The programs vary on several dimensions—purpose, selection of mentors, matching, and process—but are all fairly successful in their career development objectives. The author identifies several conclusions or lessons to be learned from the case studies. First, she concludes that mentoring is a valuable addition to management-development efforts. Second, formal mentoring programs potentially benefit both mentors and protégés by providing learning and motivation. Third, active top-management support is a critical component of successful mentoring programs. Fourth, a variety of successful methods exist for identifying, selecting, and matching program participants. The author notes the importance of good chemistry between protégés and their mentors and concludes that a mentoring program should be a part of a larger management-development strategy.