Section Four
In addition to future changes in the amount and type of
training, the speed of development has already changed. In the
past, exceptionally talented individuals were developed for the
highest positions through fast-track management development
programs. For example, over a period of 32 years,
Edgar S. Woolard Jr., moved through 20 jobs before he became
the chief executive officer of Du Pont. While his tenure in these
jobs ranged from only five months to three years, his
experience was not unusual for fast trackers as promotions
came after an average of 18 to 24 months on the job. Because
of reductions in the numbers of middle-management jobs and
the glut of the baby boomers, the rate of promotions has
slowed dramatically.^87
In spite of developmental slowdowns and a reduction in
the middle-management training ground, there are still means
for developing high-talent managers. One approach is to use
lateral moves. By making lateral assignments of both average
performers and stars, there is less chance that the assignment
will be perceived as dead end. Increases in the span of
supervision and magnitude of responsibility without vertical
movement also can promote development. Specific examples
are PepsiCo’s use of lateral assignments for approximately
60 percent of its management-track assignments, and Hughes
Aircraft’s use of lateral moves in which electrical engineers are
assigned to quality control. An obvious advantage of these