How Ge Teaches Teams to Lead Change

1837 Words May 23rd, 2013 8 Pages
The purpose of this paper is to prepare a summary of the Harvard Business School Case Study “How GE Teaches Teams to Lead Change” and indicate whether or not GE is successful and what lessons if any can be learned from their LIG program.

In 2007, Steven Prokesch attended the four day Leadership Innovation and Growth (LIG) program at General Electric’s leadership development center in Crotonville, New York. A year later he revisited the 19 senior managers who had attended with him to see how much influence the program had made. “The answer was plenty, “ Prokesch writes. New initiatives had been launched and businesses created. Manager’s genuinely trying to modify their roles and behavior in order to stimulate and promote growth.
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The presentation has to include a simplified version of growth for the business unit and the organizational, cultural and capability changes that the business unit team member’s have decided need to be made in order to optimize growth. Based on feedback from the CEO, and after going back to their respective businesses, the members of each team are required to redefine their thoughts into a one or two page “commitment” letter to the CEO.

Clearly, LIG has made a big difference at GE. The beauty of LIG is that it helped GE’s business leaders to see for themselves what they needed to do and to develop and create initial action plans containing a handful of priorities.

Understandably, the going hasn’t always been easy. Some of the lessons learned from the training session, that Prokesh attended in 2007, specifically to Power Gen business unit, is that that getting the growth board up and running was tougher than anticipated. Executives found it difficult to review and discuss proposals that lacked hard numbers and to authorize spending money on efforts with highly uncertain prospects. In addition, Power Gen managers said that figuring out how to delegate and transfer power to the business geography regions entailed considerable effort: They had to make sure the process for global customers remained consistent across regions and decide which contract terms should be standard (warranty requirements and protections against fluctuations
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