Đổi mới dân! Đổi mới trong tiếp thị đổi mới trong sản xuất Corning CÔNG TY CÔNG NGHỆ CAO cạnh tranh đổi mới nền Hôm nay Câu chuyện thành công đương đại: Sáng tạo hình của nó hay nhất 2,3: Quy trình sản xuất ON-THE-VIỆC LÀM HỖ TRỢ: CỐT tiếp viện hình Hiệu quả sáng tạo : Ý tưởng Sáng tạo Corning đường ống dẫn vào đô la | 122 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE organization but also brought in another culture and another market opportunity. FCG was well positioned and the future looked exciting. Then the untimely loss of the firm s young CEO and founder created overnight the need for second-generation leadership. Having previously been a private partnership that fostered a highly collegial culture and value system the team of vice presidents collaborated on what course of action the firm should take going forward and which of their members would lead the organization. Although the founder had expressed longer-term thoughts about who the future leaders might be succession planning was in the early stages and each potential CEO possessed certain specific strengths. The question became which particular strengths did the firm need at this particular time. With the collective good in mind and heart and with the future of First Consulting Group in the balance discussions took place that were painfully honest but without malice. After several meetings to generate and evaluate alternatives consensus was reached and the vice presidents recommendation was sent to the board. The board concurred with both the action plan and the team s selection of its future CEO president and business unit leaders. The assessment process had been an amazing experience exhibiting the very best of one of FCG s values Firm First. But it also elevated developing leaders and creating a strong talent bench to one of the firm s top priorities. DIAGNOSIS THE CASE FOR LEADERSHIP DEVELOPMENT As a twenty-year-old business in 1998 First Consulting Group found itself facing a number of challenges the organization had grown from a 25 million firm with 200 associates to a 300 million firm with over 2 000 employees in less than six years it had evolved from a privately held partnership model into a publicly held entity through a 1997 IPO and the founder CEO had passed away suddenly in his .
