Talent Management - September 2008 - (Page 51)

Developed in partnership with Textron and The Ohio State University’s (OSU) Fisher College of Business enabled development of a key business strategy to support Textron’s enterprise growth objective to double organic growth every ﬁve years, TU and OSU developed the growth leadership program, a customized program to support customer-facing leaders building their expertise in core marketing processes and tools designed to grow the business. Participants apply classroom concepts to current growth projects. In fewer than four years, more than 500 leaders have completed more than 80 growth projects across businesses, resulting in better market segmentation, more effective product launches and higher revenues. Textron leaders attribute a signiﬁcant portion of these improvements to the lessons learned in this program. Textron partnered with other industry and academic leaders to develop and deliver custom hands-on learning programs, including the global leadership forum at Prior to the transformation, Textron’s succession planning was typical, with a strong focus on senior leadership and top positions instead of a program across all levels. To leverage talent from an enterprise perspective, Textron developed the management assessment process (MAP). Corporate leaders and business-unit leaders are responsible for assessing leaders’ abilities to achieve company business goals and strategies longer term, identify gaps and take appropriate actions to develop talent as needed. MAP supports identiﬁcation of highpotential and promotable employees and formulates development plans for their continued growth. MAP has increased Textron’s ability to move talent across businesses. In 2000, less than one-tenth of the top leadership positions were ﬁlled internally. That ﬁgure has increased to 74 percent and continues to rise. No set targets have been ﬁnalized, but the goal is to increase this to at least 90 percent. This change of mindset across the enterprise did not occur overnight. It is a direct result of senior management priThree initiatives demonstrate the oritizing the need to develop talent and high-potential candidates from within. depth of commitment to developing and The original siloed view of talent is no managing talent across the enterprise: longer the standard. The entire management committee — comprised of the top Textron University, succession planning six leaders at Textron — business-unit and leadership councils. presidents and respective human resources leaders combine talent review discussions with strategy discussions. Wharton’s Aresty Institute of Executive Education and This ensures dialogue about the enterprise’s future is the executive leadership program at Thunderbird School aligned with current talent, job openings and gaps in of Global Management. key functional areas. TU’s integrated, supply chain tactical procurement also An early example of this shift was Textron Six Sigma, has seen results. The three-day program for buyers and implemented in 2002. Textron strategically repatriated other functional professionals introduces common Texthe top talent within the Six Sigma function (black tron procurement processes and tools. Since its incepbelts and master black belts) into businesses. Textron tion in 2006, tactical procurement has had more than Six Sigma offered a common language to share best 230 participants and 100 projects launched throughout practices and helped create a networked enterprise the enterprise, resulting in more than $15 million in cost where people feel connected. savings attributed to supply chain improvements. Today, various programs, including the talent leaderTU programs and courses bring people together across ship program, actively move early career talent to varibusinesses — something that did not happen before ous businesses and functions for development. Some the transformation — supporting a networked culture businesses loan employees to other businesses to tackle and enabling the enterprise management portion of tough problems in times of crisis. company strategy. Textron’s success and growth with succession planning depends on three MAP objectives: the ability to Preparing for the Next assess management capabilities and ensure people are Generation of Leaders available at the right time with the right skills and Finding ways to address organizational leadership needs competencies; provide opportunities for advancement — skills, competencies and perspectives — has only and career paths; and identify high-potential individustrengthened Textron’s succession planning process. als. These objectives hinge on two succession planning APPLICATION continued on page 56 September 2008 talent management magazine www.talentmgt.com 51 http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of Talent Management - September 2008

Talent Management - September 2008 Editor's Letter Contents Human Performance: Stop Wasting Money on Training Leading Edge: No Whining, No Excuses Learning Connections: Do You Get It? The Untapped Resource Reinventing HR Doing Compensation Right: The Winning Spread Managing Performance in the Knowledge and Innovation Worker Age Stop-The-Clock Time Management Preparing for the Future in the Public Sector SAS: Connecting People, Process and Products Talent Transformation at Textron The Price of Finding the Right Gen Y Candidate Advertiser's Index Editorial Resources Full Potential: Do What You Love, Love What You Do

Talent Management - September 2008

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