FIXING DYNAMICS

Global EduTech Management Group (GEM), a Chinese corporation, has established the first private co-op universities in China. GEM brings in instructors and curricula from prestigious universities such as Hong Kong Space University, Warwick

University, the Rochester Institute of Technology, and the M.B.A. program at the University of Notre Dame to deliver degree programs recognized by the Chinese government. GEM's intent is to make its campuses a magnet for emerging leaders from around the world, not just China.

GE's Experienced Commercial Leadership Program accelerates the development of commercial-savvy talent through a structured program combining coursework, job assignments, and interactive seminars. In China it is a two-year program consisting of four six-month, cross-segment assignments within the commercial function of a GE business. Two of these rotations are focused on marketing and two on sales. Program participants strengthen their commercial, business, and leadership skills by completing an intensive curriculum consisting of eight weeks of classroom training, online training, and in-residence global symposiums. All program members complete one international rotation.

In the late 1990s, Motorola was faced with a problem in its labor-supply dynamics in China. Its China Accelerated Management Program (CAMP) was developed as a response to this problem. CAMP—based on a combination of action learning, coaching and mentoring, training, and job rotation—was an innovative and effective effort by Motorola to quickly train a sufficient number of high-potential, local Chinese employees to become middle managers in the short term and to develop effective senior managers in the long term.

CAMP's knowledge-and-skills model offered a combination of functional and technical knowledge and administrative, cognitive, leadership, and communication and interpersonal skills, and also fostered personal adaptability and motivation.

Trainees' improvement, as observed by managers, included an increased ability to think in strategic and customer-focused terms; a better understanding of Motorola's culture and ways of doing business; and greater maturity in working with people, use of teamwork, and presentation skills.

Other companies that have successfully developed talent for emerging markets include Johnson & Johnson Medical, China; Procter & Gamble, China; Koch Corporation, Turkey; Emerson Electric, China; Unilever, India; Kuwait-Americana, Egypt; and the Hewlett-Packard Emerging Market Solution team.