Efficiencies Through Reduction in Fragmentation, Redundancies & Misalignment


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GM’s Alignment of Learning

  • Aligned to Business and Global Processes

  • Converged 32 training units – saved $100M

  • Focus: Mission Critical, Leadership & Change

  • Reduced spending 66%; headcount by 60%

  • e-learning grew 7x to 200,000 hours

  • Launched 600 e-learning titles in 9 languages

  • Quality moving up to 4.2; 30 awards/6 years

Global and Cultural Challenges are Priorities!!


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“Working in a Global Matrix” Home Page

http://gmu.gm.com/global_matrix/index.html


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Senior Executives Rate the MostImportant IssuesFaced Today

100%

50%

0%

A survey of more than 2000

companies in 23 countries

72%

57%

48%

Leadership Training & Organizational

DevelopmentDevelopment Restructuring

Source: Watson Wyatt Worldwide/HRI


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GM’s Global Leadership Development Objectives

  • Drive Change in the Company

  • Define What’s important to Global Success

  • Give perspective of Senior Leadership

  • Enable people to reach stretch goals…

  • by providing perspective and tools

  • Provide Theory of the Case for key change efforts

  • Provide technical knowledge/tools on Business

  • Enhance “Ownership” of the Company

Build Leadership Benchstrength


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Global Leadership Curriculum Practices

  • Use Curriculum to define “One Company” view of

    Leadership Values, Behaviors, Skills

  • Position offerings appropriate for career roles

  • Use “Action Learning” to ensure application of key

    Leadership Skill sets

  • Focus Curriculum on Business Leadership and

    People Leadership

  • Selectivity for Executive programs

Build Global Leadership Benchstrength


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Management Selected High Potential Candidate Programs (sequencing not required)

A

Senior Leaders

Senior Executive Program

MDP

MD

Candidates

Managing Director Program

B

High Potential

Executives

Executive Development Program

C

High Contributor

Executives

Executive Business Forum

D

High Potential Managers

GM Leadership Program

Foundation Building NYIT E-MBA

GM’s Leadership Development Curriculum


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Leadership

Strategic

Operations

Global

Change

Learning

“Hot Skills” For The Future:Sources of Competitive Advantage


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GM Leadership Course Structure

Business

Simulation

Session II

Operations

Session III

Building Capability

Global

Session I

Business Management

ActionLearning

Real Time

E-Learning

E-Leaning

Virtual

Real Time

E-Learning

Focused on Business Execution and Results


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Customer Focus

Managing Innovation

Building Effective Teams

Managerial Courage

Organizational Agility

Strategic Thinking

Working with Ambiguity

Drive for Results

Managing Vision and Purpose

Motivating Others

Timely Decision Making

Global Buisness Expertise

GM: Succeeding As A Leader*

* “What It Means to be a GM Leader” brochure


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GM: Succeeding As A Global Leader

  • Global Business Expertise

  • Cross-Cultural Resourcefulness

  • Cross-Cultural Agility

  • Cross-Cultural Sensitivity

  • Organizational Positioning Skills

  • Humility


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Building Great Leaders:Great Leadership Development Programs

  • Align with the enterprise’s strategic agenda

  • Focus on building global leadership capability

  • Get leaders to deploy learning – Leaders Teach

  • Use technology to teach and record/reuse

  • Use global design teams to test/translate

  • Integrate with talent and performance management initiatives


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People Drive Results

“…it's our people who drive the results.

Numbers tell us where we've been;

people determine where we'll go.”

Rick Wagoner

Chairman/CEO




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