Even today, Immelt takes a month off, just to travel from place to place and from division to division around the world just to ensure that internal talent is being well-groomed across all GE centres. And that’s where we arrive at ‘Session C’, which implies the leadership and organisational talent review programme at GE. During these intensive exercises, the CEO & VP-HR from across various divisions review the talent pool leadership potential of various candidates in GE. Today, the Welch Leadership Center continues its legacy, serving as a powerful organizational force that commissions each of its employees with an important reminder: to never stop learning. A striking similarity is found in the succession policy practiced at Infosys, where at a time there are more than one potential ‘internal’ candidates ready to be made the CEO (at present there are 55 potential candidates to replace Gopalakrishnan; 5 from the executive board, and 50 other Tier 1 leaders). This is where the Infosys Leadership Institute at the company’s Mysore campus comes into the picture.
The 162,000 square feet framework, built at a cost of Rs.411 million, is where the current business heads train and search for next-gen Infosys leaders. It is interesting how both these companies believe in this being the ‘era of the groomed insider’ – they hire, train and then choose one out of the trained lot. They don’t believe in scouting for an ‘outsider’ to lead the company. Efficient succession planning, training and development are the reasons GE and Infosys are forces to reckon with.
The 162,000 square feet framework, built at a cost of Rs.411 million, is where the current business heads train and search for next-gen Infosys leaders. It is interesting how both these companies believe in this being the ‘era of the groomed insider’ – they hire, train and then choose one out of the trained lot. They don’t believe in scouting for an ‘outsider’ to lead the company. Efficient succession planning, training and development are the reasons GE and Infosys are forces to reckon with.
Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).
and Arindam Chaudhuri (Renowned Management Guru and Economist).
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