...SME 710 – Service Strategy and Design Case Study 1: GE’s Growth Strategy – The Immelt Initiative Name: Ping Lei Student ID: 10320346 Please prepare an analysis of this case. Your write-up should be 4 to 7 pages. Questions that should be addressed are: 1. How difficult was the task facing Immelt assuming the CEO role in 2001? What imperatives where there to change? What incentives to maintain the past? 2. What do you think of the broad objectives Immelt has set for GE? Can a giant global Conglomerate hope to outperform the overall market growth? Can size and diversity be made an asset rather than a liability? 3. What is your evaluation of the growth strategy (a strategy for a giant global conglomerate with a portfolio of mature industrial businesses) Immelt has articulated? Is he betting on the right things to drive growth? 4. How does this case illustrate how strategic intent needs to be matched by both organizational capability and managerial competence; and show how such assets were developed? 5. Examine how broad strategic objectives can be translated into a program of implement able actions. 6. Demonstrate how Immelt’s strategy went beyond optimization to innovation. 7. Show how this new strategy focused on customers. 8. Analyzes how this new strategy emphased services. Was enough done to balance the portfolio of products and services? 9. After 4 ½ years, did Immelt succeed in his objectives...
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...Corporate Strategy Analysis: General Electric Co. (1981–present) Stanislav Bucifal Australian National University July 2009 Corporate Strategy Analysis: General Electric Co. (1981–present) Stanislav Bucifal Introduction The General Electric Company (GE) is widely regarded as one of the world’s most successful corporations of the 20th century. This paper aims to critically analyse the corporate strategy of GE during the period from 1981 to present under the leadership of two very different but equally influential CEOs—Jack Welch and Jeff Immelt. The essay is organised in four sections. The first section describes GE’s corporate strategy from 1981 to 2001 with Jack Welch as CEO, followed immediately by a critical analysis of Welch’s strategic approach in the second section. The third section then describes GE’s corporate strategy from 2001 to present with Jeff Immelt as CEO, followed again by a critical analysis of Immelt’s strategic approach in section four. 1. The Jack Welch period (1981–2001) When Jack Welch took up his post as GE’s CEO in 1981 he embarked on a radical transformation of GE’s strategy, ushering in a new era of performance management and internal efficiency. Welch’s profit guidance aimed for earnings growth of 1.5 times to double of the GDP growth rate and his management philosophy found its articulation in GE’s slogan—Speed, Simplicity, Self-Confidence (GE 1995). These values would reflect not only in the organisation’s systems and processes...
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...Corporate Strategy Analysis: General Electric Co. (1981–present) Stanislav Bucifal Australian National University July 2009 Corporate Strategy Analysis: General Electric Co. (1981–present) Stanislav Bucifal Introduction The General Electric Company (GE) is widely regarded as one of the world’s most successful corporations of the 20th century. This paper aims to critically analyse the corporate strategy of GE during the period from 1981 to present under the leadership of two very different but equally influential CEOs—Jack Welch and Jeff Immelt. The essay is organised in four sections. The first section describes GE’s corporate strategy from 1981 to 2001 with Jack Welch as CEO, followed immediately by a critical analysis of Welch’s strategic approach in the second section. The third section then describes GE’s corporate strategy from 2001 to present with Jeff Immelt as CEO, followed again by a critical analysis of Immelt’s strategic approach in section four. 1. The Jack Welch period (1981–2001) When Jack Welch took up his post as GE’s CEO in 1981 he embarked on a radical transformation of GE’s strategy, ushering in a new era of performance management and internal efficiency. Welch’s profit guidance aimed for earnings growth of 1.5 times to double of the GDP growth rate and his management philosophy found its articulation in GE’s slogan—Speed, Simplicity, Self-Confidence (GE 1995). These values would reflect not only in the organisation’s systems...
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...Copyright © Oxford Management Publishing 2009 Corporate Strategy Analysis: General Electric Co. (1981–2008) – A Case Study Stanislav Bucifal Introduction The General Electric Company (GE) is widely regarded as one of the world’s most successful corporations of the 20th century. This paper aims to analyse critically the corporate strategy of GE during the period from 1981 to 2008 under the leadership of two very different but equally influential CEOs—Jack Welch and Jeff Immelt. The paper is organised in four sections. The first section describes GE’s corporate strategy from 1981 to 2001 with Jack Welch as CEO, followed immediately by a critical analysis of Welch’s strategic approach in the second section. The third section then describes GE’s corporate strategy from 2001 to 2008 with Jeff Immelt as CEO, followed again by a critical analysis of Immelt’s strategic approach in section four. Keywords: General Electric, Corporate strategy, Leadership, CEOs. 1. The Jack Welch Period (1981–2001) When Jack Welch took up his post as GE’s CEO in 1981 he embarked on a radical transformation of GE’s strategy, ushering in a new era of performance management and internal efficiency. Welch’s profit guidance aimed for earnings growth of 1.5 times to double of the GDP growth rate and his management philosophy found its articulation in GE’s slogan—Speed, Simplicity, Self-Confidence (GE 1995). These values would reflect not only in the organisation’s systems and processes but also in GE’s...
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...Corporate-Level Strategies Business 499 February 17, 2014 The business that I chose to research is General Electric. GE is one of the oldest and largest businesses in the United States. They are ranked #26 largest firm in the U.S and the 14th most profitable. GE is a massive, diversified and profitable conglomerate with a lot of very good but unrelated businesses. GE has expanded to incorporate television, airplane engines, medical devices, household appliances and commercial financing. Analyzing GE’s business-level strategy is somewhat difficult being that GE has so many different divisions. Any of these products would serve as a large and viable business on its own but GE has them all under one corporate umbrella. GE’s business level strategy states “GE is building the world by providing capital, expertise and infrastructure for a global economy. GE Capital has provided billions in financing so businesses can build and grow their operations and consumers can build their financial futures. We build appliances, lighting, power systems and other products that help millions of homes, offices, factories and retail facilities around the world work better.” Figure 1 GE’s Organizational Structure and Business Portfolio. 2001 Figure 2 GE’s Organizational Structure and Business Portfolio. 2007 What is most important to the long-term success of GE is long term growth and investing in innovative opportunities that are closely related to their core. I believe if GE focuses on...
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...Evo Project Company Overview * General Electric (GE) is an American multinational conglomerate corporation formed by the merger of Edison General Electric Company and Thomson-Houston Electric Company in 1892. GE has grown over the years through innovation (from R&D) as well as mergers and acquisitions. * On September 2001, Jeff Immelt became GE’s ninth CEO in its 109-year history. The terrorist attack on September 11 - four days after his appointment destroyed the world trade center towers and caused huge turmoil in the economy. As expected stock market dropped drastically and this led to a drop in confidence that spread rapidly around the globe. * During this economy downturn, the environment was generally bad for most companies to do business and GE was not exempted. By the end pf 2002, GE’s revenue had declined by 3% from prior year and its stock prices had plunged drastically as compared to previous years and all-time high. Immelt identified it was not a great year to be a CEO. * Immelt predecessor Jack Welch had an excellent track record; under his leadership GE had generated a total return to shareholders of 23% per annum for 20 years consecutively. With most of this successes attributed to a disciplined, efficient and consistent operations management aswell as acquisitions. Immelt realized Welchs’ brilliant success stories were a difficult one to match and had to come up with a different strategy to grow in this new millennium. Case Overview *...
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...General Electric (GE) was founded in 1892 from the merger of Thomas Edison’s Electric Light Company with the Thomas Houston Company. Their business was based upon exploiting Edison’s patents relating to electricity generation and distribution, light bulbs, and electric motors. In 2005 and 2006 GE was Fortune’s “Most Admired Company.” Now it is an advanced technology, services and finance company dedicated to innovation in energy, health, transportation and infrastructure. GE operates in more than 100 countries. GE has had a few major keys to its success over the years, most notably its management style, massive size, ability to constantly adapt, and major acquisitions over the years. Throughout the 20th century, they have not only been one of the world’s biggest industrial corporations, but also a “model of management.” GE’s history with acquisitions has been very beneficial to them. Their slogan, “Imagination at Work”, is enforced in GE’s world and ideal creations: “healthymagination” and “ecoimagination.” These concepts have been leading GE’s innovative direction over the years. GE’s most influential leader Jack Welch became its CEO in 1981 and served the company for two decades. He led one of the most comprehensive strategic and organizational strong changes in GE. Known as a strict individual, his management style was firm and mostly confrontational. Managers had to commit to high targets and develop efficient ways to meet them. To evaluate how managers and divisions were...
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...Running head: GE STRATEGIC ANALYSIS Strategic Analysis Every organization needs to have ways in which they can meet their objectives. This is needed to demonstrate to shareholders that they have a plan in which they will be using the capital resources that were provided to the firm in a profitable and ethical manner. This is most commonly done through strategic planning. Many firms devote a lot of time and effort into this initiative in order to prove, or demonstrate, to their shareholders that they are indeed using the injected capital wisely in efforts to generate a profitable return. One of the most popular organizations to undertake such an intense endeavor is General Electric (GE). Each year, GE utilizes a lot of resources in order to accomplish their strategic objectives. This examination will look at GE through a strategic lens while looking at their current practices. This author will then include a summary of the findings conducted through research, and also suggestions for improvement. Strategic Planning General Electric (GE) is an organization that has over 130 years of experience. It was started by the famed Thomas Edison. Since its inception GE, as a company, is now comprised of a diverse, global infrastructure which operates in many types of sectors. These sectors include; finance, media, energy and a wide range of other offerings. Each year the leaders of each of these particular division lines meet to discuss the outlook and strategy for the upcoming...
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...………………………………………………………………………………p.3 General Electric Health (History)..…………………………………………………………p.4 Theories Behind the GE Healthcare Move…………………………………………………p.4 International Product Lifecycle.…………………………………………………………....p.5 Comparative Advantage……………………………………………………………………p.6 Possible Pitfall of the Strategy……………………………………………………………..p.8 Solutions to Pitfalls…………………………………………………………………………p.9 HR Strategy in India………………………………………………………………………..p.9 HR Strategy in China……………………………………………………………………….p.10 Training Design (India,China)………………………………………………………………p.10 Conclusion…………………………………………………………………………………..p.11 References………………………………………………………………..…………………p.12 Abstract Untapped markets are not always available, but are out there; the question is, how do you find those markets? How do you tap the untapped? How do you find untapped markets with the proliferation of growth in economies, societies and markets within a world that is becoming a market without defined borders? As companies continue to grow and trade also expands, it now is crucial that MNC’s looking to expand their business, look for growth in a global lens sense. In this essay, the discussion will be just that. How MNC’s can reach untapped markets and expand the growth of their business, most notably, General Electric Health. This has been made possible due to the continuous expansion of globalized economies that creates avenues for investors that can now find growth opportunities outside of its own borders. Is this possible for all companies, the answer...
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...Goldman Sachs Global Economics, Commodities and Strategy Research at https://360.gs.com The Long-Term Outlook for the BRICs and N-11 Post Crisis The BRIC and N-11 countries are emerging from the crisis better than the developed world. As a result, our long-term projections for the BRICs look more, rather than less, likely to be realised. It is now possible that China will become as big as the US by 2027, and the BRICs as big as the G7 by 2032. Within the BRICs and N-11, China, Brazil, India, Indonesia and the Philippines appear to be performing best. Bangladesh, Egypt, Korea, Nigeria, Turkey and Vietnam form a second group of countries that have performed broadly in line with expectations. Iran, Mexico, Pakistan and Russia have need for improvement. We show the ongoing dramatic BRIC influence in key product markets, with autos and crude oil as examples. Important disclosures appear at the back of this document Thanks to Dominic Wilson, Michael Buchanan, Paulo Leme and Swarnali Ahmed for their valuable comments, and to Alex Kelston for the Growth Environment Scores Jim O’Neill and Anna Stupnytska December 4, 2009 Goldman Sachs Global Economics, Commodities and Strategy Research Global Economics Paper Contents Summary Section 1. Where We Stand on the BRICs and N-11 Section 2. The BRICs and N-11 in the Aftermath of the Crisis 2.1 BRICs and N-11 Global Importance Continues to Rise 3 4 6 6 Higher growth contribution Increasing trade shares Rebalancing...
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...General Electric (GE) competes in many different industries ranging from appliances, aviation, and consumer electronics, to energy, financial services, health care, oil, and wind turbines. These industries are quite diverse, but there are similarities among several of them. In fact, GE’s businesses are grouped in four divisions: GE Capital, GE Energy, GE Technology Infrastructure, and GE Home & Business Solutions. In recent years, more than 50 percent of GE’s annual revenue has come from its financial services businesses. However, GE has reduced its assets in financial services—GE Capital provides approximately one-third of its total earnings. In 2012, much of GE’s growth in revenues came from the manufacture and sale of jet engines for major airliners and from its increasing business in the oil and gas industry. In 2013 (based on 2012 data), GE was ranked the eighth largest corporation in the Fortune 500. Additionally, in 2013 it was ranked eleventh in Fortune magazine’s list of the 50 most admired companies. Thus, GE has been a highly successful company. GE has an impressive history and is one of the few widely diversified firms to achieve such success. GE is a highly influential global corporation. Its CEO, Jeffrey Immelt, was selected by President Obama to chair an advisory group on economic and job creation concerns. However, GE has experienced some “bumps in the road” along the way. This is to be expected because it is difficult to manage a large, widely diversified...
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...Electric (GE) is building the world by providing capital, expertise, and infrastructure for a global economy (G.E., 2013). The corporation is preparing for the launch of the Smart Helmet in Japan and Hong Kong markets, respectively. The Smart Helmet offers improved safety and modern technological capabilities through Bluetooth synchronization and Global Positioning System (GPS) with a heads-up visor display. This paper considers components of the product launch plan for Japan’s domestic market and Hong Kong’s international market. The plan includes a description of the product and positioning, targeting, market needs and growth, SWOTT analysis, the competition, objectives and strategy, pricing and financial information, communication plan, distribution strategy, and market research for the plan. GE anticipates the detailed plan will result in a successful product launch. Product Description The Smart Helmet is designed primarily as a protective covering for the head of any cyclist who desires a full-face helmet. As a product of innovative thought, the Smart Helmet increases safety and convenience by offering a standard voice-activated global positioning system and Bluetooth synchronization with a heads-up projection at forward sky-level. Such features allow the rider to enjoy an uninterrupted journey with music, verbal companionship, and navigation without taking his or her eyes off the road. GE’s new product is differentiated from competitors through branding with the GE logo....
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...Electric (GE) is building the world by providing capital, expertise, and infrastructure for a global economy (G.E., 2013). The corporation is preparing for the launch of the Smart Helmet in Japan and Hong Kong markets, respectively. The Smart Helmet offers improved safety and modern technological capabilities through Bluetooth synchronization and Global Positioning System (GPS) with a heads-up visor display. This paper considers components of the product launch plan for Japan’s domestic market and Hong Kong’s international market. The plan includes a description of the product and positioning, targeting, market needs and growth, SWOTT analysis, the competition, objectives and strategy, pricing and financial information, communication plan, distribution strategy, and market research for the plan. GE anticipates the detailed plan will result in a successful product launch. Product Description The Smart Helmet is designed primarily as a protective covering for the head of any cyclist who desires a full-face helmet. As a product of innovative thought, the Smart Helmet increases safety and convenience by offering a standard voice-activated global positioning system and Bluetooth synchronization with a heads-up projection at forward sky-level. Such features allow the rider to enjoy an uninterrupted journey with music, verbal companionship, and navigation without taking his or her eyes off the road. GE’s new product is differentiated from competitors through branding with the GE logo...
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...GE’s Two-Decade Transformation Case Analysis March 17, 2005 For: Anne Becker From: Scott Ashby 999004953 _ Phil Parkinson Judy Lee 04003094 Gianni Liburdi 049003649 Executive Summary This report’s objective is to provide analysis of the leadership challenge that General Electric (GE) is currently facing, and to recommend solutions. The primary problem is determining what kind of candidate is required to replace retiring CEO Jack Welch. This has left GE to question how much does the company want to change policy over the previous era, and where does the company want to be in future? Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a successful transition from a corporate model that was highly centralized and bureaucratic to one that is dynamic, flexible, and many times more profitable. If GE wishes to sustain and build upon the progress of the Welch era, it would do well to nominate a new CEO from within the organization who is familiar with his brand of leadership, and who can continue to provide it for many years to come. 2 Table of Contents Executive Summary................................................................................................................... 2 Table of Contents ....................................................................................................................... 3 Statement of Problem ...............................
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...Resource Management in Global Environments General Electric, or GE, is one of the most innovative companies in the world and leading U.S. manufacturing company that primarily specializes in the Engineering Industry. GE can trace their lineage back to when they were founded in 1892 with Thomas Edison as one of their four founders. In 1896, General Electric was one of the original 12 companies listed on the then newly formed Dow Jones Industrial Average and is the only company out of the 12 to still be listed on the Dow index. GE serves the entire world with operations in more than 140 countries across the globe with over 305,000 employees globally. With products from appliances to oil, GE remains one of the top engineering manufacturing companies in the world. In fact, when looking at the manufacturing industry as a whole, GE operates in three out of five categories as shown in the illustration. This can be contributing directly to their strategic resource management and strength in their intangible assets of their organization. This paper will address GE’s intangible assets and their impacts to their alignment in strategy in four countries of operation to include the U.S., Mexico, France, and Turkey (Fact, 2013; McKinsey, 2012). Human Capital Many organizations are now reliant on human capital to ensure their continued success and commitment to achieving the organization’s missions and objectives. For GE, the diversity is what helps drive innovation and success. With...
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