A center‐stage role for executive development

Abstract

Human resources development in the 1990s faces both a challenge and an opportunity: how does it become a key player in helping to implement business strategy? Motorola and 3M have been successful in developing senior management skills and talent in ways which closely support overall business strategy. Explores how their executive development programs operate.

Citation

(1997), "A center‐stage role for executive development", Management Development Review, Vol. 10 No. 2, pp. 61-63. https://doi.org/10.1108/EUM0000000004363