Guidant Corporation

Need:

Indianapolis-based Guidant is a world leader in the design and development of cardiovascular medical products, with 2002 sales of $3.2 billion. Following its split from Eli Lilly and Company in the mid-90s, Guidant experienced significant growth. In just six years, the company catapulted from $800 million in annual sales to $2.4 billion, and grew from 5,000 employees to more than 8,000. This rapid expansion proved problematic to its management ranks; company data showed that two thirds of managers had two years or less of experience in their management roles.

Solution:

Guidant set out to build the capabilities of their fledgling managers—to boost skills, build bench strength, and satiate the company's leadership growth. First, with DDI's assistance, the company created future-focused competency models for its 800 managers, directors, and vice presidents worldwide. Next, Guidant used the models to provide feedback, including strengths and development opportunities, to each individual. The company then supported its efforts with a customized version of OPAL®, DDI's online performance and learning system, helping to track development progress.

Results:

Guidant now recognizes leadership development as a strategic imperative for the organization. Within one year of OPAL® being introduced, 72 percent of Guidant's managers, directors, and vice presidents had completed their baseline surveys. Surveys conducted two years after implementation showed improvement in employee agreement with seven "vital sign" statements that map to Guidant leader core competencies.