By Monica C. Higgins, Edgar H. Schein
In keeping with her learn of 800 biotechnology businesses and 3,200 biotechnology executives, Harvard company college professor Monica Higgins found that one firm–Baxter–was the breeding flooring for today’s such a lot winning biotechnology ventures. This phenomena of 1 association spawning an has also been visible within the high-tech (Hewlett-Packard) and semiconductor industries (Fairchild). in spite of the fact that, beforehand there was no compatible rationalization of why and how those organizations were capable to create the subsequent new release of leaders. Career Imprints exhibits why Baxter used to be such a success in spawning senior executives and gives an realizing of what it takes for a corporation to provide leaders that would dominate an for future years. during this very important e-book, Higgins exhibits that an organization’s "career imprint"¾the results of corporation structures, constitution, process, and culture¾that staff take with them all through their careers is the foremost to making nice leaders. by way of figuring out those components, employees, human source executives, and CEOs can research their very own organization’s profession imprint and boost leaders.
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Extra resources for Career Imprints: Creating Leaders Across An Industry (J-B Warren Bennis Series)
We were gaining growth of 20 percent—over 20 percent! And, geographical expansion! Within International, the organization was geographically based. S. As Baxter developed different areas—the Latin American area, the European area, the Far Eastern area—with country subsidiaries, there was an opportunity to become a general manager. And be on your own— sink or swim. That was very clearly the philosophy: sink or swim. General Manager of Germany Schmergel had been waiting for a country to open up when Schwartz asked him to take over Baxter’s troubled operations in Germany.
Within his first two years at Allied Signal, Bossidy cut the number of suppliers by about one-third, a move that yielded cost savings in the hundreds of millions of dollars a year. 3 Career imprints also vary widely by company, and within companies they can vary substantively depending on the time of employment. Managers sharing a career imprint from one organization at a given time, for example, might be inclined to become turnaround experts; managers from that same company at a different time, or managers with another company’s career imprint, might instead be “branded” as great marketers.
Yet this notion of leaders “exporting” an imprint based on their prior career experiences has received scant attention in management research. 33 The thrust of these arguments is that managers have limited ability to process all of the information they are exposed to and so selectively attend to information, which can lead to biases that negatively affect their ability to make decisions. However, the idea that such biases may reflect a shared set of career experiences associated with a particular employer has received almost no attention.