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Question: Bristol-Myers-Squibb (BMS) is a large global pharmaceutical company.
A key posi- tion in the organization is that of general manager. General managers serve in two main roles: (1) commercial general managers bring products to market in countries around the world, and (2) technical general managers are responsible for the manufacturing and quality of products. The general manager position is complex, and these individuals have ultimate decision-making authority for their region or location. In the past, it has taken individuals an average of 12 years to reach this position in the organization. Typically, general managers are in a given position for a limited num- ber of years, before they are expected to move to another position or location in the organization. In the past, the formal development provided to individuals as they moved into their roles as BMS general managers was inconsistent, with some individuals placed in "sink or swim" situations. A BMS General Manager Advisory Council was formed to give direction to a new initiative in developing employees to be effective general managers.
If you were a consultant or advisor to this Advisory Council, where would you recommend that they begin in their efforts to create new formal devel opment program for general managers? What types of developmental opportunities would you recommend that they consider? What mix of formal and informal devel- opmental opportunities would you recommend, and why? What can BMS do to determine how successful these new developmental programs are?
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