ASSESSMENT
A global technology firm had used several off-the-shelf competency programs over a five year period. They were left with an unwieldy jumble of 187 competencies. The chairman, who was “tired of shuffling cards” wanted an organization-specific and usable set of competencies to guide their global operations, and he wanted it quickly.

ACTION
CMI analyzed existing managerial performance data to identify the core differences between high and low performers. Global focus groups were set up and conducted to refine these competencies and create a defining set of behaviors for all levels of management. This also served to ensure buy-in for and applicability of the competency model around the world.

ACCOMPLISHMENTS
All data was boiled down to a set of 10 usable, meaningful competencies, each with a clear set of behavioral descriptions for individual levels of management. After cutting the competency clutter, the organization could see what they couldn’t before: what made managers successful and where their bench strength lay.

The following graph is a sample of competencies reflecting significant differences in actual performance across the management pool. This allowed the organization to focus ressources effectively on the next generation of leaders.