Succession Planning at GE
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
Leadership Development in GE
The company used mainly annual performance reviews for identifying potential
candidates, until the early 1980s. However, after Welch took over as the
CEO, the succession planning process at GE became a more systematic process,
with the use of various analytical tools and the involvement of the top
management in leadership development and succession planning.
The CEO Succession Planning Process
The succession planning by Welch for his post had started way back in 1994, when Welch, with help of Bill Conaty (Conaty) and Chuck Okosky (Okosky), both vice-presidents, HR and Executive Development, created a list of essential qualities, skill and characteristics an "ideal CEO" should posses. The list mainly included elements such as integrity and values, vision, leadership, experience, edge, stature, fairness, energy, balance, insatiable appetite for enhancing knowledge, courageous advocacy, and most importantly, stomach to play for high stakes and being comfortable operating under a microscope...
Exhibit I: An Overview on Succession Planning
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