Aligning leadership development for general managers with global strategy: the Bristol‐Myers Squibb story

Aligning leadership development for general managers with global strategy: the Bristol‐Myers... Purpose – This paper aims to describe an innovative, blended learning approach to global general manager (GM) development at Bristol‐Myers Squibb that encompasses the career lifecycle from pre‐promotion, on‐boarding and ongoing development for GM incumbents. Design/methodology/approach – This is a case study of a leadership development initiative that included executive sponsorship with ongoing guidance and direction from a General Manager Advisory Council, who ensured that the learning solutions were relevant, high impact and supported on the job. The approach helped global GMs build networks of support and learning through peer coaching, leveraging the diverse and complementary skills these leaders bring to their roles. Findings – Based on their diverse backgrounds, it is essential to use multiple learning approaches to GM development and avoid a “one size fits all” mindset. Blended learning, selective use of classroom instruction and social networking tools were combined to create a comprehensive curriculum that supports organizational strategy and builds the leadership pipeline at Bristol‐Myers Squibb. Originality/value – This case study will help other learning professionals who are charged with developing “leaders of leaders” on a global scale . http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

Aligning leadership development for general managers with global strategy: the Bristol‐Myers Squibb story

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Publisher
Emerald Publishing
Copyright
none
ISSN
0019-7858
D.O.I.
10.1108/00197851111098108
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to describe an innovative, blended learning approach to global general manager (GM) development at Bristol‐Myers Squibb that encompasses the career lifecycle from pre‐promotion, on‐boarding and ongoing development for GM incumbents. Design/methodology/approach – This is a case study of a leadership development initiative that included executive sponsorship with ongoing guidance and direction from a General Manager Advisory Council, who ensured that the learning solutions were relevant, high impact and supported on the job. The approach helped global GMs build networks of support and learning through peer coaching, leveraging the diverse and complementary skills these leaders bring to their roles. Findings – Based on their diverse backgrounds, it is essential to use multiple learning approaches to GM development and avoid a “one size fits all” mindset. Blended learning, selective use of classroom instruction and social networking tools were combined to create a comprehensive curriculum that supports organizational strategy and builds the leadership pipeline at Bristol‐Myers Squibb. Originality/value – This case study will help other learning professionals who are charged with developing “leaders of leaders” on a global scale .

Journal

Industrial and Commercial TrainingEmerald Publishing

Published: Feb 1, 2011

Keywords: Managers; Leadership development; Peer mentoring; Globalization; Curriculum development

References

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