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