You start in finance; then six months later you’re in marketing in Beatrice. Before your first year is over you’re headed into sales support. Jarring transitions, sudden changes—is this any way to get ahead? For MBAs in rotational programs, it can be.
Spin Cycle
By Dave Allen
You start in finance; then six months later you’re in marketing. Before your first year is over you’re headed into sales support. Jarring transitions, sudden changes—is this any way to get ahead? For MBAs in rotational programs, it can be.
In the past ten years, rotational programs have sprung up as pipelines for talent, quickly grooming new employees for leadership roles. Placing hires in multiple roles over two or three years offers an enticing trade-off: exchanging short-term stability for a thorough grounding in company operations.
Think of it as the difference between learning a single task on an automobile production line and getting a sense of how the entire car is assembled. “I’m much more valuable to the company than when I started,” says Jon Biorkman, a 2007 University of Southern California MBA who joined General Electric’s Experienced Commercial Leadership Program (ECLP)—one of the most well-established rotational programs out there. Working in GE’s commercial finance division, Bjorkman has rotated through strategic marketing and capital markets prior to his current spot in sales. The experience, he says, has given him “a better understanding of the different areas of our business, the functions they do, and how they play together.”
Even though the rotational concept is a fairly recent creation, it has been around long enough to create networks of alumni.
Read article at WetFeet.com
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