GE prides itself in the ability to constantly push the boundaries of innovation through its leaders who are groomed to drive businesses forward in solving the problems of tomorrow’s world. Global Leader of Executive Development, GE, Janice Semper, talks about how GE leads the battle for innovation and growth through its executive development programs.

1. Creating a Culture that
Develops Leaders as a driver
for Innovation and Growth
Janice L. Semper
Global Leader, Executive Development
GE

2. GE Works
GE works on things that matter. The best people
and the best technologies taking on the toughest
challenges. Finding solutions in energy, health and
home, transportation and finance.
Building, powering, moving and curing the world.
Not just imagining. Doing. GE Works.
ENERGY
MANAGEMENT
OIL &
GAS
POWER &
WATER
HEALTHCARE
AVIATION TRANSPORTATION
CAPITAL
HOME &
BUSINESS
SOLUTIONS

3. GE Today
Oil & Gas
10% / $15.2 B
Healthcare
12% / $18.3 B
GE Capital
31% / $46.0 B
Energy Mgmt
5% / $7.4 B
Aviation
14% / $20.0 B
Home
& Business Solutions
5% / $8.0 B
Power and Water
19% / $28.3 B
~$147.4B Revenue
Transportation
4% / $5.6 B
$16.1 operating earnings
3
Janice L. Semper
29 Oct 2013

4. The we drive innovation
HowGE innovation process
20% >3 year tech
80% <3 year tech
new product intro.
fastworks
quest
ge ventures
80% >3 year tech
20% <3 year tech
new technology intro.
monthly jri reviews
IB deep dives
business growth boards
talent pipeline eg. eclp

5. Global Innovation Barometer
C-Level
respondents involved in company
innovation strategy or process
questionnaire
Oct-Dec 2012
Survey
Malaysia
• innovation a strategic
Cross
sector
Global
3rd edition, 25 countries
companies 1.2k employees
priority
• framework for
innovation strongly
conducive
• abilities needed to
innovate clearly
identified
• collaboration way
forward
5
Janice L. Semper
29 Oct 2013

6. How do we create the right leaders
and culture for innovation?....

7. There’s no such thing as a 130-year plan.
We pass the test of time because we invent
things that make the world work better, and
along the way we reinvent ourselves to make
a company that works better.
1878 – Est . Edison Electric Co.
1903 – Largest Steam Turbine
1908 – Pioneering Elec. Locomotives
1930 – Empire State Building
1932 – GE Credit Corporation
1942 – Entering the Jet Age

8. There’s no such thing as a 130-year plan.
In the midst of constant evolution what stays the
same is our commitment to the continuous
improvement of both the individual and GE.
1983 – The MRI
2003 – Digital Hospital
2008 – The GEnx Engine
2009 – Advancements in
Ultrasound Technology
2010 – GeoSpring
Hybrid Water Heater
2011 – “Wing to Wing”
Smart Grid Solutions
2012 – The
Industrial Internet
2013

9. At GE, leaders inspire others to be
their best.
This is the foundation of our commitment to leadership
development. We believe that everyone at GE can be a leader –
and we believe that when one person grows and improves,
we all can grow and improve.
And together,

10. Our culture drives our longevity.
Our leaders drive our culture.
By leading at all levels, we work as one.
We build relationships
and share knowledge
We learn by doing because
there is no better way
We prove ourselves
before we lead others

11. Leaders connect people with the
processes that keep us all rising together.

13. Improving performance drives us all.
Goals and objectives are set for each individual and reviewed
regularly, and their performance measured against them.
Our G&O system ensures individual and organization goals are
aligned and enables feedback throughout the year.
Jeff Immelt
“Performance standards
are about simplicity
and accountability.”

14. Our Growth Values show us how
to perform.
External Focus
Clear Thinker
Imagination
& Courage
Inclusiveness
Expertise
They are embedded at every level of the company and
are supported by one unifying principle: always act with
unyielding integrity.

16. Leadership development @GE.
Career-long. Company-wide. Continuous learning.
Global Leadership
Programs
(~2% of workforce)
Professional Talent Pipeline:
~170,000
Executive
Development
(~3% of workforce)

17. Leadership programs and accelerators
develop our future leaders.
Early Career
100+
years
some programs have
existed for over a century
Experienced
Accelerators
4000+
1/3
on program today
of our most senior
leaders graduated
from a Leadership
Program

18. Crotonville: A place, and a global ideal.
Our mission:
To inspire, connect, and develop the GE leaders of today and tomorrow.
1956
first corporate
university founded
1000+
customers
per year
90%
of our senior leaders have
been through Crotonville

20. The Employee Management System tracks
goals and measures performance.
It includes tools to gauge:
Accomplishments
Strengths
Development Needs
Career Interests
Development Plan
EMS is a chance for all leaders
to assess and develop their
strengths and plan the future
of their career.
Current
Assignment
Performance
Growth
Values
Rating
Summary
Career &
Development
Approve
Appraisal

21. Session C helps us put the right people in
the right places to meet our goals.
The process includes:
EMS
9 Block
Succession Planning
Session C helps us develop our
leaders and track the
effectiveness of the entire
organization.

23. Our reputation

24. Our Leadership Journey Continues
Contemporized Growth Values
2011
Equipping leaders to meet tomorrow’s challenges
Reimagining Crotonville
Content , experience, environment
Global New Directions
Attracting and inspiring the next generation
Simplification
2012
Cultural and structural
approaches to growth
FastWorks
New processes and tools
Operational Reviews and Blueprints
New operating rhythm
2013+

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