GE’s Journey From Crotonville to BrilliantYOU™
GE has one of the world’s most renowned and recognized leadership institutes. Yet only 30 percent of the company’s professional employees were able to participate in a learning experience at Crotonville, as the company’s decades-old leadership institute is known. To remain at the forefront of our increasingly digital future, GE had to expand learning and provide development opportunities for the more than 300,000 employees in more than 180 countries around the world.
Join Sara Ley from GE as she walks through the company’s evolution from Crotonville to BrilliantYOU™, the company’s new, digital learning model and experience platform.
In this session attendees will learn:
- How GE’s building a continual learning mindset
- What GE’s learning about their learners
- How GE’s shaping the “Brilliant Way”: lessons learned and plans for the future
About Sara Ley
Sara Ley is the Crotonville Digital Learning and Technology Leader for GE. Since assuming this role January 2014, Ley has led GE’s BrilliantYOU digital strategy, strengthening the company’s performance culture through the development of a next-generation learning community. BrilliantYou offers transformational learning experiences from the Crotonville Leadership Institute, and from world-class partners across academia and business, to GE’s global workforce
Ley joined GE in 2007 as an IT project manager supporting the GE Aviation business. She established and managed Aviation IT’s More T in IT program that focused on developing technical skills of Aviation IT employees. Ley moved to corporate in 2011 as the IT learning and development manager and was responsible for the IT function employees in technical and leadership skills. In 2012, she transitioned to the Crotonville leadership development organization leading online learning and curriculum for GE.
Ley is the leader for Jacksonville Women’s Network Hub. She is a graduate of Florida State University, with a master’s in instructional system design and bachelor’s in communication for business. She is a member of GE Veteran’s Network Grow Pillar and GE Volunteers Council and active in the United Way of Northeast Florida. Ley currently lives in Jacksonville, Fla., with her two children.
Are We At #PeakContent? What CLOs Can Learn From Marketers
Behavioral scientists have long known that choice fatigue — the exhaustion we feel when we make too many choices — inhibits our ability to make any choice at all. Apply this to corporate learning, and you have to wonder if your content strategy — combining learning resources from different providers that can amount to a library in the tens of thousands — is actually inhibiting learners from moving beyond their status quo. As CLOs are increasingly charged with driving organizational transformation, the status quo isn’t good enough. We will explore how principles from marketing and insights can reduce hidden barriers to learning.
We will cover such topics as:
- The difference between learner goals and program benefits.
- Counterfactuals as “moments of truth” — what would happen if you DIDN’T learn?
- Using defaults to reduce choice fatigue.
- Learning choice architecture
About Molly Nagler
Molly Nagler became Chief Learning Officer of PepsiCo in February 2019. She is responsible for a learning strategy that equips PepsiCo’s workforce to delight consumers around the world. PepsiCo is a Fortune 50 company with more than 260,000 employees.
Previously, Nagler Molly was Senior senior Associate associate Dean dean for Executive executive Education education at Yale School of Management. In this role, Nagler Molly led a talented group in delivering 70+ -plus executive development programs a year on such topics as customer insights, sustainability, global leadership, and managing high-performance teams. Programs ranged from 2 two days to 6 six weeks and were delivered to global audiences at Yale and abroad. Under NaglerMolly’s leadership, executive education doubled its program revenue while expanding into online courses that netted high participant satisfaction scores and completion rates above 90%. percent.
Before joining Yale, Nagler Molly was Director director of Strategic strategic Alliances alliances at UC Berkeley Center for Executive Education, where she built international partnerships and worked with corporate clients on customized leadership programs.
Nagler Molly has also worked as a copy editor. While she remains devoted to the Oxford comma, she left the editing profession to pursue a Master of Public Policy degree from UC Berkeley. She has a bachelor’s in English literature from the College of William and Mary.
Onboarding Leaders to Accelerate Performance at MGM Resorts
Clearly defining the manager’s role in onboarding new leaders is critical to an organization’s success. The overall objective in new leader onboarding is to accelerate a leader’s performance in their role by setting clear expectations, building strong relationships and effectively navigating the organization’s culture. Investing in the right actions during the first 90 to 180 days can increase a new leader’s ability to deliver performance results and succeed in a new organization. Most leaders fail not because of their functional capabilities, but because they do not effectively integrate into the organization’s culture. Similarly, organizations often fail leaders by overlooking the need to create an environment where new leaders can thrive.
Learning Objectives/Session Takeaways:
- Key aspects of an effective new leader onboarding process
- Management’s role in onboarding new leaders
- Support systems and mechanisms for supporting success
About Mary Choi Kelly
Mary Choi Kelly is currently the SVP, talent & organization effectiveness for MGM Resorts International. In this role she is responsible for all aspects of talent acquisition, learning & development, talent management, leadership development and organizational effectiveness for the company. Prior to this role she was the VP, human resources at Bellagio.
In addition, over the past 20 years Kelly has established a proven track record of improving business results in diverse companies, industries, cultures and environments by transforming global, Fortune 500 organizations. Highlights of her corporate background include Marriott International, Honeywell International, Mattel Inc., Bank of America and Pacific Sunwear of California Inc. In addition, she has led the growth of an e-commerce start-up as the head of human resources during the internet start-up boom.
Kelly is actively involved in contributing to the field of organization and leadership development as a speaker, adviser and instructor. One of her personal passions is developing women executives and working mothers to achieve their full potential. She has been a presenter on talent management, learning and leadership development, organization development, organizational culture and strategy topics in both national and local forums.
Kelly holds a doctorate and master’s in organizational psychology from Alliant University and a bachelor’s in psychology from the University of California at Irvine. She speaks Korean and basic French, and enjoys an active lifestyle with her husband and two boys.