Leadership Development and Succession Planning: Meeting Proceedings

OVERVIEW
Executives and human resources personnel are constantly searching for effective learning tools to mold future leaders. New talent management architecture and internal auditing techniques give executives the tools they need to train and motivate their companies’ future leaders.

At the February 2004 Global Benchmarking Council meeting, members and guests convened to share best practices and insights into leading companies’ talent management models. Guests also experienced first-hand how Dell incorporates Business Process Improvement as an experimental learning tool to develop its future leaders.

Vice presidents and directors of executive development, human resources, operations, internal audit and other benchmarking professionals with interest in leadership development will benefit most from the case studies of eight leading companies and the summarized transcripts from five facilitated roundtable discussions.


COMPANIES AND CASE STUDIES
Most of the case studies listed below include speaker biographies, company background and key examples of leadership challenges and solutions achieved to ensure quality future leadership. Other case studies include either a recent benchmarking study or best practices in leadership development and succession planning. The meeting report also includes information gleaned from Dell site visits, speaker anecdotes, quotes, select slides, insights and key take-aways.

• IBM relayed innovative methods for leadership development and renewal through senior leadership teams, key leadership competencies, the reengineering of succession planning and the overhaul of executive development in “Identifying and Developing Leaders at IBM.”
• American Express shared the challenges they experienced post 9/11 and their solutions for more effective talent management architecture, including improved leadership development success measures, according to “Culture Talent and Talent: Links and Levers for Sustained Business Success.”
• Home Depot described its leadership development rotation and how the program has delivered diverse talent and inspired achievement and excellence through “Internal Audit: Transformation into a Talent Pipeline.”
• Thomson Corporation provided an overview of its talents management program and how the program has improved assessment of talent, refined talent pools, improved understanding of talent gaps and identified process improvement opportunities in “Leadership Development & Talent Management Innovations at Thomson.”
• QUALCOMM shared its easy-to-use talent management model that emphasizes understanding what kind of talent is currently needed as well as identifying current talent within the company in “Talent management Strategy.”
• Best Practices, LLC reported results of the GBC Quarterly Research project on leadership and succession planning metrics and programs in “Identifying & Developing Future Leaders.”
• University of Texas at Austin told stories of successful leader and the essential qualities that produce excellent leaders in “Leadership & the Art of Business.”

• Diversity and global leadership issues facing organizations
• Issues and challenges related to leadership and succession metrics
• Areas and methods of assessment essential for quality leadership metrics
• Key strategies and tactics to assess leadership potential
• Performance measurement tools and compensation

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