If the number of executives from other companies who have been benchmarking GE’s management-development centers is an indication, interest in creating corporate universities is on the rise. While these visitors are always intrigued by the commitment and sense of mission they observe, many tend to focus on traditional metrics like the number of classes, the number of participants per year, and the cost. But they sometimes fail to understand that a corporate university can and should be used to drive strategic and cultural change and to champion individual and collective growth. Here are some of GE’s principles for achieving those essential aims:
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