Best Practices in Leadership Development and Organization by Louis Carter

By Louis Carter

As a graduate scholar in diplomacy I research the results of bad management world wide. so that you can think how very important insightful phrases on management are at the moment. Mr. Carter has given us the instruments to make us larger leaders all we need to do is find them! I hugely suggest all of us learn this publication.

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Extra info for Best Practices in Leadership Development and Organization Change: How the Best Companies Ensure Meaningful Change and Sustainable Leadership (J-B US non-Franchise Leadership)

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The Leadership Development Showcase served as an appropriate opening for the program. Similar presentations were then conducted in a variety of internal HR and leadership development sessions, both in person and via telephone during summer and fall 2000. As the program grew, word of mouth became an extremely effective marketing tool. As more leaders participated in the program, word began to spread internally. Some line executives have nominated themselves and entire reporting teams to go through the program together as a unit.

Once you’ve got a technology you think you can use for something . . that’s maybe the secret . . somebody’s got to believe . . ” —David Howard, Corning Telecommunications Corning needed to focus on its effectiveness in both approach and deployment of resources to understand current and future customer and market needs—a weak point traditionally. Included in this focus was—and still is—the assessment of current performance, development, and execution of improvement plans. The prescription involved people in all functions and levels collecting data, applying analytical tools, developing insight, and sharing that insight throughout the organization, which today supports “roadmapping,” “portfolio,” and the five-stage innovation process itself.

The long-term benefit of having the five-stage innovation process and training people across the company in its use was that, in an era when “time to market” became the competitive issue for industry at large, Corning had already developed the routine practice of including all major parties in any new process or product innovation as early as possible. Ted Kozlowski, one of Corning’s key development managers for many successful products, commented that the relations between people were critical.

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