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Leadership Leverage in Gunderson Lutheran Health System
Analyze the case of a talent development program in Gunderson Lutheran Health System in La Crosse, Wisconsin, a healthcare delivery company that includes a 325-bed hospital.
Upper management felt that growing leaders internally made sense from the standpoint of continuity and cultural fit. The HR staff researched best practices in talent management and development. The result was the establishment of a Talent Development Review Group, including the top leaders. The next step was to identify high-potential talent. The Review Group picked candidates for consideration in each of the four pools. The top managers are very busy people. Why was it necessary to involve them in leadership leverage? The program took five years to get to the endpoint. Is that realistic, or did it take too long? Explain why the timing may vary.