PPG Industries

Need:

In 1993, PPG Industries found itself in an unexpected and unfamiliar position when the CEO retired and the Board of Directors was not able to identify a suitable internal candidate to replace him. This was a wake-up call for PPG's senior leadership, which realized that the organization was not doing an effective job of managing the organization's talent—especially its leadership talent. PPG needed an integrated performance and talent management process that was aligned with the organization's business strategies, and that would identify and proactively manage the careers of the organization's high-potential leadership talent.

Solution:

PPG created a two-tiered Aggressive Career Management (ACM) program, one tier for developing high-potential leadership talent at the director level and a second tier for the development of high-potential leaders at the manager level and below. To support this new initiative, PPG put more than 200 leaders through DDI's Acceleration Center®, an executive assessment center designed specifically to provide developmental data. By sending ACM participants through the Acceleration Center®, PPG is able to target the development needs of its leadership talent.

Results:

  • PPG now has a systematic process for accelerating the development of its high-potential leadership talent.
  • Through tracking the performance and development progress of ACM process participants, PPG senior leaders are more knowledgeable about the organization's leadership talent.
  • By early 2005, two leaders who had been part of the ACM process had been promoted into senior leadership positions.