A survey by Fortune to find out how the world's top companies develop their leaders in a global economy threw up some interesting stories and some not so interesting ones (but often over-looked by most others). The following is a gist of the responses given by the surveyed companies. For more details go to :
http://money.cnn.com/galleries/2007/fortune/0709/gallery.leaders_global_topten.fortune/8.html
Hindustan Unilever
Mumbai, India
Revenue1: $2.74 billion
No. of employees: 15,000
CEO: Douglas Baillie
"Place the Right People in the Right Jobs".
General Electric
Fairfield, CT, U.S.
Revenue1: $168.3 billion
No. of employees: 300,000
CEO: Jeffrey Immelt
"GE's legendary Crotonville training facility".
Nokia
Espoo, Finland
Revenue1: $51.6 billion
No. of employees: 68,500
CEO: Olli-Pekka Kallasvuo
"Create a Mentoring Mentality".
McKinsey
Revenue1: More than $1 billion3
No. of employees: 14,000
CEO: Ian Davis, managing director
"Groom Global Talent".
Infosys Technologies
Bangalore, India
Revenue1: $2.2 billion
No. of employees: 76,000
CEO: Kris Gopalakrishnan
"Empower Young Employees".
There is nothing definite about people management. It is, in essence, a recipe that you need to try and tinker with as you go along. So, there is a science and there is an art about it. The danger is when one becomes too much artistic about people management (results not achieved but the people are happy) or when one is too scientific (results are achieved but people are miserable.
So, whether you build a sophisticated training facility like GE or empower your youngest and brightest like Infosys, you will still need to adopt and adapt to suit your company's unique needs and peculiarities.
Success may not be guaranteed but self satisfaction is! So, go on...develop your people and make them into global leaders.
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