Anyone with responsibility for the performance of a large organization knows the value of effective leaders. Most of us are more than happy to invest in developing them. But even a cursory review of the management literature shows that there’s no consensus on how to do that. When fast growth pressured us at Amgen to bring along the talent in our leadership pipeline, we had to figure it out for ourselves.
A version of this article appeared in the October 2013 issue of Harvard Business Review.
