GE : Training Roadmap @ Crotonville

Developing GE leaders at all levels

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 Executive Education Progression

MDC BMC EDC

Business Management
Manager Course Executive
Development Course Development Course

Primarily internal Internal & external Internal & external

learnings learnings learnings
Apply through Apply through real Apply through global
simulations business issues/projects issues/projects
Focus on organizational Focus on driving change Focus on leading and
culture in a cross- and key initiatives changing the culture
functional, cross- and key initiatives
business, and global
environment

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2007 General Electric Co.

GE Confidential & Proprietary Information
 Manager Development Course
(MDC)
COURSE PHILOSOPHY
Active experimentation and problem solving
Exposure to a deeper, broader GE
AREAS OF LEARNING
Executive Broadening
GE Corporate Initiatives & Strategy
Globalization/Finance
GE Senior Leadership
Leadership Development
Leadership at GE
Interpersonal Skill Building
Building an Effective Team
Values & Growth Traits
Personal Growth
Career Reflection and Networking
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 Manager Development Course
(MDC)
Overview:
Management Development Course is the first course in the Executive Education series.
It prepares managers for the challenge of leadership in a global, cross-functional
business. A wide variety of techniques are used, such as case discussion, lectures,
business simulation experiential exercises and Q&A with Business Leaders.
Learning Objectives:
Continue to evolve your leadership style and personal development
Dialogue with GE senior executives and initiatives leaders
Increase depth of understanding of GE business and operating and leading in a global
environment
Engage on diverse learning teams through interactive activities
Build a personal network of career relationships and leverage business synergies
through relationships
Leave a legacy MDC leadership mark on a GE Business
Who Should Attend:
Individuals at senior professional band (later in their role) and executive band (within
three months in the role)
Logistics:
3 week course offered at Crotonville and various locations - Tuition USD 13,000
Prerequisites: Session C Nomination Required Working Knowledge of Finance or E-
Learning class
 Business Management Course
(BMC)
COURSE PHILOSOPHY
Addressing real GE issues
Exposure to new tools & thinking
Challenged to execute with less
AREAS OF LEARNING
Executive Broadening
External thought leaders
Internal executive leaders
Business analysis through project work
Leadership Development
Stretch project
Learning compressed
Limited data for decision making
Leadership profile assessment
Personal Growth
Team, class leadership
International travel

2006 General Electric Co.

GE Confidential & Proprietary Information
BMC Historical Project Summary
GLOBALIZATION
1999 2000 2001 2002 2003
Sourcing Japan E-business ACFC Cash
E-commerce Customer Customer Europe SG&A Marketing
E-business Centricity Digitization China Japan
E-business

STRATEGY & GROWTH

2004 2005 2006 2007
Business Europe OTR Why some Enterprise
projects (each Innovation systems Selling - Mining
session) Growth/ succeed and & Construction
Risk others fail Healthcare
Net promoter Personal
score Service Delivery

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2007 General Electric Co.

GE Confidential & Proprietary Information
 Business Management Course
Overview:
(BMC)
The business Management Course Experience is designed to allow participants to gain
two key areas- leadership and GE business initiative. During the course, participants
come from prominent business leaders (Private and Public Sector), academies,
economists, and other distinguished subject matter experts. Class members are
organized in teams to accumulate knowledge acquired during classroom interactions
and work on strategic issues or selected GE Businesses. Results are presented to the
sponsors of the project.
Learning Objectives:
Improve key conceptual leadership business skills while working in a global
competitive environment.
Participate in building a team capable of successfully conducting a sophisticated
business and receive personal feedback from team members on their role in this team
effort.
Work on a project that allows participants to apply their skills to help a GE business
with concern and receive feedback on their rigor of the analysis and recommendations.
Engage in open discussion and visits with key GE business leaders on issue of current
importance.
Build understanding of todays global business environment and the strategic
responsible businesses.
Who Should Attend:
Individuals in the Executive and Senior Executive Band who have been identified
through Organization and Staffing Review (Session C) process as having strong
potential to undertake equivalent functional responsibility.
Logistics:
 Executive Development Course
(EDC)
COURSE PHILOSOPHY
Addressing broad cultural issues by
benchmarking externally
Broaden perspective with new approaches
Ownership of key GE initiatives
AREAS OF LEARNING
Executive Broadening
External thought leaders
Internal GE leaders
Project analysis
Leadership Development
Exposure to external company processes
Global business environments
Cultural assessments
Personal Growth
International travel
Evaluate role as growth leader 30

2007 General Electric Co.

GE Confidential & Proprietary Information
 Executive Development Course
Overview: (EDC)
The Executive Development course, the capstone of the Executive Leadership sequence
three-week experiential learning and leadership programs focused on the development
executives sepected by the Office of the CEO. The class addresses a specific GE wide issue
selected by the Chairman. Working with a high level advisory team including Vice and
theme sponsors, the class developers and presents recommendations to GE senior.
Learning Objectives:
EDC is conducted in a global context with resulting recommendations and actions that
immediately impact GE business. Classroom dialog led by members of the Corporal Council
and External experts are balanced with field research to gather critical information
subsequent recommendations. Ares of focus may include.
Globalization
Innovation
Simplification
Governmental and Regulatory Opportunities
Customer Focus
Operating Excellence
Cash & other financial metrics
Organizational Structure
Who Should Attend:
Individuals in the Senior Executive Band and Corporate Officers selected through the
organization and staffing review (session C)
Logistics:
ECD meets for three weeks once a year. Special Note Prior attendance at MDC/BMC
preferred. Session C Nomination and Chairman approval required. Tuition USD 20,000
LIG: GEs Transformation Course
Objectives Content

Assess and address Growth Traits

gaps
Commercial Intel/
A rigorous framework Strategy
of growth tools
Innovation
World-class best
practices and GE Leadership
standards for
excellence Segmentation

Action Plan review Sales

Communications
Management/
with Chairman/ Compensation
Business Leaders
NPS 36
Great Teams and People
Our Invest and Deliver culture requires a team approach. We
launched the Leadership, Innovation & Growth (LIG) to help t
improve their growth culture and capability.
DAY ONE DAY TWO DAY THREE DAY FOUR

Imagination: External Inclusiveness:

Growth Trait Leading Focus: Communicati
Assessment Innovation Segmentation ons at GE

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Sales
Clear 2007 General Electric Co.
Leadership Management
GE Confidential & Proprietary Information Report Out
 Leadership, Innovation & Growth
(LIG)
Overview: LIG is an action learning program that provide business unit
leadership teams a critical and recurring time to think about their growth
commitment. Its designed to help the leadership the team members discuss
their business capabilities and culture and agree on important steps they will
take accelerate their growth. THE LIG Program is part of GEs operating
framework; leadership teams participate in a session every two to three years
and each iteration of the LIG program offers new material for the teams to
use in their discussions.
Learning Objectives:
In the second generation of the LIG program, participating teams will
experience discussions and commitment they made in the previous LIG
session by,
Discussing the key challenges they face to lead global growth in uncertain
times
Exploring specific concepts and methods that can help them overcome those
challenges, peripheral vision, scenario planning and globalization with world
class economic leaders
Review and refresh their own action plans and commitment to enhancing
their growth and culture
Who Should Attend: By invitation of the senior business leader and senior
HR, intact business. Average team size is 16 members and must include the
CEO/GM, CFO, COM, Commercial Leader, and HRM; additional leaders are
selected by their CEO/GM.
John F. Welch Center
Buildings:
Situated on 55 acre campus are a Residence Building with
single guest room, two building (The Education Building and the
Learning Center) with classrooms and meeting space, and the
Recreation Building (also know as the White House) for evening
networking and
socializing activities.
Meeting Rooms:
All of our meeting rooms are designed to support your
learning experience by providing a comfortable and flexible
Our education building houses four amphitheatre classrooms
environment.
that accommodate between 30 and 200 attendees, including one
classroom equipped with Cisco TelePresence (tm) technology. The
Education Building also has three flat meeting rooms that can
accommodate between 10-25 attendance as well as several
breakout rooms.
 The Learning Center has flexible flat meeting space to
accommodate 20-100 people in a variety of seating arrangements
as well as several breakouts rooms.
Each of our meeting rooms has ergonomic chairs and
tables, standard audio-visual equipment and a variety of writing
materials (Flip charts, note pads, stickie notes, pencils, markers.)

Booking Meeting or Events:

Depending the course schedule, Crotonville may be

available for use as a conference center for approved GE Groups,
meeting and events.
Global Services Technical
Training Academy
TTA is dedicated to the development expertise of the field
service engineers, Global Services through a structured
program approach