Strengthening the weak link in strategic executive development: integrating individual development and global business strategy

Article Abstract:

A study demonstrated that there is a weak link between business strategy and executive development strategy. This finding should be a cause for concern because this could lead to a failing leadership as well as strategic implementation. Fortunately, some companies, including 3M and Motorola, are already starting to address this issue, with human resource professionals playing a significant role in the implementation of business strategy. In these organizations, current strategic business issues drive flexible and opportunistic executive development practices. On-the-job experiences are consciously employed in a manner that makes executive development an important element of business activity. Implications are discussed.

International business enterprises, Multinational corporations, Executive ability

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How top management and the organization itself can block effective executive succession

Article Abstract:

Planning for management succession is an important element for continued prosperity in organizations, but not all firms can achieve success in this area. Typically, successful companies are ones which connect succession planning with corporate goals. Case studies centered on the structure, culture, and strategy at two different firms are presented to illustrate what helps and hinders management succession. Research results indicate that companies which use a focused approach combining organizational design with succession programs can add value to both overall business achievement and succession activities.

Management, Business planning, Organizational change

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Dilemmas in linking succession planning to individual executive learning

Article Abstract:

The issue of connecting the selection of top-echelon executives with their education and development is examined. Three stages in an organization's development of a succession system are described, and problems in linking executive learning with succession are discussed. Most planned executive development is aimed at task learning rather than personal learning, and neglects active learning tasks. Recommendations are made for enhancing personal learning for executives and for better integrating this learning with the strategic succession planning of the organization.

Analysis, Planning, Corporations, Business enterprises, Management training

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