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분야
docx2. EDP
3. Result
4. Explanation of the result
(1) Structure approach
(2) Personal approach
1) Qualification
2) Motivation
3) Team Project
4) Relationship between training and staff retention
5. Most important factor – team project
6. Application to Korean firms
The Executive Development Program was started in 1995 by Harry Stonecipher, the new CEO of McDonnell Douglas Company. At that time he thought that the executive successor development processes of the company were not good for internal leadership development. In his opinion the fact that MDC sought their CEO outside of the company was a systemic problem. Because he had a lengthy experience at General Electric with disciplined, sophisticated executive succession and development programs, he could make some changes for the improvement of MDC's EDP. In order to make a change, at first, he decided to build 'one company. Of course, since the merger of 1967, the two companies (McDonnell Aircraft and Douglas Aircraft) were one company. However they were not completely merged. The lack of horizontal movement of executives among the various business units and geographic regions was a key factor contributing to separate organizational cultures and hampered the situation. Additional business unit silos had emerged and created a fractured set of company cultures, practices, and processes. So Stonecipher and his top executives assured that several executive successors needed to be taken out of their siloed jobs and placed in full-time, enterprise-level, project-based situations. By making this environment, they thought that top executives could have a bigger perspective of the company and opportunities to broaden at an accelerated pace. And also it would be possible to increase movement of individuals across the whole company. Later MDC and The Boeing Company merged in 1997, the EDP had evolved from its startup trough merger transition and redesigned into full implementation across the Boeing company. As a result, in comparison with old program which provided participants with 5 day offsite meeting, the redesigned program emphasized more inwardly deeper, meaningful experience.
