Johnson and Johnson: Best Practices in Leadership Development Case

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Introduction. About Johnson and Johnson Company

Worlds largest manufacturer of healthcare products.

Manufactures Tylenol medications, Johnsons Baby products, Neutrogena skin and beauty products, etc

Believe good health is the basis of great lives.

Aim at keeping people well at every age and every stage

Vision is to create solutions for better healthier world

Has over 140,000 employees from across the world

Business Diagnosis

Company has a well-established success record

73 straight years of revenue growth and 55 of dividend increases.

Double-digit increase rates in both revenue and earnings

Strong leadership that realizes company needs and demands

Significant business goal is to realize future growth

All problems regarded as a shared duty of line management

Leaders entrusted with implementing systems and procedures

Standards of Leadership  Foundations of Growth

Company established over 180 operational firms

J&J has a highly decentralized manner of operation

Well set-up leadership standards for aspiring leaders

Clear understanding at the onset of its development that the leadership practices

Created a set of competencies without set of guiding principles

The competencies represent the content of leadership

Key Objectives for Johnson & Johnson Standards of Leadership

Building on Johnson & Johnsons core strengths

Making it globally applicable

Making it situationally adaptable

Making it simple but not simplistic

Focusing on positively changing the behavior of current and future leaders

Making it central to Johnson & Johnson leadership development process

process in developing the Leadership model is shown:

Program Design: Development Through Action Learning

J&J have discovered that problem-solving situations are significant

Senior management team have an Executive Conference III action learning program.

Action learning technique emphasizes learning while working on real-world business challenges

26 conferences have been held in four areas of the world across 3 years

Action learning is on a personal level

It is also on an organizational level

Leadership development is also Through credo values and culture

Program Design: Leadership Development On an Individual Level

The 360-degree feedback used in personal leadership development

Feedback process is integrated into the Executive Conference process

Also integrated into all enterprise-wide leadership programs

Standards of Leadership 360-degree feedback and action planning process involved

Feedback and coaching offered both individually and as a management team

Executive team and each person create improvement plans

Processs primary goal was to produce a positive, quantifiable change

Implementation

The 360-degree method is implemented in the Executive Conference

Instruments are delivered and returned to a third party for processing

Mini-survey used to assess the degree of change

The executive survey includes 74 itemized feedback questions

Strong commitment to the leadership feedback process and personal action plans

Balance the new directions and action plans

Mini-survey procedure used to gather further insights and development directions

Follow-up procedure also implemented for reviewing leadership effectiveness

On-The-Job Support and Follow through

Action learning and leadership growth realized through Executive Conference

Company shows commitment to personal action and feedback processes

Personal development concerns are frequently supported and followed-up.

Follow-up entails series of correspondence from Keilty and Goldsmith, and a mini-survey process

Mini-survey procedures goal is to review leadership effectiveness

The survey measures effectiveness and improvement on a scale from 3 to 3

Sixty percent of ECIII participants used the mini-survey procedure

Evaluation

Patterns emerged in overall effectiveness ratings and the highlighted areas

Majority of Executive Conference III graduates become successful leaders

72% reported an increase in leadership effectiveness of the participants (Carter, 2021)

The degree of increase in effectiveness correlates to follow-up

Only 19% of leaders were ranked 2 or 3 when they were not perceived as follow-ups

The 360-degree process has demonstrated itself to be an effective means of organizational change

Change process is enhanced when the conference participants employed the model

Best Practices of Leadership Program at J&J

Defined and tailored leadership competencies:

  • Program is based on identified leadership competencies
  • It sets the basis for a successful leadership development at J&J
  • Each training level focuses on specific competencies
  • Levels include foundational, advanced and mastery

Aligning with business strategy:

  • Leaders skills must shift from people and project management to strategic business and operations management
  • Such programs cannot be totally comprised of off-the-shelf content
  • Leadership development programs must be included in business conversations and planning

Integration with talent management:

  • J&J has implemented programs to assess leadership potential
  • Company identifies successors to existing leaders
  • Place these individuals into the right development programs
  • Application of a comprehensive learning approach:
  • J&J avoids instructor-led training events and programs

Programs includes:

  • developmental assignments, 360-degree assessments, meetings with global counterparts, case studies, external education and a wide variety of e-learning and other media to give leaders a complete experience.

Leadership Development program: Executive Conference III

Executive Conference III makes use of action learning concept

Emphasizes learning while working on real-world business problems

Each team handles a significant business issue chosen

The teams collaborate across organizational and geographic borders

Each team is given a strategic business issue to provide solutions

Executive Conference is series of four separate phases

References

Carter, L., Giber, D. J., & Goldsmith, M. (2021). Best practices in organization development and change: Culture, leadership, retention, performance, coaching: Case studies, tools, models, research. Jossey-Bass/Pfeiffer.

Day, D. V. (2018). Leadership development: A review of industry best practices. Kauffman, H. A. (2019). Johnson & Johnson Strives to Implement Best Practices by Year 2000. Industry & Innovation in the 21st Century, 10(3),15-18. Web.

Fulmer, R., & Bleak, J. (2019). Leadership development and organizational strategy. Linkage Inc. s best practices in leadership development handbook, 19(2), 56-76.

Johnson and Johnson, Inc. (2022). About Johnson & Johnson. Web.

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