The Archer Daniels Midland Company (NYSE: ADM) is a conglomerate headquartered in Decatur, Illinois.[3][4][5] ADM operates more than 270 plants worldwide, where cereal grains and oilseeds are processed into products used in food, beverage, nutraceutical, industrial and animal feed markets worldwide.
ADM also provides agricultural storage and transportation services. The American River Transportation Company along with ADM Trucking, Inc are subsidiaries of ADM. ADM's revenues for fiscal 2009 were US $69.2 billion.
In 1902, George A. Archer and John W. Daniels began a linseed crushing business. In 1923, Archer-Daniels Linseed Company acquired Midland Linseed Products Company, and the Archer Daniels Midland Company was formed. Every decade since its corporate inception, ADM has added at least one major profit source to its agribusiness: milling, processing, specialty food ingredients, cocoa, nutrition, and more.
In 1971 Dwayne Andreas became Chief Executive Officer of ADM, and is credited with transforming the firm into an industrial powerhouse. Andreas remained CEO until 1997. He was one of the most prominent political campaign donors[7] in the United States, having contributed millions of dollars to Democratic and Republican candidates alike.
In September 1999, executive Marty Andreas announced, under pressure from the European agricultural industry, they were going to separate crops into genetically modified and non-genetically modified groups to give their customers a choice. Previously the company had not disclosed their crop sources.
Talent-minded managers know that their organizations must not only “hang
on” to good people, they must also continually develop them in order to
meet changing business needs. Finding and keeping talent is critical to an
organization’s ability to improve profitability. During the first part of this
seminar, we’ll discuss how every manager’s contribution to the organization’s
mission and strategic goals is highly correlated to his or her ability to
retain and engage talented, highly skilled, knowledgeable people. We’ll help
you to:
• Understand the significance of key engagement and retention factors,
other than pay
• Identify the roles and responsibilities of the manager in the retention
and engagement equation
• Learn several practical, low-to-no-cost and hands-on strategies that
leaders at all levels can apply immediately
The highly interactive afternoon session will provide a set of five distinct
skills that you can use to hold effective development conversations. You’ll
learn how to:
• Develop and use a “business case” for, and a career development
model for talent development
• Incorporate the answers to five key questions in your own
development coaching
Through Career Development
While many organizations concentrate on retaining “top” talent we must
also concern ourselves with what is happening with the massive middle—
75% of your workforce—the people who implement and execute.
Companies that have overlooked this group will regret it. During this
session, we will discuss how to use career development approaches and
development plans to engage and retain these crucial employees including
how individuals can take more responsibility for gaining the development
they wish without necessarily being part of a leadership track.
Creating a Development-Minded Culture
This session will explore the successes, challenges and learning that
resulted from implementing a development planning process at New York
Life Insurance Company. Although the Company was having some of
the best years in terms of its business results and competitive position,
general management appreciated the longer-term business need to identify
and develop the next generation of leaders to understand the value of
implementing a company-wide development. This session will emphasize
what was done to achieve a significant level of success in moving the
organization’s culture in the right direction within a two-year timeframe,
and will highlight what was done to increase the readiness for change at
the most senior levels as well as at all levels among the managerial and
employee populations.
ADM also provides agricultural storage and transportation services. The American River Transportation Company along with ADM Trucking, Inc are subsidiaries of ADM. ADM's revenues for fiscal 2009 were US $69.2 billion.
In 1902, George A. Archer and John W. Daniels began a linseed crushing business. In 1923, Archer-Daniels Linseed Company acquired Midland Linseed Products Company, and the Archer Daniels Midland Company was formed. Every decade since its corporate inception, ADM has added at least one major profit source to its agribusiness: milling, processing, specialty food ingredients, cocoa, nutrition, and more.
In 1971 Dwayne Andreas became Chief Executive Officer of ADM, and is credited with transforming the firm into an industrial powerhouse. Andreas remained CEO until 1997. He was one of the most prominent political campaign donors[7] in the United States, having contributed millions of dollars to Democratic and Republican candidates alike.
In September 1999, executive Marty Andreas announced, under pressure from the European agricultural industry, they were going to separate crops into genetically modified and non-genetically modified groups to give their customers a choice. Previously the company had not disclosed their crop sources.
Talent-minded managers know that their organizations must not only “hang
on” to good people, they must also continually develop them in order to
meet changing business needs. Finding and keeping talent is critical to an
organization’s ability to improve profitability. During the first part of this
seminar, we’ll discuss how every manager’s contribution to the organization’s
mission and strategic goals is highly correlated to his or her ability to
retain and engage talented, highly skilled, knowledgeable people. We’ll help
you to:
• Understand the significance of key engagement and retention factors,
other than pay
• Identify the roles and responsibilities of the manager in the retention
and engagement equation
• Learn several practical, low-to-no-cost and hands-on strategies that
leaders at all levels can apply immediately
The highly interactive afternoon session will provide a set of five distinct
skills that you can use to hold effective development conversations. You’ll
learn how to:
• Develop and use a “business case” for, and a career development
model for talent development
• Incorporate the answers to five key questions in your own
development coaching
Through Career Development
While many organizations concentrate on retaining “top” talent we must
also concern ourselves with what is happening with the massive middle—
75% of your workforce—the people who implement and execute.
Companies that have overlooked this group will regret it. During this
session, we will discuss how to use career development approaches and
development plans to engage and retain these crucial employees including
how individuals can take more responsibility for gaining the development
they wish without necessarily being part of a leadership track.
Creating a Development-Minded Culture
This session will explore the successes, challenges and learning that
resulted from implementing a development planning process at New York
Life Insurance Company. Although the Company was having some of
the best years in terms of its business results and competitive position,
general management appreciated the longer-term business need to identify
and develop the next generation of leaders to understand the value of
implementing a company-wide development. This session will emphasize
what was done to achieve a significant level of success in moving the
organization’s culture in the right direction within a two-year timeframe,
and will highlight what was done to increase the readiness for change at
the most senior levels as well as at all levels among the managerial and
employee populations.