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Global Leadership: Building Global Leaders

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  1. Global Leadership: Building Global Leaders Nancy L. Bennett General Director, Global Learning & Performance

  2. 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

  3. 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

  4. 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

  5. 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!

  6. 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

  7. 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!!

  8. “Working in a Global Matrix” Home Page http://gmu.gm.com/global_matrix/index.html

  9. 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

  10. 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

  11. 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

  12. 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

  13. Leadership Strategic Operations Global Change Learning “Hot Skills” For The Future:Sources of Competitive Advantage

  14. 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

  15. 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

  16. GM: Succeeding As A Global Leader • Global Business Expertise • Cross-Cultural Resourcefulness • Cross-Cultural Agility • Cross-Cultural Sensitivity • Organizational Positioning Skills • Humility

  17. 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

  18. 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

  19. Thank you for your interest in GM!

  20. Questions?