The case analyzes the development of GE's corporate university in Crotonville, NY from its founding in 1956 through 2010 as well as the start of an effort of "Re-Imagining Crotonville." One of the first corporate universities in the world, Crotonville became a recognized innovator in its field and a model of leadership development. The case details the role that Crotonville played from Ralph Cordiner - who inaugurated Crotonville to train general managers to support a far-reaching decentralization program, under consecutive GE leaders - to Jeffrey Immelt. It considers the way the institution transformed in response to the factors that led to success and its vigor over several decades and changing business needs.
Following the worldwide monetary crisis in 2008-9, CEO Jeffrey Immelt and Crotonville's leaders set in motion an exploration of the shifting nature of leadership needed to confront the brand new realities in which GE managed worldwide. CLO Susan Peters initiated Re-Imagining Crotonville to align development and learning with these new directional expectations. The case examines the options faced by Peters and her team in reconsidering the surroundings, experience, and content of leadership learning at Crotonville. Learning objectives: Understand factors which have made Crotonville fundamental to GE's direction tradition over time. Examine role of CEO and corporate direction in driving cultural change through learning and development. Comprehend the unique assets and possible constraints of a 'corporate university' model for direction learning. Explore the change management challenges of managing a heritage of success - continuing to evolve while preserving the strong 'brand' and 'secret sauce' that make Crotonville unique.
Re-Imagining Crotonville Epicenter of GE's Leadership Culture (A) Case Study Solution
PUBLICATION DATE: June 14, 2012 PRODUCT #: IMD605-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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