Leadership training is an urgent need for the development of many domestic foreign enterprises and institutions in transition, and the lack of leadership has become a major obstacle to the further development of the organization. For most companies, rapid expansion makes this problem more prominent. 10 years ago, IBM built its own leadership training system, invested in the development and implementation of targeted leadership core projects, and trained a large number of "blue managers" with IBM characteristics. In today's commercial market, IBM's senior managers have a unified management language, are proficient in IBM management, and continue to inherit IBM culture because of their training and practice in various core leadership projects. By participating in the core project of IBM's leadership, the newly joined IBM managers quickly understood, became familiar with and mastered IBM's management methods, and quickly grew into qualified IBM managers. IBM leadership development framework:

IBM regards the cultivation of manager team as the top priority of talent cultivation and development. Managers all over the world need a standard training and development strategy to ensure the consistency of corporate culture and performance improvement. In IBM's global operations, more than 30,000 managers in 65,438+074 countries are not only the backbone of implementing corporate strategies and achieving business goals, but also the backbone of continuously inheriting IBM's corporate culture and values, inspiring and leading high-performance teams.

In order to comprehensively and efficiently promote the overall improvement of managers' leadership, IBM has built a leadership development framework (see chart 1) to guide the development of training programs at all levels. Fully embodies the following three important features:

Learning on demand

Through the manager portal, IBM arranges personalized learning content for managers and designs rich learning packages and experience classes. Target learning

According to the requirements of managers' performance and performance growth, IBM develops its leadership ability according to its own characteristics through systematic learning. Core project design

IBM designs core projects at key transition nodes of managers' career at all levels (see Figure 2), so that new promoters can be competent as soon as possible and reserve leaders can be prepared for new goals. The design and promotion of core projects at different levels is an important step for IBM to realize a unified language, tools and methods for managers.

Blue manager: the core project to improve the leadership of IBM grass-roots leaders

As the core project of improving the leadership of IBM's grass-roots leaders, Blue Manager Project was officially launched in IBM's global scope on 1 June 65438+1October1September, 1999. In just six years, * * * 23759 managers participated in the systematic learning of the project. The overall goal of the blue manager project is reflected in the following three aspects:

First of all, clarify the role of IBM's global managers and the company's expectations for managers, that is, truly become the backbone of inheriting corporate culture and values and building high-performance teams.

Secondly, the system can quickly improve the personnel management ability of the global manager team, so that the global manager team can maintain a consistent high-quality personnel management level while respecting cultural diversity.

Thirdly, establish a unified personnel management concept and language among managers around the world, and strengthen IBM's unified core principles and practices of personnel management.

The learning content of the blue manager project includes six modules (see Figure 3), including business code of conduct, management foundation, coaching, people management, leadership and team building, and 42 management topics. The course content combines the theoretical research of Harvard Business School with the management practice of IBM, emphasizes the connection between theory and practical work, and has strong operability.

The blue manager project is implemented in three stages (see chart 4), including online learning, experiential learning and on-the-job learning. This realization mode fully embodies the concept of IBM's four-level mixed learning and can fully ensure the effectiveness of learning. During the whole learning process, students' line managers and online counselors of learning projects will fully support students' learning activities and ensure the optimization of learning effects.

Through this "mixed learning based on business value", IBM has benefited a lot-the training days of blue managers have been reduced by one third (see chart 5), but the learning content is 600% as before. Calculated in the first year of project implementation, the return on investment of Blue Manager Project is as high as 22.84%. In the past ten years, the Blue Manager Project has won more than 30 industry awards, and many authoritative organizations in the training industry, including the American Institute for Training and Development (ASTD) and the American Training Magazine, have highly recognized the Blue Manager Project.

On September 8, 2000, Youngme Moon, a professor at Harvard Business School, made an in-depth investigation on the specific effects of the blue manager project used by IBM managers. Among the five research indicators of relative advantage, compatibility, complexity, trial use and observability, the blue manager project has obvious advantages in two indicators of relative advantage and compatibility. In the same year, the American Association for Training and Development (ASTD) awarded three "Excellent Practice Awards" to the IBM Blue Manager project. These three awards are "E-learning Technology Award", "Organizational Learning Award" and "Workplace Learning and Development Award". In the history of ASTD, no organization has won such high honor and appreciation for its learning practice as IBM Blue Manager. The American Association for Training and Development's evaluation of IBM's blue manager program is that by using mixed teaching methods, blue manager program has created extraordinary business value for IBM, and provided an example and model for workplace learning and leadership improvement of global enterprises.

In 2003, Training magazine of the United States conducted an extensive survey on the employee training and development practices of 606 companies, and selected the "100 Top Enterprises". IBM ranks second in the ranking of "100 Top Enterprises". Moreover, the IBM Blue Manager project was specially selected by American training magazines. As a model of "blended learning project", it won the title of "best practice", which was only awarded to the most innovative and successful learning projects considered by American training magazines. Successful practice of IBM blue manager project

At the same time, many corporate customers began to learn from IBM and how to effectively improve managers' leadership ability. In 2003, Johnson & Johnson became the first top 500 enterprise to introduce IBM Management Development Service (MDS). Since then, Coca-Cola, Bayer, Cisco, Sony and other Fortune 500 companies have become corporate customers of IBM MDS project. In 2008, MDS project officially entered China. Through this project, IBM hopes to help large enterprises in China in the process of rapid development and globalization to improve the leadership ability of managers at all levels. At present, Haier and Huawei have become the beneficiaries of MDS project.