Close
    HomeResearch & Knowledgeback to Homeback to Research & KnowledgeCrotonville: Revolutionizing GE’s culture, strategy and leadershipback to
    Case Study

    Crotonville: Revolutionizing GE’s culture, strategy and leadership

    By Shlomo Ben-Hur and Bernard J. Jaworski
    14 pages
    July 2018
    Order this case study
    Reference: IMD-7-1912

    This case overviews the significant redesign of the flagship leadership programs at GE’s world-renowned corporate university (Crotonville). The trigger for the redesign was the shift in GE’s strategy – to become the dominant digital industry company. The case reviews the key design decisions for the three executive leadership programs – EDC, BMC and MDC. learning objective: The key learning objective is to examine the “fit” of how to design learning programs to “fit” the strategy of the firm.

    Keywords
    Human Resources, Corporate Academy, Corporate University, Program for Executive Development, Executive Education
    Settings
    United States of America
    General Electric
    2016-2017
    Type
    Field Research
    Copyright
    © 2018
    Available Languages
    English
    Case clearing houses
    IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

    The Case Centre

    Cranfield University

    Wharley End Beds MK43 0JR, UK
    Tel +44 (0)1234 750903
    Email [email protected]

    Harvard Business School Publishing

    60 Harvard Way, Boston MA 02163, USA
    Tel (800) 545-7685 Tel (617)-783-7600
    Fax (617) 783-7666
    Email [email protected]

    Asia Pacific Case Center

    NUCB Business School

    1-3-1 Nishiki Naka
    Nagoya Aichi, Japan 460-0003
    Tel +81 52 20 38 111
    Email [email protected]

    Copyright Information

    IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Discover our latest research
    IMD's faculty and research teams publish articles, case studies, books and reports on a wide range of topics
    All case studies
    Keep reading
    Article
    Family Enterprise Ecosystem - Mental Health

    An exploration of mental health in family business and its triggers, symptoms, and implications on the family enterprise ecosystem with tangible next steps to help leaders achieve long-term success.

    Leadership
    By Elizabeth Tetzlaff, Peter Vogel and Peter Jaskiewicz
    in I by IMD
    Read more
    Article
    The art of making concessions

    Concession-making can foster healthy relationships and encourage a collaborative working environment. Here's why it works – and when not to do it Concession-making can foster healthy relationships and encourage a collaborative working environment....

    By George Kohlrieser
    in I by IMD
    Read more
    Case Study
    Mastercard 2023: Rewired for infinite optionality

    In the 2010s, card processing – Mastercard’s flagship service – started showing signs of commodification as new, nimble players (typically, fintech startups thriving on digital) entered the payment processing space, and customer preferences evolve...

    Disruption Digital Strategy
    By Mark J. Greeven, Howard H. Yu and Martin Králik
    Case reference: IMD-7-2455, © 2024
    Read more
    Article
    The CHRO agenda: Enabling rapid growth

    Saab's growth and digital transformation present challenges in talent acquisition, culture, and upskilling, as CHRO Lena Eliasson emphasizes the human side of change.

    Business Transformation Human Resources Organizational Change
    By Lars Häggström
    in I by IMD
    Read more
    Article
    How to capitalize on the nonmarket sustainability advantage

    A new approach beyond a company's products and services could be the key to gaining a competitive edge in a sustainable economy. This explainer shows how it's done. A new approach beyond a company's products and services could be the key to gainin...

    By Michael Yaziji and David Bach
    in I by IMD
    Read more
    Article
    Winning the tug of war: How to bring employees back without losing flexibility

    Bringing employees back to the office doesn’t mean sacrificing flexibility – here’s how smart leadership and thoughtful office design can bridge the gap.

    Human Resources
    By Mickael Locoh
    in I by IMD
    Read more
    Case Study
    La Marzocco: Espresso perfection

    In July 2024 Guido Preti, La Marzocco’s sustainability manager, was preparing his three-year plan to combine La Marzocco’s ESG program with that of its new owners, the De’Longhi Group. Since its inception in 1927, the company had relentlessly soug...

    Sustainability Entrepreneurship Growth
    By Benoit F. Leleux and Jan Van der Kaaij
    Case reference: IMD-7-2603, © 2024
    Read more
    Case Study
    Ragn-Sells: From company in crisis to circular sustainability champion

    This case highlights Ragn-Sells’ remarkable journey from facing financial difficulties to establishing itself as a global authority on the circular economy and sustainability. In 2015, Pär Larshans joined the Swedish waste management company durin...

    Sustainability Family Business
    By Florian Hoos and Valerie Keller-Birrer
    Case reference: IMD-7-2567, © 2024
    Read more
    Article
    How the UAE is using oil to transition into an AI and knowledge economy

    The UAE has been making waves recently in the technology world. A $1.5 billion deal between American tech giant Microsoft and Abu Dhabi’s AI champion,G42, seems to mark a shift in global alliances. This deal is significant not just in terms of the...

    Competitiveness Economics Artificial Intelligence
    By Arturo Bris
    in The National
    13 November 2024
    Read more
    Article
    The leading companies in artificial intelligence may surprise you

    Michael Wade and Tomoko Yokoi explain how IMD ranked the world’s leading companies on AI adoption and use – and reveal which topped the list

    By Tomoko Yokoi and Michael R. Wade
    in I by IMD
    Read more
    Family Enterprise Ecosystem - Mental Health
    By Elizabeth Tetzlaff Peter Vogel and Peter Jaskiewicz
    in I by IMD
    Summary
    An exploration of mental health in family business and its triggers, symptoms, and implications on the family enterprise ecosystem with tangible next steps to help leaders achieve long-term success.
    Read more
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Leadership
    Browse all topics
    The art of making concessions
    By George Kohlrieser
    in I by IMD
    Summary
    Concession-making can foster healthy relationships and encourage a collaborative working environment. Here's why it works – and when not to do it Concession-making can foster healthy relationships and encourage a collaborative working environment....
    Read more
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Mastercard 2023: Rewired for infinite optionality
    By Mark J. Greeven Howard H. Yu and Martin Králik
    Case reference: IMD-7-2455 ©2024
    Summary
    In the 2010s, card processing – Mastercard’s flagship service – started showing signs of commodification as new, nimble players (typically, fintech startups thriving on digital) entered the payment processing space, and customer preferences evolved beyond plastic cards and traditional contact payments. To re-energize its central position and its ability to capture value, Mastercard – as the incumbent – had to make bold decisions. The case details Mastercard’s approach to conceptualizing and building a global platform ecosystem that upholds the principles and design elements of modularity (i.e. interoperability and scalability) and optionality. Today, Mastercard's services, based on application programming interfaces (APIs), integrate with a variety of platforms and offer flexibility to businesses that require customized payment solutions. All along, the company has accommodated a high level of internal disruption. The case also explores the nature of Mastercard’s systematic collaboration with fintechs – players that often started out as competitors in specific parts of Mastercard’s value chain. It describes the company’s engagement with fintechs as fostering collaboration and co-creation and facilitating access; in other words, opening doors and sharing tools with partners. The case presents observations and quotes by CEO Michael Miebach, whose career trajectory at Mastercard – spanning Africa & Middle East experience, fintech partnerships, product management and the CEO role – sheds additional light on the philosophy and values that have driven the company’s transformation to a technology powerhouse and self-described original fintech.
    Reference IMD-7-2455
    Copyright ©2024
    Copyright owner IMD Copyright
    Organization Mastercard
    Industry Finance and Insurance, Financial Services
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Disruption
    Digital
    Strategy
    Browse all topics
    The CHRO agenda: Enabling rapid growth
    By Lars Häggström
    in I by IMD
    Summary
    Saab's growth and digital transformation present challenges in talent acquisition, culture, and upskilling, as CHRO Lena Eliasson emphasizes the human side of change.
    Read more
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Business Transformation
    Human Resources
    Organizational Change
    Browse all topics
    How to capitalize on the nonmarket sustainability advantage
    By Michael Yaziji and David Bach
    in I by IMD
    Summary
    A new approach beyond a company's products and services could be the key to gaining a competitive edge in a sustainable economy. This explainer shows how it's done. A new approach beyond a company's products and services could be the key to gainin...
    Read more
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Winning the tug of war: How to bring employees back without losing flexibility
    By Mickael Locoh
    in I by IMD
    Summary
    Bringing employees back to the office doesn’t mean sacrificing flexibility – here’s how smart leadership and thoughtful office design can bridge the gap.
    Read more
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Human Resources
    Browse all topics
    La Marzocco: Espresso perfection
    By Benoit F. Leleux and Jan Van der Kaaij
    Case reference: IMD-7-2603 ©2024
    Summary
    In July 2024 Guido Preti, La Marzocco’s sustainability manager, was preparing his three-year plan to combine La Marzocco’s ESG program with that of its new owners, the De’Longhi Group. Since its inception in 1927, the company had relentlessly sought to produce the perfect espresso machine through exceptional craftmanship, user centric designs and technology innovation. The company had grown from an artisanal builder of high-end professional coffee machines to a global player selling over 40,000 espresso machines a year to both professionals and consumers around the globe. In December 2023, De’Longhi Group announced the establishment of a global hub for professional coffee machines that brought together La Marzocco and Eversys. One particularly tricky question was how to align La Marzocco’s famed ESG reporting and sustainability program with that of De’Longhi Group while maintaining its best-place-to-work culture.
    Reference IMD-7-2603
    Copyright ©2024
    Copyright owner IMD Copyright
    Organization La Marzocco
    Industry Manufacturing, Machinery
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Sustainability
    Entrepreneurship
    Growth
    Browse all topics
    Ragn-Sells: From company in crisis to circular sustainability champion
    By Florian Hoos and Valerie Keller-Birrer
    Case reference: IMD-7-2567 ©2024
    Summary
    This case highlights Ragn-Sells’ remarkable journey from facing financial difficulties to establishing itself as a global authority on the circular economy and sustainability. In 2015, Pär Larshans joined the Swedish waste management company during a period of financial uncertainty, prompting a re-evaluation of its business strategy. Through a comprehensive trend scouting process, Ragn-Sells identified key opportunities within mega trends, notably focusing on planetary boundaries and the Sustainable Development Goals (SDGs), which became central to its future direction. Over nearly a decade, Ragn-Sells underwent a profound transformation and cultural shift. It pioneered innovative approaches such as recycling phosphorus and other nutrients from waste instead of mining them, thereby contributing to a more sustainable and circular economy. Early recognition of its efforts followed, with Ragn-Sells being honored as an “Innovation of Leadership” ambassador for the SDGs in 2018 and invited to present its achievements at the UN in New York. Leveraging this recognition, Larshans embarked on a mission of knowledge sharing, utilizing public speaking engagements and early adoption of LinkedIn to promote Ragn-Sells' innovative solutions and foster collaboration. Looking ahead, Larshans contemplated Ragn-Sells’ next steps, exploring emerging mega trends beyond the SDGs and formulating strategic plans for continued success.
    Reference IMD-7-2567
    Copyright ©2024
    Copyright owner IMD Copyright
    Organization Ragn-Sells Group
    Industry Utilities, Recycling
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Sustainability
    Family Business
    Browse all topics
    How the UAE is using oil to transition into an AI and knowledge economy
    By Arturo Bris
    in The National 13 November 2024
    Summary
    The UAE has been making waves recently in the technology world. A $1.5 billion deal between American tech giant Microsoft and Abu Dhabi’s AI champion,G42, seems to mark a shift in global alliances. This deal is significant not just in terms of the dollar value, but in what it represents for the UAE’s technology ambitions.
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Competitiveness
    Economics
    Artificial Intelligence
    Browse all topics
    The leading companies in artificial intelligence may surprise you
    By Tomoko Yokoi and Michael R. Wade
    in I by IMD
    Summary
    Michael Wade and Tomoko Yokoi explain how IMD ranked the world’s leading companies on AI adoption and use – and reveal which topped the list
    Read more
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications