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- Title
GE's Crotonville: A Staging Ground for Corporate Revolution.
- Authors
Tichy, Noel M.
- Abstract
In 1981 Jack Welch, the CEO of General Electric, undertook a complete revamping of the company's culture. The old "genetic code" — built around a core set of principles based on growth in sales greater than GNP, with many SBUs, and relying on financial savvy, meticulous staff work, and a domestically focused company — was broken, and replaced by a new code — to build shareholder value in a slow-growth environment through operating competitive advantage, with transformational leadership at all levels of the organization. To do this, a new breed of leader was required, one who could not only transform the organization, but also develop global product and service strategies, strategic alliances, global coordination and integration, and global staffing and development. Welch gave this task to Crotonville, GE's Management Development Institute. Tichy, who led Crotonville in the final years of the institute's transformation, discusses how the overall Crotonville strategy and development stagecraft were developed over the years to meet this challenge, and provides lessons that CEOs from other companies can draw from the Crotonville experience.
- Subjects
STRATEGIC planning; STRATEGIC alliances (Business); WELCH, Jack, 1935-; CHIEF executive officers; GENERAL Electric Co.; CORPORATE culture; ORGANIZATIONAL ideology; TRAINING of executives; LEADERSHIP; COMPETITIVE advantage in business; ORGANIZATIONAL change; ASSESSMENT centers (Personnel management procedure)
- Publication
Academy of Management Executive (08963789), 1989, Vol 3, Issue 2, p99
- ISSN
0896-3789
- Publication type
Article
- DOI
10.5465/AME.1989.4274758