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Introduction. About Johnson and Johnson Company
Worlds largest manufacturer of healthcare products.
Manufactures Tylenol medications, Johnsons Baby products, Neutrogena skin and beauty products, etc
Believe good health is the basis of great lives.
Aim at keeping people well at every age and every stage
Vision is to create solutions for better healthier world
Has over 140,000 employees from across the world
Business Diagnosis
Company has a well-established success record
73 straight years of revenue growth and 55 of dividend increases.
Double-digit increase rates in both revenue and earnings
Strong leadership that realizes company needs and demands
Significant business goal is to realize future growth
All problems regarded as a shared duty of line management
Leaders entrusted with implementing systems and procedures
Standards of Leadership Foundations of Growth
Company established over 180 operational firms
J&J has a highly decentralized manner of operation
Well set-up leadership standards for aspiring leaders
Clear understanding at the onset of its development that the leadership practices
Created a set of competencies without set of guiding principles
The competencies represent the content of leadership
Key Objectives for Johnson & Johnson Standards of Leadership
Building on Johnson & Johnsons core strengths
Making it globally applicable
Making it situationally adaptable
Making it simple but not simplistic
Focusing on positively changing the behavior of current and future leaders
Making it central to Johnson & Johnson leadership development process
process in developing the Leadership model is shown:
Program Design: Development Through Action Learning
J&J have discovered that problem-solving situations are significant
Senior management team have an Executive Conference III action learning program.
Action learning technique emphasizes learning while working on real-world business challenges
26 conferences have been held in four areas of the world across 3 years
Action learning is on a personal level
It is also on an organizational level
Leadership development is also Through credo values and culture
Program Design: Leadership Development On an Individual Level
The 360-degree feedback used in personal leadership development
Feedback process is integrated into the Executive Conference process
Also integrated into all enterprise-wide leadership programs
Standards of Leadership 360-degree feedback and action planning process involved
Feedback and coaching offered both individually and as a management team
Executive team and each person create improvement plans
Processs primary goal was to produce a positive, quantifiable change
Implementation
The 360-degree method is implemented in the Executive Conference
Instruments are delivered and returned to a third party for processing
Mini-survey used to assess the degree of change
The executive survey includes 74 itemized feedback questions
Strong commitment to the leadership feedback process and personal action plans
Balance the new directions and action plans
Mini-survey procedure used to gather further insights and development directions
Follow-up procedure also implemented for reviewing leadership effectiveness
On-The-Job Support and Follow through
Action learning and leadership growth realized through Executive Conference
Company shows commitment to personal action and feedback processes
Personal development concerns are frequently supported and followed-up.
Follow-up entails series of correspondence from Keilty and Goldsmith, and a mini-survey process
Mini-survey procedures goal is to review leadership effectiveness
The survey measures effectiveness and improvement on a scale from 3 to 3
Sixty percent of ECIII participants used the mini-survey procedure
Evaluation
Patterns emerged in overall effectiveness ratings and the highlighted areas
Majority of Executive Conference III graduates become successful leaders
72% reported an increase in leadership effectiveness of the participants (Carter, 2021)
The degree of increase in effectiveness correlates to follow-up
Only 19% of leaders were ranked 2 or 3 when they were not perceived as follow-ups
The 360-degree process has demonstrated itself to be an effective means of organizational change
Change process is enhanced when the conference participants employed the model
Best Practices of Leadership Program at J&J
Defined and tailored leadership competencies:
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Program is based on identified leadership competencies
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It sets the basis for a successful leadership development at J&J
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Each training level focuses on specific competencies
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Levels include foundational, advanced and mastery
Aligning with business strategy:
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Leaders skills must shift from people and project management to strategic business and operations management
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Such programs cannot be totally comprised of off-the-shelf content
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Leadership development programs must be included in business conversations and planning
Integration with talent management:
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J&J has implemented programs to assess leadership potential
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Company identifies successors to existing leaders
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Place these individuals into the right development programs
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Application of a comprehensive learning approach:
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J&J avoids instructor-led training events and programs
Programs includes:
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developmental assignments, 360-degree assessments, meetings with global counterparts, case studies, external education and a wide variety of e-learning and other media to give leaders a complete experience.
Leadership Development program: Executive Conference III
Executive Conference III makes use of action learning concept
Emphasizes learning while working on real-world business problems
Each team handles a significant business issue chosen
The teams collaborate across organizational and geographic borders
Each team is given a strategic business issue to provide solutions
Executive Conference is series of four separate phases
References
Carter, L., Giber, D. J., & Goldsmith, M. (2021). Best practices in organization development and change: Culture, leadership, retention, performance, coaching: Case studies, tools, models, research. Jossey-Bass/Pfeiffer.
Day, D. V. (2018). Leadership development: A review of industry best practices. Kauffman, H. A. (2019). Johnson & Johnson Strives to Implement Best Practices by Year 2000. Industry & Innovation in the 21st Century, 10(3),15-18. Web.
Fulmer, R., & Bleak, J. (2019). Leadership development and organizational strategy. Linkage Inc. s best practices in leadership development handbook, 19(2), 56-76.
Johnson and Johnson, Inc. (2022). About Johnson & Johnson. Web.
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