HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeRe-imagining Crotonville: Epicenter of GE’s leadership culture (B)back to Strategy

Case Study

Re-imagining Crotonville: Epicenter of GE’s leadership culture (B)

By Shlomo Ben-Hur, David Gray and Bernard J. Jaworski

8 pages

October 2012

Order this case study

Reference: IMD-3-2334

The case updates and supplements Case IMD-3-2313: Re-Imagining Crotonville: Epicenter of GE’s Leadership Culture. The first case examined the history and evolution of GE’s corporate university in Crotonville, NY from its founding in 1956 through 2010 and the start of an effort of “Re-Imagining Crotonville.” Drawing on Crotonville’s rich and successful history of developing GE leaders, CLO Susan Peters launched a transformation campaign to re-think the experience, content, and environment for executive leadership development and deliver Crotonville’s newly articulated vision to “inspire, develop, and connect the GE leaders of today and tomorrow.” The effort to update the company’s system of leadership development followed upon a wide-ranging exploration of the changing nature of leadership set in motion by CEO Jeffrey Immelt in the wake of the global financial crisis of 2008-9. This case examines the decisions and actions taken by Peters and her team in the initial phase of the transformation (2010-2012) to contemporize the Crotonville brand experience, reform the executive leadership curriculum for GE’s top-level managers, and lead the first major upgrade to the physical learning facilities in over 30 years.

Learning Objective

Explore the change management challenges of managing a legacy of success – continuing to evolve while preserving the core ‘brand’. Examine leadership development through the lens of the “experience,” “content,” and “environment” for learning. Understand the particular choices made by GE’s learning leaders in re-inventing leadership development to meet the challenges of “21st century leadership”

Keywords

Organizational Learning, Learning Culture, Leadership Development, Responsible Leadership, Corporate University, Leading Change, Transformation, Vision

Settings

United States of America
General Electric
2010 - 2012

Type

Field Research

Available Languages

English

Related material

Teaching note, Video

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

Keep reading

Article

Where Mario Draghi’s €800bn industrial strategy for Europe falls short

The former Italian premier and ECB president’s call for massive EU investment is a wake-up call to Europe’s economic stagnation. But can the contin...

Strategy

By Arturo Bris

in I by IMD

Article

Generational wealth: Embracing "Lotus" model for family business succession

There is a Chinese saying that wealth does not last beyond three generations, and the reality is that sustaining family businesses is a significant...

Family Business Strategy Organizational Design

By Marleen Dieleman

in The Edge Malaysia

5 September 2024

Video

Embracing circularity - Long-term profitability

Julia Binder and Manuel Braun delve into why a circular approach to business can help build more resilience and boost profitability.

Strategy

By Julia Binder and Manuel Braun

in I by IMD

Article

Abstract thinking: how artworks can sharpen decision-making

Peter Lorange explains how artworks support his decision-making process and can also help new businesses thrive.

Decision Making Strategy

By Peter Lorange

in I by IMD

Article

How a new approach to demand planning can redefine success

Demand Planning Key Performance Indicators (KPIs) are frequently criticized for being too complex or irrelevant. However, an emerging approach is g...

Strategy

By Ralf W. Seifert, Richard Markoff and Matthew Spooner

in I by IMD

Article

Navigating global and local strategies: FUCHS’ journey in China and what other businesses can learn about their approach

FUCHS SE's journey in China shows how its FUCHS2025 strategy balances global ambitions with local agility, leveraging local expertise for global in...

Strategy

By Rouven Acquaviva

in I by IMD

Article

Long-term orientation, family-intensive governance arrangements, and firm performance: An institutional economics perspective

In this study, we examine the effect of cultural long-term orientation on the likelihood of adopting more family-intensive governance arrangements ...

Family Business Performance Management Strategy

By Michele Pinelli, Francesco Debellis and Alfredo De Massis

in Small Business Economics

August 2024, vol. 63, pp. 731-754, https://doi.org/10.1007/s11187-024-00877-4

Article

NIO Customer Experience - Resetting the standard

Never heard of NIO? Those who haven't are set to become few and far between, as the electric vehicle (EV) maker continues its fast and furious rise...

Innovation Leadership Strategy

By Stéphane J. G. Girod, Rui Meng and Hui Zhang

in I by IMD

26 July 2024

Case Study

Should Unilever pivot from being purpose-led?

The case study delves into strategic transformation and leadership transitions at Unilever since 2009. Unilever has been an industry leader of busi...

Strategy Marketing Purpose Sustainability Diversity and Equity and Inclusion

By Goutam Challagalla and Samaja Penumaka

Article

Strategic planning in volatility: The dance between agility and core strengths

Understanding your organizational capacity for agility and responding to events accordingly is the key to success in the new business environment, ...

Generational wealth: Embracing "Lotus" model for family business succession

By Marleen Dieleman
in The Edge Malaysia 5 September 2024

Summary

There is a Chinese saying that wealth does not last beyond three generations, and the reality is that sustaining family businesses is a significant...

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Family Business

Strategy

Organizational Design

Browse all topics

Long-term orientation, family-intensive governance arrangements, and firm performance: An institutional economics perspective

By Michele Pinelli Francesco Debellis and Alfredo De Massis
in Small Business Economics August 2024, vol. 63, pp. 731-754, https://doi.org/10.1007/s11187-024-00877-4

Summary

In this study, we examine the effect of cultural long-term orientation on the likelihood of adopting more family-intensive governance arrangements ...

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Family Business

Performance Management

Strategy

Browse all topics

NIO Customer Experience - Resetting the standard

By Stéphane J. G. Girod Rui Meng and Hui Zhang
in I by IMD 26 July 2024

Summary

Never heard of NIO? Those who haven't are set to become few and far between, as the electric vehicle (EV) maker continues its fast and furious rise...

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Innovation

Leadership

Strategy

Browse all topics

Should Unilever pivot from being purpose-led?

By Goutam Challagalla and Samaja Penumaka
Case reference: IMD-7-2578 ©2024

Summary

The case study delves into strategic transformation and leadership transitions at Unilever since 2009. Unilever has been an industry leader of business sustainability. Paul Polman was a pioneer who introduced the idea that, by addressing social and environmental problems, a company can unlock new growth opportunities. Polman launched a 10-year Sustainable Living Plan with three objectives: to enhance health and well-being, livelihoods and environmental sustainability. Alan Jope followed in Polman’s path and launched a novel plan for the new decade called The Unilever Compass, focused on sustainability. Unilever took a strategic turn during Jope’s tenure and asked the brands to use their products to solve social issues. He called this “purpose-led branding,” which confused investors. They believed social branding would take the company’s focus away from growth. Tensions were high at Unilever and resulted in a change in leadership. The company wants to focus on growth, which raises questions about the future of corporate sustainability at Unilever.

Reference IMD-7-2578

Organization Unilever

Industry Consumer Goods

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Marketing

Purpose

Sustainability

Diversity and Equity and Inclusion

Browse all topics