Jay A. Conger (CEO) and Douglas Ready ask “What do the Bank of America, General Electric, IBM, Luthansa, Pepsico, Pfizer, Royal Dutch Shell, and RBC Financial Group share in common when it comes to leadership development?”
Working Papers
Research and Insights from the Center for Effective Organizations
Available Content
Build A Better Leadership Pipeline
Jay A. Conger (CEO) and Robert M. Fulmer ask the question “What could be more vital to a company’s long-term health than the choice and cultivation of its future leaders?”
Sustainability and the Talentship Paradigm: Strategic Human Resource Management Beyond the Bottom Line
John W. Boudreau states that sustainability language is in the mission statements of many global organizations, particularly those with European roots, and whose products and services carry highly visible ecological and social consequences, and it is rapidly becoming common among organizations beyond Europe and in a wide variety of industries.
Life at CMM Level 5: Lessons from Computer Sciences Corporation on the Effective Implementation of the Capability Maturity Model for Software
Paul S. Adler, Frank E. McGarry, Wendy B. Irion-Talbot, and Derek J. Binney share that a growing number of organizations are using the Software Engineering Institute’s (SEI) Capability Maturity Model for Software (CMM) as a guide to improving their development process.
Leading a Virtuous Spiral Organization
Edward Lawler argues that in today’s organizations it is impossible to separate the performance and well being of organizations from the performance and well being of their members.
Reward Practices and Performance Management
E. Lawler explains that there is one potential determinant of performance management system effectiveness, however, which has received relatively little attention: how tightly the results of the performance management system are tied to significant rewards.
Strategy and Organization Consulting
This article by Jay R. Galbraith is about the convergence of strategy and organizational consulting.
Integrated Speed and Flexibility: Delivering Customer Solutions
Jay R. Galbraith states that a challenge for organization designers is to create an organization that can act with speed, flexibility and integration. Up until now, designers could create organizations that are characterized by any two of those features but not all three.
360-Degree Assessment: Time for Reinvention
G. Toegel and J. Conger discuss one of the most popular management development tools in use today, the 360-degree assessment instrument. In recent years, however, its popularity has led to uses beyond its original application for management development.
Why Leadership Development Efforts Fail
J. Conger and D. Ready state that in the past couple of years, leadership has become the hottest topic in business. Companies see this hard-to-pin-down ability as essential to organizational success, and they want their executives to learn how to exercise it.
Pay Practices in Fortune 1000 Corporations
Are the reward systems in major US corporations changing? As part of its triennial survey of organizational performance improvement efforts, the Center for Effective Organizations has gathered data on the pay practices of large corporations since 1987.
Competence, Not Competencies: Making Global Executive Development Work
George P. Hollenbeck and Morgan W. McCall, Jr. share that as we begin the 21st century, evidence abounds that executive and leadership development has failed to meet expectations.