Giving her perspectives on values that drive the Boeing company, Bethany Tate Cornell, in a candid discussion with People Matters, shares the underlying L&D framework that guides the employees at Boeing, Being Behaviors, and leveraging diversity
Bethany Tate Cornell is the Vice President of Leadership, Learning & Organizational Capability for The Boeing Company and is responsible for implementing the enterprise learning, cultural transformation, and workforce development initiatives to support Boeing’s business strategies and goals. Cornell is the co-executive sponsor of two business resource groups: Boeing Generation 2 Generation and Boeing Employee Pride Alliance. She is also the executive sponsor of the Leadership NeXt program, championing leadership development for all employees across the company. Additionally, she also serves on the Chief Learning & Talent Officer Board for the Institute for Corporate Productivity focusing on critical global issues for learning and talent. She has spent more than 25 years leading talent development and learning innovations at five companies, including GE, Gap, Ethan Allen, IBM and Interlock Group. At GE, Cornell held several roles, including leading the culture and learning strategy for a $9 billion renewable energy startup, launching the company’s first Crotonville Learning shared service for design and technology and leading culture and engagement for the company’s largest industrial acquisition.
Behaviors, systems, policies, and processes are all important aspects of driving values. How has Boeing ensured that leadership is aligned with all these different aspects?
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Denne historien er fra April 2019-utgaven av People Matters.
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