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Article
Publication date: 1 February 2011

Marjorie Derven and Kristin Frappolli

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

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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.

Details

Industrial and Commercial Training, vol. 43 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Available. Content available
Article
Publication date: 8 August 2016

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Abstract

Details

Human Resource Management International Digest, vol. 24 no. 6
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 20 January 2012

The purpose of this paper is to describe a blended‐learning approach to global general manager (GM) development at an international pharmaceutical company.

666

Abstract

Purpose

The purpose of this paper is to describe a blended‐learning approach to global general manager (GM) development at an international pharmaceutical company.

Design/methodology/approach

The reasons for the training are explained, the form it takes and the results it has achieved.

Findings

The paper advances the view that participants' diverse backgrounds make it essential to use multiple learning approaches, including e‐learning, classroom instruction and social networking.

Practical implications

The role of an advisory council is highlighted in helping to ensure that the learning has significant impact and is supported on the job. By supporting the development of a bio‐technology culture, the training is helping the company to develop innovative medicines that can help patients to prevail over serious diseases.

Originality/value

The paper provides plenty to interest people charged with developing “leaders of leaders” on a global scale.

Details

Human Resource Management International Digest, vol. 20 no. 1
Type: Research Article
ISSN: 0967-0734

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