Investing in Talent continues to be key element in GE's Success

In my book: "The Secret to GE's Success" I pointed out that one of the key's GE's success is its continuing investment in the development of people.


It started at the beginning when GE developed three key training programs...one for its engineering talent, the other for financial personnel and the third its apprentice system. Swope and Young established the annual "Association Island" programs and Cordiner created the first and still strong management institute at Crotonville to teach the art and science of Professional management.


All of the CEOs since the mid 1950's have used Crotonville to develop key people and to get support their selective initiatives. I spent five great years developing and leading strategic thinking and development courses and the four week Management Development Course and it contributed significantly to my own development and enabled me to be an effective leader and coach.


According to a recent November 25, 2007 Reuter's article, GE and Immelt continue to make major investments in development globally.


They reported that GE spends $1 billion in training its own people and another $1.5 billion on customers...Crotonville was updated under Welch and still serves as the center of "learning"....(It is interesting that GE has a LEARNING officer and not just a development leader... I think this is appropriate since as a teacher and consultant, it is clear that everyone can learn from a professionally developed and implemented program.)


Having the right talent, at the right time and in sufficient numbers often is the difference between winning and losing. Take a look at my extensive descriptions of GE's programs and their strengths and limitations in my book.