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Accelerating executive transitions at The Home Depot
Author(s) -
Joyce Leslie W.
Publication year - 2008
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.20220
Subject(s) - variety (cybernetics) , transition (genetics) , context (archaeology) , depot , process (computing) , process management , business , marketing , management , computer science , political science , economics , chemistry , paleontology , biochemistry , artificial intelligence , biology , law , gene , operating system
The Home Depot accelerates “speed to competency” for new executives through a variety of processes and tools tailored to different types of transitions. The approaches focus on the early days of the transition, engage key stakeholders in the process, and emphasize organizational realities, including what it really takes to make it at The Home Depot. The author discusses research into the factors common to successful transitions in the company; the company's acceleration framework; two different approaches, for role‐based transitions in the field and context‐based transitions at headquarters; and other tools for supporting executives new to the company and/or their roles. © 2008 Wiley Periodicals, Inc.