How do you build a robust leadership development program that helps employees develop the experiences, skills and thinking needed to fill future leadership positions? Through its Operations Leadership Development Program and collaboration with Drexel University, Lockheed Martin is educating its high-potential early career employees through a program design that fosters collaborative knowledge sharing, critical thinking and innovation — not just building skills. The Lockheed Martin story offers a valuable learning experience for organizations whose continued success is dependent on the development and retention of their employees. John N. Hatch, Corporate Vice President, Subcontract Program Management, Lockheed Martin Dr. Kristin Risi, Senior Director, Corporate and Executive Education, LeBow College of Business, Drexel University

1. Building the Leaders of Tomorrow:
Lockheed Martin's Early Career Leadership
Development Program
Tuesday, April 13, 2010

2. Chief Learning Officer Symposium
April 13, 2010

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4. SVP
Corporate Human
Resources
VP
Talent & Organizational
Capability
VP& Chief VP SVP ES – VP &
VP Subcontract SVP CIO &
Technology Human Chief Security
& Controller Program Communications VP, EBS
Officer Management Resources Office
Program Program Program Program Program Program Program
Manager Manager Manager Manager Manager Manager Manager
Deputy Deputy
Program Program
Manager Manager
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6. OLDP EXECUTIVE SPONSOR
Corporate Functional Executive
Key Components
Business Area OLDP PROGRAM
CHAMPIONS MANAGEMENT OFFICE
Program Manager
STEERING Deputy PM
COMMITTEE OLDP
Business Unit
SITE SPONSORS
OLDP ASSIGNMENT
OLDP SITE LEADERS
MANAGERS
OLDP PARTICIPANTS
OLDP ALUMNI
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8. Career Planning + Mentoring + Committees
Permanent
Position
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9. Networking Career Management
Communications Technical Development
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10. On Boarding and
Communication
Multiple Feedback
Loops
Dedicated Staff and
Resources
Networking and
Mentoring
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11. Industry-
Graduate Level
Specific
Content
Examples
Leadership Learner-
Involvement and Generated
Support Content
CURRICULUM
INTEGRATION
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12. • Faculty, Advisors, PMO • Accredited University
Instructional Tech, Deans
• Negotiation &
• Goal/objective alignment Communications,
Finance, Operations,
• Quality of program and Quality
design/ delivery
Integrated GCP • Capstone project
Learning Curriculum • Secondary pursuit
Team
Collaborative Engagement,
• Synchronous/ • Engage community
asynchronous Opportunities Contribution
elements • Set expectations
& Context
• Knowledge community • Foster Full Spectrum
Leadership
• Student/faculty forums
• Commitment to
• Webinars, wiki, blogs, Excellence award
embedded videos
• Alumni involvement
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13. Participant Survey Satisfaction
Quality of the program
“Would Highly Recommend
Exposure to upper management
the program to others”
Ability to network in program
Site Leader
Assignment Manager
Graduate Certificate Program
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