By Louis Carter

During this vital ebook, winning organizations-including famous businesses reminiscent of Agilent applied sciences, Corning, GE Capital, Hewlett Packard, Honeywell Aerospace, Lockheed Martin, MIT, Motorola, and Praxair-share their superior ways, instruments, and particular equipment for management improvement and organizational switch. those exemplary corporations function types for management improvement and organizational swap simply because they * decide to organizational ambitions and tradition * rework behaviors, cultures, and perceptions * enforce competency or association effectiveness types * express powerful best administration management aid and fervour

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As individual energies rise within the APEX coaching partnerships, team synergies also grow around the collective personal development efforts. The two objectives of personal development and team development are well served in this model. On a side note, there is a benefit in the team model particularly with regard to the online collection of the 360-degree feedback data. That is, when full teams are nominated to participate together as a unit, the data collection process happens simultaneously for individual members, and frequently the fact that the whole team is participating creates a greater sense of urgency.

To get James R. Houghton (Jamie), Corning’s chairman & CEO (1983–1996; 2001-current) to bless this effort, MacAvoy stressed the significance of the innovation process as the most important quality program in the company. Learning how to innovate on a systematic basis over a long period, formerly a tacit matter, was now to be formally articulated so that it could be practiced across the company. Today, the innovation process is alive and well at Corning. In fact, it is clear that the company’s expertise in this area is going to play a significant role in positioning Corning for sustainable value and growth.

7 8 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE ABOUT THE APEX PROCESS Qualification and Coach Assignment Due to the unique nature of the results guarantee, APEX requires a participant qualification process. Potential participants conduct a brief interview with the A4SL Coaching & Consulting program manager to determine any specific needs and to ensure that APEX will meet their objectives. Participants need to indicate a genuine interest in the program (rather than being “told” to do it), be willing to receive feedback, select areas for development, and follow up with key stakeholders regularly regarding their development goals.

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