At C Level
ASTD 2008 Copyright
Doing good while doing well
T+D, v62 n6 p32-34 (2008 Jun)
At C Level. Indra Nooyi, CEO, PepsiCo, speaks often about the key role that employees play in operationalizing its vision “Performance with Purpose.” Because of its business, PepsiCo, ranked 59 in the 2008 Fortune 500, must be highly adaptable in numerous ways—product, health and safety, environment, and customer and public opinion. Nooyi is outspoken about the quality of PepsiCo’s associates describing them as smart and highly motivated and equally outspoken about PepsiCo’s commitments to continued investment in it staff, human sustainability, and environmental sustainability despite the current economic conditions.
Learning is a powerful tool
T+D, v62 n1 p30-37 (2008 Jan)
At C Level. Aggressive growth and unrivaled commitment to service-related business describes the profile of Caterpillar since 2002. According to Jim Owens, CEO, this success story is linked with the company's commitment to employee learning. “Great performance and profitability go hand in hand with continuous learning,” says Owens. Caterpillar stands behind its commitment to learning; it invests close a $100 million annually in employee education
Store way to the stars
T+D, v61 n11 p28-33 (2007 Nov)
At C Level. Changes at Macy's have been occurring at great speed over the last several years with the acquisition of new stores and re-branding its image. At the core of this change is communication and training that reinforces the new culture. Terry Lundgren, Macy's CEO, values communicating with employees at all levels so that everyone understands what is expected of them in this new climate.
There are no happy losers
T+D, v61 n5 p42-48 (2007 May)
At C Level. An interview with Jack Rooney, President and CEO of US Cellular, describes how he moved a small regional telephone company into a competitive market by engaging senior leaders in learning and applying new skills. Rooney's theory is captured in the statement "We don't want managers; we want people who motivate." This approach is discussed in the interview and illustrates the successful implementation making US Cellular a leader in its industry.
Growing talent and sales at McCormick
T+D, v61 n7 p30-34 (2007 Jul)
At C Level. Learning is linked integrally to McCormick's leadership development program known as multiple management boards (MMB). According to CEO, Bob Lawless, the company "invests every penny we can" in learning because it is linked to corporate strategy. McCormick rebounded from post-Katrina related spice market issues under Lawless' leadership. This interview explains his commitment to leadership development, succession planning, and learning for this growing global company.
Satyam creates value through learning
T+D, v61 n1 p30-34 (2007 Jan)
At C Level. Satyam, an India-based computer services company of services worldwide, is the focus of this article. Founder, B. Ramalinga Raju states “I believe that change management is at the very core of success these days. Companies that are managing change better are able to provide more assured and consistent growth and create greater shareholder value. So if change is a transformational process, then what is underlying this magnificent process? In my opinion, it is all about an organization’s or an individual’s ability to learn.” Satyam generated more than $1 billion in revenue in 2005. In 2006, Satyam was named number two of the top 50 best-managed IT outsourcing companies in the "Black Book of Outsourcing" and was selected as an ASTD BEST award winner.
Finding the right talent for critical jobs
T+D, v61 n2 p30-36 (2007 Feb)
At C Level. Leaders, Michael Mussallem and Rob Reindl, Edwards Lifesciences, believe their company needs to focus on driving more innovation and applying new technology to the unmet patient needs of heart patients. Edwards, a California-based company, is the number one heart valve manufacturer in the world in sales and a leader in products for the treatment of advanced heart disease.
Flight plan
T+D, v61 n12 p30-35 (2007 Dec)
At C Level. Southwest Airlines enjoys an outstanding reputation as an employer and in the airline industry. Yet it, too, is facing challenges as a result of rising fuel prices, and competition and must take a hard look at resources. In this interview Gary Kelly, CEO, talks about the nurturing culture at Southwest and the company's commitment to learning, fun, hard work, and a passion for the service it provides. Kelly emphatically states, that he sees many changes ahead for Southwest but its commitment to learning is steadfast.
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