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Conclusion
America
needs a renaissance in management training and development.
What our managers are able to learn from their own experience
is “too soon old” to keep them
ahead of the competition. It
is often not even adequate to teach them how to move up the managerial
ladder. Increasingly, it
lets them fail before they learn what they need to know to succeed.
Top management candidates must be given an opportunity to learn
how to handle the problems and opportunities that will face in the
jobs they are expected to perform, before they are tested on the job.
They need to be able to take advantage of the experience of the
management pioneers and technological innovators—the avant garde
managers who have gone before them and have dealt with the problems
and opportunities they will face in the future.
And they need to be able to use new instructional
technologies to compress their learning into a fraction of the
time their own experience takes to teach them.
Unless
chief executive officers and boards of directors create the management
renaissance that is required, they will continue to discover that
their top management candidates are “too late smart.”
They will be
forced increasingly to recruit outsiders in the hope that experience
has taught them enough to manage their business enterprises.
But they will increasingly discover that the outsiders,
particularly the industry outsiders, are on “slippery ground.”
Companies that seek to solve their management development
problems by hiring industry outsiders will face the growing risk of
losing their competitive edge while their new top
managers learn what their competitors already know.
No
company or country can prosper in our increasingly competitive world
economy unless its
managers are smart. Working
harder is not a substitute for working smarter, as a Siemens has
pointed out. Our country
can regain the business leadership we once enjoyed, only if our
companies develop more effective managers.
We must recognize that a manager’s own experience may no
longer be his or her best teacher.
We must now adopt new methods that will accelerate the
development of our managers and enable them to learn more than
their competitors in less time.
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Introduction
Recruiting
Outsiders
for Top
Management
Why
General
Managers
Fail
Lessons
for
CEOs and
Boards of
Directors
A
Breakthrough
In
Management
Development
Significance
Of The
Accelerated
Experience
Method™
Conclusion
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