BEST PRACTICES
FOR C-LEVEL
SUCCESSION
PLANS
Table of Contents
Executive Summary………………….………………….3
Case Studies
General Electric………………….……………….…......5
Microsoft……………………………………...................7
Mcdonalds……………………………..............……….11
Johnson Controls………………………..…………….11
KONE Oyj …………………………….............……….12
Schindler………………………………................….….14
BAE Systems………………………….........…………..16
Mitsubishi Corporation …………………...........……..19
Samsung Electronics Co., Ltd……….........……….….21
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Case study/Research report on best practices and processes in Succession Planning
in industrial and transportation manufacturing companies. Emphasis on succession
planning for top critical roles.
Executive Summary
Featured Companies: Kone, Schindler, BAE, Mitsubishi Corporation and Samsung
C-Level Succession Planning
Microsoft, General Electric, Johnson Controls and Mcdonalds have quite well publicized C-Level
succession planning programs. A recurrent theme running through all their succession plans was
regular reviews of the successions, (sometimes up to 6 times a year), which enable the talent
planning and fulfilment process to be planned, responsive and agile.
Annual Leadership Review Process
Succession planning at these companies tends to revolve around an annual leadership review
process, (which utilizes extensive individual performance data), to review critical roles in the
business.
Kone, for example, have an Annual Leadership and Talent Review (LTR) which focuses on the
occupants of 500 leadership roles worldwide. During this process high potentials are identified,
successors to key jobs are nominated and developmental actions are decided for key positions.
While Schindler Group undertake an annual forced ranking of leadership population to identify
high performers and leaders with potential for critical roles in leadership and functional
expertise. The Management Resource Planning process is Schindler’s annual process for review
of performance of current leadership as well as succession planning
Attracting Hi-Potentials
These companies often form strong relationships with top universities and business schools in
order to attract high potential candidates graduate and MBA’s in the science and engineering
disciplines. Take Schindler Group, for example who have have special relationships with IMD in
Lausanne, INSEAD in Fountainbleau, St Gallen in Switzerland and the London Business School
in the UK and they recruit high-potential MBAs (ideally engineering or technical) every year for
specific positions with future leadership roles or expert field roles in mind.
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Leadership Development program
All these companies have a strategic framework of leadership development programs designed
to grow and develop high-potentials into both future leaders and functional experts. Among
BAE Systems array of programs is the Leader Development Program (LDP), Prism, (which is
designed to ready technical experts for critical senior roles), and the Finance GPS Program.
Such programs may last anything from about 2 to 4 years, depending on the developmental
challenge.
Leadership Development Interventions
These companies rely on a diverse range of tools and tactics to develop high potential talent
into future leaders. Some of the most commonly cited ones are:
• Rotational Job Assignments
• Technical and professional training to obtain applicable certifications
• Pursuit of an advanced degree in a relevant field
• Leadership development training
• High-impact career development plans
• Stretch assignments to build personal leadership skills
• Conscious expansion of personal networks
• International assignments and exposure
• Targeted development of critical thinking skills
• Action Learning projects
• Face to face forums
• Virtual learning modules
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General Electric
The Management Development and Compensation
Committee Charter oversee C-Level succession planning.
The committee typically will meet at least six times a
year. The purpose of the committee shall be to carry out
the board of directors’ overall responsibility relating to
organizational strength and executive compensation. The
committee has the following authority and responsibilities
around succession planning:
‘To assist the board in developing and evaluating potential
candidates for executive positions, including the chief
executive officer (CEO), and to oversee the development
of executive succession plans. This responsibility shall also
include overseeing the Company’s talent recruitment and
retention efforts. This should include interaction with the
Company’s leadership development institute, review of
data from the employee survey and regular review of the
results of the annual leadership evaluation process.’
GE BOARD’S 6 YEAR CEO SUCCESSION
PLANNING PROCESS
2011 Detailed succession planning initiated
•
Management Development and
Compensation Committee (MDCC)
dedicates portion of every meeting to CEO
succession
•
Candidates moved into CEO preparatory roles
•
Initial draft of leadership criteria for the next
CEO is completed
2012 Successor criteria refined
•
Leadership criteria for next CEO is refined
•
Including the previously identified internal
candidates, the CEO succession list expands
to encompass other key leaders
2013 Succession timing identified
•
Board plans for summer 2017 as timing for
CEO transition
•
CEO candidates appointed to larger
leadership roles
2014 Board increases time spent on ceo
succession
•
MDCC dedicates additional time to CEO
succession, including pre-Board sessions
•
Successor criteria continues to be refined
in light of the business environment and
strategic needs of the company
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2015 Board considers external
candidates; intensifies focus on
internal ones
•
•
•
•
•
Board visits, providing candidates
with increased exposure
MDCC and Jeff Immelt ensure
targeted development and growth
plans for all CEO candidates
External candidates reviewed,
including detailed profiles on the
top 10
Board refines list to focus on
internal candidates only; Following
review of external candidates,
Board determines internal
candidates had best attributes to
lead company
Board reaffirms summer 2017
as timing for CEO transition,
with Chairman transition to be
completed by January 2018
2016 Board and immelt work closely with final
candidates
•
Board visits continue. MDCC work intensifies. Final
candidates confirmed
•
Jeff Immelt intensifies in-depth coaching work with
final candidates
•
Final candidates have increased exposure to
investors and media
•
Board finalizes succession roadmap
•
360 degree leadership assessment on all candidates
•
Detailed roadmap developed for summer 2017 CEO
decision and transition
2017 Final transition planning and succession
Board interviews individual candidates - early May
Individual candidate questions by Board to
understand their vision for the company
• Final review and evaluation of candidates against
strategic needs of the company
• Board voted on CEO on June 9, 2017
•
•
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Microsoft
‘Talent Talks’ is Microsoft Succession Planning Process for the
CEO’s Direct Reports
Microsoft wanted their leaders to be accountable to building
organizational capability, to ensure that their processes were
rigorous and that the CEO could get an end-to-end view of the
depth of talent.
The framework of Talent Talks centers around the following
objectives: to identify the strength of the bench, how external
talent is being cultivated, work through succession planning and
review talent inflow and outflow.
Present at each Talent Talk is CEO Satya Nadella, Kathleen Hogan
CHRO Microsoft, the talent leader (Joe Whittinghill), the senior
leader and an HR partner. During the discussion, they talk about
the leaders’ directs, how they’re thinking about their succession
planning, their talent, the strength of the bench and any external
talent they’ve brought in and are cultivating.
The small group also reviews hiring by level, examines the “net
talent inflow,” assesses competitor influence and talks about how
the leader and the team may be impacted if someone leaves
compared to how they’d fare with robust bench strength.
As potential successors are identified, their leader asks whether
they’re interested in becoming a successor, rather than assuming
so and putting them on a list. Hogan mentioned a time when she
put successors on a list without speaking to them first—a mistake
she didn’t make twice.
Talent Talks ensure that leaders create plans that are real, and
the potential successors are viable and ready for their roles. his
forward-looking approach helps Microsoft avoid being blindsided
and also helps cultivate talent in a way that encourages career
growth.”
Key Interview Excerpts with Gallup and CHRO at Microsoft on C-Level Succession
Planning
How do you develop talent and prepare your business for the future when your organization
spans over 90 countries and more than 110,000 people?
Hogan: This was one of the very first questions I asked myself when I stepped into my
role three years ago. I had been leading our Services organization, which is Microsoft’s
consulting team, so while I had no “direct” HR experience coming into my role, I definitely
had a strong focus on the value of our people and the importance of talent. Working
with leaders across the company and with our CEO, Satya Nadella, led us to revise our
succession planning and talent review system -- a new process we call Talent Talks.
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What was the goal of Talent Talks?
Hogan: At its core, it was about being intentional about our talent and preparing for the
future. At the same time, we wanted to eliminate anxiety in the process of having talent
discussions, and instead create open discussions with real purpose and business value.
A lot has been written about “today’s Microsoft.” We’re focused on lifelong learning
and a growth mindset, and our approach to our people, processes and products is really
different than it was in the past. Under Satya’s leadership, we’ve taken a hard look at not
just how we do things, but why we do them.
One of our major adjustments in the HR space was how we look at talent for both today’s
and tomorrow’s needs on the individual level, as well as how we look at our talent bench
at a higher, organizational level. In the past, we had a process called “People Review”
that ended up creating significant nervous energy for a lot of people. While the initial
approach was sound, it had deteriorated into a process of number analysis and wasn’t
yielding results. Our former CEO Steve Ballmer decided it wasn’t adding value, and it was
shuttered in 2014.
As we looked at our culture, we recognized a key part of embodying a growth mindset
is learning from your past to reinvent a better future. With that concept in mind, our
leadership team decided to revive the concept of People Review, but with a new process
and a new name. We decided to call it Talent Talks, because we wanted to make it less
abrasive and judgmental -- and more about placing an emphasis on developing our talent
and planning for the future. We needed some way for our leaders to be accountable to
building organizational capability, and to ensure that our processes were rigorous and our
CEO could get an end-to-end view of the depth of our talent.
This seems like a huge overhaul for a company the size of Microsoft. How did you get started?
Hogan: The first year, we decided to pilot the discussions, and we took on certain topics
like diversity and succession planning. By the second year as we had institutionalized those
topics, we were able to include more topics. And by the third year, we have a much more
thorough approach to discussing talent.
We think talent should be something that you think about all the time, so our approach is
that Talent Talks are just a moment in time to check in with the CEO, versus cramming for
a review once a year. When we developed our Talent Talks framework, we decided to start
at the leadership level and move down three more clicks -- so in addition to being focused
on Satya’s direct reports, we would focus on our direct reports, and their directs. The
objective is to identify the strength of the bench, how external talent is being cultivated,
work through succession planning, review talent inflow and outflow, etc.
So while we do Talent Talks at certain times of the year, talent is something we think about
year-round -- it’s certainly always on my mind! And because of the process we’ve put
around Talent Talks, I am always able and ready to present our talent story to Satya or our
Board of Directors.
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This sounds like a pretty thorough process. How much time does Satya and the leadership team
invest in this?
Hogan: For some of our leaders, that means a review covering a 15,000-person
organization. In a case like that, we spend more time on the directs and their directs
and we look at their teams -- this is a significant investment of time. Each of Satya’s
directs holds their own process to drive succession planning and building organizational
capability. And that feeds into the process that Satya holds (Talent Talks), which involves a
meaningful amount of time for each direct report and their organization.
At each Talent Talk, we have Satya, me, the Senior Leader with their HR partner, and
also our talent leader, Joe Whittinghill. It’s a small group, and we try to keep it small. We
talk about the leaders’ directs, how they’re thinking about their succession planning,
their talent, the strength of the bench and any external talent they’ve brought in and
are cultivating. We talk about hiring by level, we look at net talent inflow, we consider
competitor influence, and we discuss how a leader might be exposed if someone left,
versus where they have lots of up-and-comers and bench strength. We also review all the
organization’s partners too. We have about 1,200 partners in the company -- so if a leader
has partners, we’re looking at them, even if they’re not a direct report. We take a look at
talent that came into the group and talent that went out to see if we can identify patterns
to understand why people are moving. It’s helpful to understand if the moves are simply
career progression or something else so we can course correct in areas that need help. We
ask them to discuss how they’re activating our culture, including being intentional about
creating a diverse and inclusive work environment. Each leader will also talk about their
goals and summarize the state of people or culture and process to ensure we’re spending
time on the future leaders.
The final step is what we call our Combined Talent Talks. Each leader does their individual
Talent Talk with Satya, then a couple of weeks later, we have the go-to-market (our sales
and marketing leaders) Talent Talk where we’ll look holistically across marketing segments
and the field (global sales). The second Combined Talent Talk is across our engineering
groups where leaders of engineering will look at all the topics that span across their
organizations from a talent perspective. These have been powerful additions to the
process as it gives Satya and his leaders time to jointly discuss talent topics that are
common and key across these groups, and the outcome is to have aligned points of view
that drive talent decisions. It’s a major investment, but we believe it’s well worth it.
One major aspect of Talent Talks is succession planning. How do you go about that process?
Hogan: Each leader and their directs identify their potential successors. Successful
succession planning is more than just identifying who will take over in the case of a role
move -- it means having a conversation to see if the identified individual is interested in
being the successor. It sounds obvious, but you can’t just put somebody on the list without
having talked to them first.
I learned this lesson the hard way. As a business leader going through my first year of
our former People Review process, I was asked about external candidates I had on my
succession plan. It was clear I had put the names on this list, but I’d never talked or met
with them. I didn’t make that mistake twice, and when the time came for me to move into
my role in HR, I had five to six external candidates in addition to the internal candidates
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that I actively cultivated. The process worked, and we were able to quickly hire and move a
new leader into my former role.
I brought this perspective to the Talent Talks process, making sure that leaders create
plans that are real and the potential successors are viable and ready for these roles. This
forward-looking approach helps us avoid being blindsided and also helps cultivate talent
in a way that encourages career growth.
Do you use the Talent Talks process only for succession planning, or is this also about moving
people across the company?
Hogan: When we started our journey to change the culture at Microsoft, we already had
aspirations to achieve something we call “One Microsoft.” This simply means we’re all
aligned for the better good of our company, our employees, our customers -- we operate
as one unit, even though we’re spread all over the world and work on a gamut of products
and services.
Talent Talks is definitely instrumental in leaders’ career development, and we use the
process to look at leaders who needs to gain new and different experiences. Satya has
often said that he found it helpful to move around and have different experiences before
he became the CEO. I feel the same way -- my career journey is filled with a variety
of experiences in different organizations. So within Talent Talks, we look at gaps that
someone might have, and we consider ways to move them around to help shore up those
needs. We also believe it’s incredibly helpful in creating a spirit of “One Microsoft” at the
company. When you’ve worked in different groups during your career at the company, you
can bring different and diverse perspectives to new roles -- and maintain great affinity for
your former teams.
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Mcdonalds
Succession planning process ensures regular access to internal talent, both
formally and informally.
“In a 2010 webinar conducted by the Kelley School of Business, McDonald’s
Chairman Andrew J. McKenna said, “I think that the greatest risk facing
a board is that they do not pick the right CEO or, in turn, that the CEO
does not pick the right people behind him.” This led to a discussion on
succession planning and talent-development practices in global companies.
Citing his experience at McDonald’s, McKenna said, “At McDonald’s, the
board of directors has six regularly scheduled board meetings, and one of
these meetings is entirely devoted to a discussion of succession planning
and talent development at the C level and throughout the company.
Beyond this one meeting, a portion of every board executive session is
devoted to a discussion of succession planning and talent-development
issues.” Finally, McKenna noted that he can “identify several current leaders
at McDonald’s around the world who have demonstrated a performance
profile such that they have been identified as potential C-level leaders 10
years from today at McDonald’s.”
Johnson Controls
Johnson Controls had just two CEOs— both internally developed —
during the 20 year study period. James Keyes joined the company in 1966,
became president in 1986, and served as CEO from 1988 until 2004. John
Barth joined the company in 1969, served in a variety of management roles
before becoming president in 1998, and served as CEO until 2009, when
another internally developed leader, Stephen Roell, became CEO. Roell
still mans that post and also serves as chairman.
The period of Keyes’ leadership was dramatic in terms of delivering
value to shareholders. When he became CEO, the company had sales
of $3 billion. By the end of 2003, sales were more than $22 billion, and
Keyes had established an enviable record for increasing earnings. The
key metrics from 1987 until 2007 include average annual returns of 17.8
percent stock appreciation, 13.9 percent revenue growth, 14.9 percent
return on equity, 9.1 percent earnings-per-share growth, a 9.01 percent
return on investment and a 5.8 percent return on assets.
Talent development is a core focus for Johnson Controls’ leadership team.
Keyes, now retired, remembers it this way: “We were growing rapidly
and we were always looking for leaders to run new businesses. We gave
people lots of responsibility, and the good leaders grew quickly. You put
someone in a new situation and you could see how they handled it, how
they managed. What was always key was how they developed people.”
Several internal business leaders at Johnson Controls competed for,
but did not get, the top position, yet they went on to become CEOs at
other organizations. (The same has been true at GE.) Growing businesses
create an urgency for developing talent. As Keyes put it, “Developing and
growing people through your organization has benefits for everyone.”
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KONE Oyj
Founded in 1910 and headquartered in Helsinki, Finland, Kone
is an international engineering & service company employing
55,000 across 60 countries worldwide. Rev. 9 Billion USD.
KONE’s Annual Leadership and Talent
Review (LTR) focuses on the occupants of 500
leadership roles worldwide. This review of top
critical roles requires that all businesses and
geographic areas
1. identify high potentials,
2. nominate successors to key positions,
3. decide on development actions for people
in key positions.
Areas and businesses are expected to
nominate 1-5% of their staff for review which
represents approximately 300 high potentials
(HiPo’s) worldwide who do not currently
occupy key positions.
Identifying high potentials at an early
career stage, (6 months prior to potential
appointment), is
considered optimal as individuals can be
provided with targeted personal development,
which includes:
KONE leadership training programs,
cross-functional and geographical moves
and stretch assignments,
• and mentoring as well as coaching.
•
•
The executive team steer this review process
by setting annual targets including:
diversity(gender and nationality),
development (proportion undergoing job
rotation),
• and, recruitment (external versus internal
sourcing).
•
•
“High Potential” is defined as the ability,
commitment and motivation to succeed in
more senior leadership positions.
A “walk and write” approach is used at LTR
meetings to stimulate input and discussion
about the candidates. Reviewing the
succession plan for the top positions is also
part of the meeting, giving a measure of the
‘bench strength’ of areas and businesses, as
well as an indication of the need for external
recruitment, and the urgency of renewal in
management teams.
As is common practice in the Nordic countries,
HiPo’s and succession candidates are not
usually informed of their status. KONE believes
that 70% of development happens through
job, project and rotational challenges, 20% by
learning through others (HiPo’s have a mentor
and many receive special coaching), and 10%
through formal education and training.
The Role of HR at Kone
The Head of Talent Management is
responsible for kicking off the LTR process,
providing guidance and tools, and travelling
to all Area- and Unit-level LTR workshops to
ensure they are run effectively.
Open Culture
KONE has created a talent culture in which
managers openly talk about individuals from
the perspective of personal growth and
thinking about developmental opportunities.
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One significant factor that is attributed to the
evolution of this talent mindset is the support
and commitment from the highest levels of
management, including the CEO. Another
factor has been the development of global
tools and processes.
Bench-strength
To ensure there are sufficient numbers of
competent, ready and available successor
candidates and meeting job rotation and
diversity targets, KONE HR have improved
recruitment quality by becoming more active
in helping managers to identify rotation
opportunities, and ramped up efforts to
identify HiPos earlier by going down levels in
the organization and introducing country-level
LTR workshops.
China -Shortage of High Potentials
China posed particular challenges for the
global talent management process in KONE.
Kone entered the market relatively late
compared to it’s global competition. They
found there was shortage of high potentials:
few of the Chinese managers satisfied the
global Basic Requirements, notably fluent
English. KONE relaxed the global criteria,
allowing also local HiPo’s to be nominated
who did not speak English. Partly due to
expectations for rapid career progression
amongst Chinese employees, the high
potential identification process in China was
also pushed down to branch level.
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Schindler
The Schindler Group is a Swiss multinational company which
manufactures escalators, moving walkways, and elevators
worldwide. Revenues: CHF 10,179,000,000
Attracting Hi-Potentials
Schindler Group develops MBAs into
leadership roles. They have special
relationships with IMD in Lausanne, INSEAD
in Fountainbleau, St Gallen in Switzerland
and the London Business School in the UK
and they recruit MBAs (ideally engineering or
technical) every year for specific positions and
help them identify their potential and develop
them into leadership roles or expert field roles.
Succession Planning and Leadership
Development
The Succession Planning and People
Development processes will assess the
candidate’s potential, and allow for early
career and development planning.
Schindler evaluate performance annually
based not only on what has been achieved
but also how it has been achieved. There
is a specific focus on key strategic roles in
the branches where operational excellence
is critical. They encourage managers to
set challenging goals and reward high
performance through recognition, financial
incentives, and most importantly development
opportunities. Schindler undertake an annual
forced ranking of the leadership population
to identify high performers and leaders with
potential. Their goal is to fill the majority of
our leadership and expertise roles internally
through development and promotion.
Develop both future leaders and functional
expertise
The Management Resource Planning process
is Schindler’s annual process for review of
performance of current leadership as well as
succession planning.
The Schindler Leadership Framework
describes the key behaviors which they
expect from leaders. It is the foundation for
all leadership assessment, selection, and
development activities. Schindler worked
with Towers Watson to create an employee
engagement survey back in 2014 which
enabled them to develop their leadership
framework and formulate a leadership
development programme for senior leaders
based on the Schindler Leadership Framework.
A Leadership Development Review
is conducted annually and prompts a
conversation between employee and manager.
Development actions for the employees to
improve their leadership skills are identified
and initiated.
The Schindler Talent Radar process identifies
and develops mid-career leaders for future
senior leadership roles.
Leadership development opportunities,
such as training programs, special project
assignments, international development
assignments, job rotations, etc. are offered
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for all levels within Schindler to provide
opportunities to develop leadership behaviors
The Schindler Career Development
Program provides unique opportunities
for early-career leaders to grow their
leadership skills. It is a long-term, on-the-job
management training program with a time
frame of six years that gives grads the chance
to rise to top positions in mission critical areas
They provide visible and flexible career paths
for all employees seeking to grow their career.
Technical, business, and leadership training
courses offer opportunities for all employees
to develop the necessary skills for success.
Field staff certification ensures that our
technicians have the skills to meet and exceed
their customer expectations and needs.
They selectively provide opportunities for
international assignments to transfer expertise,
develop their people and promote diversity
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BAE Systems
BAE Systems plc (BAE) is a British multinational defence,
security, and aerospace company with over 100,000
employees world-wide. Revenues £18 Billion.
BAE Systems Leadership Development
Programmes Architecture
BAE systems has a strategic framework of
leadership programs designed to develop
high potential talent.
1. BAE Systems Leader Development
Programme (LDP) is designed to attract,
develop, and retain high potential, entry-level
professionals capable of assuming positions of
leadership within BAE Systems. The
two- to three-year program consists of four key
components:
Rotational Job Assignments, generally
rotating on a yearly basis
• Technical and professional training to obtain
applicable certifications
• Pursuit of an advanced degree in a relevant
field
• Leadership development training
•
At the conclusion of the two-to-three year
program, participants will be assisted in
finding a role at BAE Systems that aligns with
their enhanced experience and leadership
potential.
2. Catalyst focuses on growing the skills and
capabilities of BAE Systems’ high potential,
early career employees. Featuring two
face-to-face forums, virtual learning modules,
and action learning projects, the program
is designed to develop the skills necessary
to meet the challenges of future leadership
roles across BAE Systems, Inc. The program
is intended for employees at global grades
9 to 10 who have 5 to 7 years of professional
experience.
Program objectives
Build business acumen
Assess and develop critical capabilities
Engage in stretch assignments to build
personal leadership skills
• Expand personal networks
• Create high-impact career development plans
•
•
•
Nomination process
Program selection is determined annually through
business area and/or functional nomination and is
based on an interview process.
3.Finance GPS Programme
This two-year program provides development
opportunities for high performing, early
to mid-career finance employees, with the
aim of creating a well-trained and broadly
experienced talent base. The program
involves soft skill training, career planning and
development, special projects, and personal
coaching and monitoring. It is designed for
Finance employees based in the United States
who are at global grades 10 to 11.
Program objectives
•
•
•
Increase exposure
Enhance networking skills
Develop leadership skills
Nomination process
The Finance Leadership Team (FLT) nominates
potential candidates from their employee pool.
The FLT will hold discussions with nominees
prior to applying. The nominee will then submit
an application, resume, and one page personal
essay. The interview process includes a panel
interview and personal background presentation.
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4. Prism is a two-year program offering training
and experiential learning for high potential,
mid-career employees with 8 -15 years of
industry experience. It is designed to increase
the readiness and technical skills of employees
within select functions by using targeted
and unique training methods tailored to
employees’ specific development needs. The
program also allows for two-way mentorship
opportunities.
Program objectives
Engage in stretch assignments to build
personal leadership skills
• Create high-impact career development plans
• Expand personal networks
•
Nomination process
Employees are nominated by their function.
Functions are given a designated number of
spots for each cohort.
5. Emerging Leaders Programme
This program, consisting of three face-toface weeklong modules, is designed for
senior leaders (grades 11 to 14) who are
ready to lead BAE Systems in increasingly
complex, dynamic, and competitive times.
In addition to engaging with internal leaders
and externalfaculty to build key leadership
capabilities, ELP participants will partner on
real business challenges to build business
acumen and gain experience working on
global virtual teams. The program also
supports building an enterprise-wide network
of colleagues to leverage for support and
collaboration on business efforts.
Advance an enterprise talent mindset to
inspire and develop ourpeople to drive
success
• Build a strong global network with ELP
colleagues from across the enterprise to
promote collaboration on innovation and
business winning
•
Nomination process
Program selection is determined annually
through business area or functional nomination
and based on an interview process
6. Growth Leader Development (GLD)
Sponsored by Business Winning, this 18-month
program aims to train the company’s future
leaders in the art of capture. GLD cohorts
learn through classroom training, hands-on
experience, and participation in color reviews.
Cohorts and GLD alumni attend quarterly
dinners featuring speakers from executive
leadership and capture expert consultants. The
GLD graduate network provides
a valuable, career-long resource. Cohorts
spend two to three days per month training,
participating in strategy sessions and meeting
with GLD peers and current capture leaders.
Program objectives
•
•
•
The program also features action learning
projects, competitive advantage exercises, and
executive and peer coaching.
•
•
Program objectives
•
Develop strategic agility through a global
understanding of the internal and external
landscape: our markets, customers,
shareholders, and competitors
• Identify a personal vision and create an
authentic leadership brand to inspire and
engage others
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•
Prepare capture team leaders responsible
for winning competitive business through
collaboration with customers
Learn design and development of capture
execution supported by coaches
Learn to manage complexity, risk, and
uncertainty
Impact a capture team environment
Lead captures from initial qualified
opportunity to win party
Advocate and position to solve a customer
or market need
Advocate for resources and commitments to
win
Nomination process
Business area leadership and supervisors
nominate cohorts.
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7. ES leadership program guide
Program objectives
Designed for high potential and high
performance women and people of color at
global grades 12 to 15*, this two-year program
is intended to support advancement that will
positively impact representation in leadership
level roles. The program includes monthly
meetings with an assigned sponsor as well
as bi-annual development and networking
opportunities.
•
•
•
•
•
Program objectives
Increase retention rate of high potential
women and people of color as leaders
• Build broader and deeper awareness among
senior leaders of talented women and
people of color
• Reinforce a culture that supports diversity
& inclusion by prioritizing development of
diverse talent
•
Nomination process
Program selection is determined every two
years through business area or functional
nomination.
8. Horizon
This 18-month program combines academic
research with real-life experience to promote
the development of critical thinking and
reflection. The program focuses on the
development of behavioral competencies for
leadership of complex bids, programs, and
projects leading to culture change. It also
provides an opportunity to share experience
across the global businesses and use practical
application of knowledge and experience to
generate real value for projects and
the company. The LCP3 program goes
beyond traditional training courses, allowing
participants to hone their skills during a series
of highly practical competency masterclasses
that can be applied directly to the workplace
through reflective practice assignments and
action learning. The program is designed for
senior leaders in capture and delivery roles
— primarily project directors and portfolio
managers — in global grades 14 to 17
Develop critical thinking skills to understand
what makes a business competitive and
what the business needs to do to enable
business competitiveness
Modify leadership skills to implement change
Provide exposure to ES best practices
Advance participants’ personal networks
Share and reflect upon experiences and
apply tools and resources to enhance
strategic leadership skills
Nomination process
Program selection is determined annually through
business area and functional nomination.
9. Leading Complex Projects, Programs, and
Portfolios (LCP3)
This 18-month program combines academic
research with real-life experience to promote the
development of critical thinking and reflection.
The program focuses on the development
of behavioral competencies for leadership of
complex bids, programs, and projects leading to
culture change. It also provides an opportunity
to share experience across the global businesses
and use practical application of knowledge and
experience to generate real value for projects and
the company.
The LCP3 program goes beyond traditional
training courses, allowing participants to hone
their skills during a series of highly practical
competency masterclasses that can be applied
directly to the workplace through reflective
practice assignments and action learning. The
program is designed for senior leaders in capture
and delivery roles — primarily project directors
and portfolio managers — in global grades 14 to 17.
Program objectives
Improve decision-making
Increase expertise in management of
complex projects
• Engage with leading academic research
• Build professional networks and share best
practices
• Broaden understanding of how to win new
and follow-on business
•
•
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Mitsubishi Corporation
Leadership Development and Succession
Planning
MC offers leadership development training
programs that are designed to sharpen
employees’ thinking as managers and equip
them with the skills to help grow business
value. These programs help to enhance
employees’ business and digital-strategy
conception skills and their HR management
skills.
1. Innovators’ Program
Run by MC with the support of professors
from Stanford University, this program is
held in Silicon Valley and aims to nurture the
conception skills necessary to grow business
value. It is a good platform for learning about
design thinking and other thought processes
that inspire innovation, as well as the
background and mechanisms behind the rapid
growth of Silicon Valley enterprises.
2. Online Business School
Designed for employees at Management
Grade, this system enables participants to
take online correspondence courses from top
overseas universities. Participants are free
to choose from a wide range of programs
covering leadership, strategy, finance and
other courses.
3. Executive Education in Overseas Business
Schools
Every year, approximately 50 employees
are enrolled in short-term programs at top
universities in the US, Europe and Asia.
These assignments are designed to build up
employees’ management skills and networks
with other program participants from diverse
cultures and industries.
4. Joint Program
MC has an array of stepwise programs to
strengthen the management expertise of
all employees throughout the MC Group,
meaning not only those from the parent
company, but also those from MC offices and
group companies in Japan and around the
world (approximately 80,000 employees in
total). Every year, about 150 high potential
employees attend these “training camps,”
which aim to equip them with management
skills and get them thinking like business
leaders. Many of the seminars are taught by
instructors from overseas business schools.
5. Program for Global Leaders
Retreat-style training offered by Harvard
Business School professors and other
instructors over a total 10 days, to help
participants master the management skills
necessary to lead their own organization
6. Program for Leadership Development
Retreat-style training offered over a total
of 5 days in collaboration with INSEAD to
help participants acquire business skills as
managers
7. MC Leadership Program
Designed to equip participants with the
leadership know-how and skills to support
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subordinates’ career growth and otherwise
manage organizations, this training targets
approximately 150 team-leader candidates per
year.
8. Business Management Program
At present, 30% of MC’s employees are on
secondments to the company’s subsidiaries
and affiliates, which they are directly engaged
in managing. The objective of the Business
Management Program is to provide such
secondees with the skills in leadership,
diversity management, strategizing and
governance that are necessary to run
organizations and enhance business value.
Program Name
10. Seminar for MC Group Executives
This program, which targets officer candidates,
has been running since fiscal year 2003. Its
pillar is its management workshops, which
involve discussions with VPs and other current
executives on a variety of management
issues. Lively opinion exchanges with the
diversely experienced participants, lectures
by internal and external business leaders, and
other rich content make this program a good
opportunity for officer candidates to broaden
their perspectives, learn how high-level
managers think and network with professionals
from all of MC’s Business Groups.
Eligible Employees
Number of
Recipients
Business Basic Skill Program
1st or 2nd year employees
130
Business Advanced Skill Program
3rd year employees
157
Global Trainee Program
2nd year and up employees
86
Program for Leadership
Development
Manager class employees
36
Program for Global Leaders
General Manager class employees
41
MC KEIEIJUKU
(executive development program)
Managing Director class employees
34
Number of Training Recipients (non-consolidated basis, FY2019)
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Samsung Electronics
Co., Ltd
Samsung Electronics Co., Ltd is a South Korean multinational
electronics company headquartered in the Yeongtong District of
Suwon. Revenues circa 200 billion USD.
Succession Planning and Leadership
Development Process
Samsung supports all of its employees around
the world so that they can grow within the
same systematic training system. Every year,
the company conducts an EDP (Expertise
Development Process) assessment for all
employees and focuses on self-directed
learning by allowing them to set their own
annual training plan according to the results
of the assessment on individual expertise and
skills.
Assessment and Selection of High Potential
Candidates
Samsung conducts its STaR (Samsung Talent
Review) Sessions in association with its EDP
(Expertise Development Process). The STaR
Sessions are a comprehensive talent nurturing
process that supports employees in designing
an individual career path and establishing
a clear vision with their supervisor. Through
this process employees can apply for various
human resource development programs, such
as an MBA, academic training, regional expert
class, or job expert
course. STaR Sessions provide employees
with a fair and transparent opportunity in their
developmental process through which they
can experience a variety of innovation and
creative programs, while also allowing the
company to build a pool of high-potentials.
Every year, over 2,000 employees apply for
the company’s learning and development
programs through the StaR Sessions
Training Programs
Samsung provides training programs tailored
to different job levels and positions for all
employees around the world based on three
pillars— Core Program, Leadership Program,
and Expertise Program—so that they share the
same vision for the values and future growth.
On an annual basis, four million people
participate an average of 8 hours with training
programs around the world.
Samsung Leadership Development Program
Nurturing Next-generation Core Leaders.
Recruiting from top business schools in
the country each year, the Leadership
Development Program (LDP) hosts a small
cohort of high-potential candidates from
diverse backgrounds with the dual intention
of cultivating individual professional growth
and infusing Samsung with strong, future
leadership.
Samsung launched the LDP in 2016 with
the goal of training its future senior leaders.
Targeting recent MBA graduates, the program
provides experience in general management
through a diverse set of working rotations,
a robust roadmap of training courses, and
numerous opportunities for networking and
mentorship with company leaders.
The LDP has three main categories of
rotations: Product Marketing for twelve
months, Strategy & Operations for six months,
and Sales & Marketing for six months. Within
these three categories lie an array of available
rotations, affording high potentials the
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opportunity to explore numerous roles and
responsibilities.
In the Product Marketing rotation, employees
will help guide products through a complete
lifecycle. They coordinate or lead multiple
functions including design, supply chain,
consumer insights, finance, sales, and more as
you and your team take products from feature
development to market launch to
end-of-life transitioning. Depending on the
roles and responsibilities of the rotation, a
healthy mix of interaction with customers,
leaders at Samsung Electronics Headquarters
in Suwon, Korea and multiple levels of
stakeholders can be expected.
In the Strategy & Operations (S&O) rotation,
employee have a broad range of opportunities
to choose from. In addition to a more
traditional role in strategic planning, there are
any number of functional areas that provide
critical support towards driving business
goals. Paul Guzek, Penn State MBA, served his
S&O rotation in Customer Care, an important
touchpoint with Samsung customers, where
he helped launch a brand new business
and leveraged this experience toward his
subsequent product marketing rotation with
the Mobile device team.
In the Sales & Marketing rotation, employees
will spend six months supporting one of
these respective functional teams within the
company. In a marketing role, responsibilities
can include consolidating market insights
to develop consumer profiles, developing
strategic messaging hierarchies, generating
marketing briefs and managing relationships
with agencies, and collaborating on brand
creative projects that are both general and
product-specific. More traditional sales
rotations center on developing strong
relationships with the customer and working in
cross-functional teams to achieve sales-driven
KPIs.
immediate integration into their first rotations.
Expectations run high as responsibilities,
autonomy, and team support are doled out
in equal measure. While experiences will vary
from rotation to rotation, candidates will be
exposed to all levels of stakeholders, from
executives to cross-functional peers, as you
proceed through each of the three unique
rotation categories.
In addition to the primary rotations,
canididates will participate in numerous
networking and training activities. These
provide additional touchpoints to meet and
learn from leaders throughout the company.
The Samsung Asia Elite (SAE) Program
spans two years and is designed to place
successful high potential graduates on a
fast-track career path within Samsung.
Some of the program highlights consists of:
•
•
•
•
•
•
On-the-job training through exciting
business rotations
Local, Regional and Global training
opportunities
Mentoring
Interaction with Senior Executives through
formal and informal channels
Opportunity to complete a world-renowned
MBA program in Korea
Competitive compensation and benefits
Samsung Expertise Program
Samsung offers learning opportunities
for employees to become the industry
leading expert in respective areas: R&D,
marketing, sales, service, logistics, purchasing,
manufacturing, and business management.
Training occurs in the Samsung Advanced
Technology Research Institute (R&D) and
the Samsung Marketing Academy (sales/
marketing), the Global Technology
Center (manufacturing) and Global CS Center
(service).
From day one, LDP candidates hit the ground
running with a short orientation followed by
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Resources
1. GE: GE Board’s CEO Succession Planning Process DETAILED
https://www.ge.com/news/sites/default/files/FINAL%20Timeline%20Infographic.pdf
2. General Electric: The Management Development and Compensation Committee Charter
https://www.ge.com/sites/default/files/MDCC_Charter_Dec_2019.pdf
3. https://hrexecutive.com/microsoft-reveals-secrets-to-superior-succession-planning/
4. https://www.gallup.com/workplace/237113/microsoft-chro-conversation-successionmanagement.aspx
5. https://www.co.kearney.com/nl/web/guest/financial-services/article/?/a/-home-grown-ceo
6. https://core.ac.uk/download/pdf/287058563.pdf – Talent Management in Multinational
Corporations: University of VAASA Finland
7. https://www.schindler.com/com/internet/en/careers/why-schindler/schindler-careerdevelopment-program.html
8. https://www.businessbecause.com/news/inside-view-top-jobs/2229/inside-view-schindlergroup
9. https://www.schindler.com/ae/internet/en/careers/_jcr_content/iTopPar/downloadlist/
downloadList/19_1461143838452.download.asset.19_1461143838452/people-strategybrochure.pdf
10. https://www.willistowerswatson.com/en-US/Insights/2019/03/how-schindler-groupelevated-performance-in-its-corporate-culture
11. https://www.baesystems.com/en-us/publications/pulse/es-ldp-guide BAE Systems
Leadership Development Guide.
12. https://www.mitsubishicorp.com/jp/en/about/resource/training.html Mitsubishi Corporation
13. https://www.samsung.com/uk/aboutsamsung/careers/samsung-asia-elite-programme/
14. https://images.samsung.com/is/content/samsung/p5/uk/aboutsamsung/SAMSUNG_
SUSTAINABILITY_REPORT_2016_ENG-PEOPLE.pdf
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