Overview and Challenges in Developing a Comprehensive Leadership Development Program in a Fortune 500 Company
- Conference
- Location
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Virtual Conference
- Publication Date
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July 26, 2021
- Start Date
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July 26, 2021
- End Date
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July 19, 2022
- Conference Session
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Career Advancement Through Engineering Leadership Development
- Tagged Division
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Engineering Leadership Development
- Page Count
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22
- DOI
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10.18260/1-2--37554
- Permanent URL
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https://peer.asee.org/37554
- Download Count
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621
Paper Authors
Gregg Morris Warnick Micron Technology Inc.
Gregg M. Warnick is a Global Executive and Leadership Development, Sr. Program Manager for Micron Technology. He provides leadership development and program management globally. He is also Founder and Chief Learning Officer of Boost Leadership Group. He provides consulting and training in leadership development and project management working with fortune 500 companies throughout the world. He previously worked as the Director of the Weidman Center for Global Leadership and Associate Teaching Professor of Engineering Leadership within the Ira A. Fulton College of Engineering at Brigham Young University (BYU). His research and teaching interests include leadership, global agility, globalization, project management, ethics, and manufacturing processes. Gregg has lived in numerous locations within the USA and Europe and has worked in many places including North America, South America, Europe, Asia, and Africa. Gregg previously worked for Becton Dickinson, a Global Medical Technology fortune 500 Company in various engineering and leadership positions. Gregg is currently the Past Division Chair within the Engineering Leadership Development Division (LEAD) within the American Society for Engineering Education (ASEE). Gregg received his PhD in Educational Leadership and Higher Education from the University of Nebraska-Lincoln with a Master of Technology Management degree and a BS in Manufacturing Engineering Technology, from Brigham Young University.
Blandon Prowse Micron Technology Inc.
15 years working with leaders in building their personal and team effectiveness in military and high tech industries. Currently leading executive and leadership development for Micron Technologies.
Wai-Leong Mook Micron Technology Inc.
Wai-Leong, Mook received the B.Sc. degree in Microelectronics Engineering from the Louisiana State University (US) in 2001 and the Master of Business Administration from Lancaster University Management School (UK), focusing on strategic leadership in 2011. He joined Micron Technology in July 2001 as a product engineer and transitioned to a role in Global Learning and Development in 2010 to design, develop and implement leadership development programs for people leaders and people leader potentials in more than 18 countries worldwide. He is also a certified Emergenetics associate since 2011 and completed the Brain-based Coaching Certification by Neuro Leadership Institute in 2014.
Arthur Beng Chuan Lam Micron Semiconductor Asia
Arthur BC Lam is a Director for Micron Semiconductor Asia. He partners with leaders and the People Organization to provide consultancy on development for all employees in the organization. He has 25 years of diversified working experience, with 21 years’ experience in management role across different functions (Talent Management, Learning & Leadership Development, Organization Development, Training, Recruitment, Sales Management and Marketing) and across different geographies (Asia Pacific), and industries (consulting, pharmaceuticals, agriculture, microelectronics).
Being agile, he has many years of leadership experience in both Commercial and HR under his belt, moving from being a Pharmaceutical Sales Rep to Head of Sales to Marketing to Corporate training to L&D to Talent Development to Organizational Development. Enjoying his work, his passion is in developing people and organizations. He has extensive APAC regional experience in launching HR projects, such as Talent & Performance Management and leading the Change Management project for Workday and Employee Engagement while being in Sanofi, with presence in 100+ countries with more than 110,000 employees. He has been involved in coming out with assessment and development programs for senior leadership teams and talents.
He holds a EMSc in Industrial & Organizational Psychology & HRM from City University of New York-Baruch College - Zicklin School of Business, and a BA in Business Economics from University of Leicester.
Abstract
We live and work in a rapidly changing and global environment. Advances in technology, increasing volatility, complexity, and dramatic shifts in how work is completed require successful leaders to invest in their own personal development to meet the demands in this highly competitive environment. Implementing and sustaining a leadership development culture is of paramount importance for organizations to succeed and thrive in the future.
This paper provides a summary of key leadership research insights for organizations to establish sustainable leadership development cultures. It also provides an overview of the history, challenges, and status of Micron in developing a comprehensive and sustainable leadership development program for more than 6,000 leaders globally across all disciplines including engineering, manufacturing, operations, finance, procurement, human resources, etc. The efficacy and effectiveness of leadership development efforts at Micron is not included in this paper and will be included in future work.
Leaders in large organizations face many demands on their time and it is often difficult to prioritize leadership development. This paper should provide insight for leadership educators to better understand the challenges of implementing and sustaining a comprehensive leadership development program by meeting leaders where they are at in their own development. Micron is a fortune 500 company with global operations in 17 countries and more than 40,000 team members. Designing and implementing a comprehensive leadership development program that establishes a leadership culture and supports development of front-line supervisors, managers, senior managers, directors, senior directors, and corporate executives is fraught with many unique challenges. Leadership development needs vary based upon organizational position and functional area. In addition to English, leadership content must be designed, developed, and delivered in Malay, Chinese (Traditional), Chinese (Simplified), and Japanese while providing these development opportunities in different regions and time zones. Additional challenges exist when developing timely and culturally relevant leadership content.
Many industry and academic organizations utilize leadership development frameworks or models to help leaders / students understand the skills necessary to be successful. A purposeful approach was utilized to assess organizational and leader needs. Each leadership program offering was developed in response to these identified needs and directly mapped to Micron’s Leadership Attribute Model. This model is similar to other frameworks utilized in academic settings and large organizations. A leadership development journey was established to support leaders in transition and to sustain ongoing leadership development for all leaders within the company. This approach enables leaders to construct a customized development plan to enhance and increase their leadership attributes and capabilities as they take responsibility for their own leadership development. Opportunities exist at Micron to strengthen senior leader sponsorship and involvement in the establishment of a sustainable leadership development culture.
Warnick, G. M., & Prowse, B., & Mook, W., & Lam, A. B. C. (2021, July), Overview and Challenges in Developing a Comprehensive Leadership Development Program in a Fortune 500 Company Paper presented at 2021 ASEE Virtual Annual Conference Content Access, Virtual Conference. 10.18260/1-2--37554
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