Business‐driven management development: developing competences which drive business performance

Abstract

Explains how a process was designed and implemented to help a large, European subsidiary of a US MNC achieve its vision for management development. Covers the survey methodology, the implementation process, a change model for management development, the educational intervention, aspects of execution. Concludes the underlying intellectual framework is the concept of the development cycle which is driven by the needs of the business and for which line managers have primary responsibility for executing.

Citation

Cannon, F. (1995), "Business‐driven management development: developing competences which drive business performance", Journal of European Industrial Training, Vol. 19 No. 2, pp. 26-31. https://doi.org/10.1108/EUM0000000003987