14 September, 2012 | (01 hr)
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In every company, a handful of high-potential and senior executives will disproportionately impact the performance of the organization. They are the best, the brightest--and can be the most difficult to develop. Due to their histories of success and their visibility within the organization, this group tends to vet any professional development opportunity against hardline criteria of, "Does this have credibility? Is it a good use of my time? and, Will this yield practical business outcomes?"
Join us for a discussion of how American Express faces this challenge head-on, and how an increasing number of companies are innovating to fast-track "experience" as a resource to better develop their senior-most performers.
Audience: Executives responsible for Succession Management in their organizations with the majority coming from Human Resources, Leadership Development, Talent and Global Talent Management, Training and Development, Employee Development, and Diversity.
David’s work over the past decade has included global M&A and restructuring projects with 30% of the Fortune 100, including the three largest financial services integrations of 2008-09. David most recently led the 3-year private equity t... Full Bio
Gabriella first joined American Express in 1982 and has had a portfolio career with the Company, mainly in the Human Resource Department, but she has worked in Risk Management and Operations. With postings in Europe, Hong Kong and New York, ... Full Bio
Meg Gottemoeller is a Senior Fellow, Human Capital at The Conference Board. In this role, Meg supports the Human Capital Practice which includes The Conference Board Human Capital Exchange™, research, conferenc... Full Bio