...General Electric – Case Study Out of recession The callange Welch faced in 1981 Welch‘s objective Which goal did Welch aim at? Welch´s meassures strategic and organizational iniatives The change process The logical structure behind the change process Added values The values Welch added related to the change process Our opinion Evaluation of Welch‘s approach Welch‘s heritage Longterm implications for GE Summary Short overview of Welch‘s achievments 2 THE CHALLENGE WELCH FACED IN 1981 Out of recession 1. 2. 3. Reorganization of his predecessor (Reg Jones) CEO of the year (3 times), CEO of the decade (1979)… Recession of US economy (1981): High interest and unemployment rate(s), strong currency Strong competitors: Especially from Japan Welch‘s objective Welch‘s measures The change process Added values Our opinion Welch‘s heritage Summary 3 Leads to the radical restructuring during 1981- 88 HOW EFFECTIVELY DID HE TAKE CHARGE? Out of recession #1 or #2: Fix, sell or close Core Welch‘s objective - Three circle concept (1983) Welch‘s measures The change process Added values From 1981 – 1990: - Sold more than 200 business ($11 billion ) - Made over 370 acquisitions ($21 billion) Service Technology Our opinion Welch‘s heritage Summary 4 HOW EFFECTIVELY DID HE TAKE CHARGE? Out of recession Disciplined destaffing Chip away at bureaucracy „Real time planning“ Welch‘s objective - To become...
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...HB Case Study Collision Course : Bob Nardelli and the Home Depot Shareholders 2013. 11. 14 Introduction of our members 이정희 • Company: • Dept.: • Company: KTskylife • Dept.: Strategy planning & Coordination Team 박지만 김진우 • Company: • Dept.: • Company: BC Card • Dept.: Card Information Processing Team • Company: Hanmi Pharmaceutical • Dept.: Global Business Development • Company: DK Corporation • Dept.: Overseas Sales Team 이영규 신경식 Shin, Kyung Sik 김지연 Kim, Ji Yeon 1 Contents of Presentation 1. HD Introduction 2. Summary of Article 3. Issues 4. Recommendation & Implementation 5. Conclusion PRESENTATION TITLE GOES HERE 2 Home Depot 3 Home Depot [Company History] • Founded in 1978 (by Bernard Marcus, Arthur Blank, Ron Brill and Pat Farrah) • American retailer of home improvement and construction products and services. • Head Quarter : Atlanta, US Stores • US: Including all 50 US states • Canada: All 10 provinces • Mexico, China, South America and UK Market Position • Largest home improvement retailer in US in terms of overall revenue based on strong customer service ethos Culture “Everybody here feels that it is their company” - Home Depot director, Don Keough “Directors were required to meet with customers & offer insights…” - Business Week 4 Nardelli career history • 1971 : joined General Electric in 1971 as an entry-level manufacturing engineer • 1988 ~ 1991 : executive for a division of the construction equipment...
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...http://www.mysensex.comPESTLE « Pestle Summary: India | Main | Pestle summary: USA » 03/28/2009 Pestle Summary China Well, I guess this is where I get controversial, at least a bit. There are others who have predicted that China was in for a tough ride over the past few years, but they mostly got ignored, or were proven wrong by events. And, to a certain extent, if you cry doom long enough you'll always get proved right, given the laws of entropy. So this is a bit 'faux' controversy... This is the introductory note taking exercise for a Pestle analysis of China, drawn on conventional internet sources such as Wikipedia, the CIA World Factbook and Nationmaster. China is the most populous country in the world, with 1.34 billion people. It has the third largest GDP, with $4.84 trillion, behind Japan and the U.S. Like India, the currency and conditions make it useful to look at some statistics using Purchasing Power Parity, which bumps up China's GDP to $7.8 trillion, which would move it ahead of Japan. It also is the second in the world in annual military spending, although that needs a bit of context, as the world's number two spends about 15% of what the world number one (USA) spends. But with PPP, that looks like more money, and insofar as it is used to pay salaries, rather than buy Israeli rocket parts, PPP is valid in this context too. China is badly governed by the Communist Party, and in my five-year Pestle forecast I will be making the case that misgovernance will prove to...
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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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...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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...1 GE’s Two Decade Transformation Team Globalization Case Analysis GE’s Two Decade Transformation: Jack Welch’s Leadership Yasmine Abdo Al-Kouraishi Muhammad Howard Steven D. Johns Kenneth V. Oliver Kimberly N. Lomax AMBA 670 Managing Strategy in the Global Workplace July 25, 2012 2 GE’s Two Decade Transformation Executive Summary Team Globalization has conducted an in depth analysis on General Electric's (GE) two decade transformation achieved by the company’s former Chief Executive Officer (CEO) Jack Welch. This report consists of a reflective examination performed by the team, incorporating perspective gained through professional experience and key concepts gleaned from selected course reading selections. As CEO of GE, Jack Welch's management skills became legendary, with little tolerance for bureaucracy and archaic business processes. Acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was a primary concern for Mr. Welch. Under his guidance, the company expanded dramatically from 1981 to 2001 (GE, 2012). The culture of innovation and learning, which included incorporation of measures related to new product development, technological leadership, and rates of improvement, aided Welch and the company in defying the critics as the company continued to profit. 3 GE’s Two Decade Transformation Introduction Surviving in today’s challenging business environment necessitates innovative thinking in...
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...1 GE’s Two Decade Transformation Team Globalization Case Analysis GE’s Two Decade Transformation: Jack Welch’s Leadership Yasmine Abdo Al-Kouraishi Muhammad Howard Steven D. Johns Kenneth V. Oliver Kimberly N. Lomax AMBA 670 Managing Strategy in the Global Workplace July 25, 2012 2 GE’s Two Decade Transformation Executive Summary Team Globalization has conducted an in depth analysis on General Electric's (GE) two decade transformation achieved by the company’s former Chief Executive Officer (CEO) Jack Welch. This report consists of a reflective examination performed by the team, incorporating perspective gained through professional experience and key concepts gleaned from selected course reading selections. As CEO of GE, Jack Welch's management skills became legendary, with little tolerance for bureaucracy and archaic business processes. Acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was a primary concern for Mr. Welch. Under his guidance, the company expanded dramatically from 1981 to 2001 (GE, 2012). The culture of innovation and learning, which included incorporation of measures related to new product development, technological leadership, and rates of improvement, aided Welch and the company in defying the critics as the company continued to profit. 3 GE’s Two Decade Transformation Introduction Surviving in today’s challenging business environment necessitates...
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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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...CHAPTER 19 Fraud Awareness Auditing LEARNING OBJECTIVES | | | | | | |Review Checkpoints |Exercises Problems |Cases | | | | | | |1. Define and explain the differences among several kinds of fraud, |1, 2, 3 |45, 46 | | |errors, irregularities, and illegal acts that might occur in an | | | | |organization. | | | | | | | | | |2. Explain the various auditing standards regarding external, internal, |4, 5, 6, 7, 8 | | | |and governmental auditors' responsibilities with respect to detecting | | | | |and reporting errors, irregularities, and illegal...
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...Assignment 1: Corporate Responsibility and Marketing Strategies BUS 508 – Contemporary Management Strayer University Introduction This assignment will examine the private enterprise systems, drivers of change on the system, ethical and social responsibilities of business, and the requirements for success in today’s business environment. Abysmal corporate ethics and social responsibility has been spotlighted in the media with events such as the Enron scandal in 2001, the BP oil spill in 2010, and more recently, the labor practices at Apple’s, China based, Foxconn factory in 2012. In an ever more competitive market place, events such as these bring ethics and social responsibility into the forefront of qualifying factors required to earn trust that equates to money from consumers. (Alijani 2012, Boon 2012, Duhigg 2012, Ewing 2013) Apple’s Current Position on Ethics and Social Responsibility Through transparency, Apple has spun this very public, internal defect of absent ethical and social responsibility by publishing a Code of Conduct, Supplier Responsibility Standards, and Working-Hours Reports on its commercial website. Additionally, Apple flooded the media with reports about it’s clean up efforts. For example, in February 2012, Apple announced it was the first technology company admitted to the Fair Labor Association (FLA). The FLA conducts independent monitoring and verification to ensure that the FLA Worklpace Standards are upheld (Apple 2014). Impact...
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...* Personality and Foreign Policy: The Case of Stalin Raymond Birt Political Psychology, Vol. 14, No. 4 (Dec., 1993), pp. 607-625 Page Scan Article PDF Article Summary Journal * 2. The Killing of the Father: The Background of Freud's Group Psychology Jaap van Ginneken Political Psychology, Vol. 5, No. 3 (Sep., 1984), pp. 391-414 Page Scan Article PDF Article Summary Journal * 3. The Secret Lives of Liberals and Conservatives: Personality Profiles, Interaction Styles, and the Things They Leave Behind Dana R. Carney, John T. Jost, Samuel D. Gosling, Jeff Potter Political Psychology, Vol. 29, No. 6 (Dec., 2008), pp. 807-840 Page Scan Article PDF Article Summary Journal * 4. A Kohutian Analysis of President Bush's Personality and Style in the Persian Gulf Crisis Robert H. Swansbrough Political Psychology, Vol. 15, No. 2 (Jun., 1994), pp. 227-276 Page Scan Article PDF Article Summary Journal * 5. Personality and Development in Childhood: A Person-Centered Approach Daniel Hart, Robert Atkins, Suzanne Fegley, Richard W. Robins, Jessica L. Tracy Monographs of the Society for Research in Child Development, Vol. 68, No. 1, Personality and Development in Childhood: A Person-Centered Approach (2003), pp. i-iii+v+vii+1-122 Page Scan Article PDF Article Summary Journal * 6. Flight into Security: A New Approach and Measure of the Authoritarian Personality Detlef Oesterreich Political Psychology, Vol. 26, No. 2, Special Issue:...
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...Chapter 5 Theory of Constraints What You Will Find Out About in This Chapter The importance of managing system throughput The differences between cost-world orientation and throughput orientation The importance, and often the difficulty, of identifying constraints The five-step process of constraint management The circumstances in which the theory of constraints is valuable in increasing throughput How throughput accounting and appropriate performance measures can encourage a throughput emphasis Management Accounting for Change: Process Improvement and Innovation 5.1 INTRODUCTION...........................................................................................................................................85 5.2 MANAGING PROCESS THROUGHPUT ....................................................................................................85 5.2.1 Defining TOC...........................................................................................................................................86 5.3 NATURE OF THE ‘GLOBAL GOAL’ VS LOCAL PERFORMANCE MEASUREMENT ........................87 5.3.1 The Global Goal .......................................................................................................................................87 5.3.2 Local Performance Measurement .............................................................................................................87 5.3.3 Conflicts Between Local Performance and the Global...
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...9-399-150 REV: MAY 3, 2005 CHRISTOPHER A. BARTLETT MEG WOZNY GE's Two-Decade Transformation: Jack Welch's Leadership On September 7, 2001, Jack Welch stepped down as CEO of General Electric. The sense of pride he felt about the company's performance during the previous two decades seemed justified judging by the many accolades GE was receiving. For the third consecutive year, it had not only been named Fortune's "Most Admired Company in the United States," but also Financial Times' "Most Admired Company in the World." And, on the eve of his retirement, Fortune had named Welch "Manager of the Century" in recognition of his personal contribution to GE's outstanding 20 year record. Yet while the mood at GE's 2001 annual meeting had clearly been upbeat, some shareholders wondered whether anyone could sustain the blistering pace of change and growth characteristic of the Welch era. And specifically, many worried if any successor could generate the 23% per annum total shareholder return Welch had delivered in his two decades leading GE. It would be a tough act to follow. (See Exhibit 1 for financial summary of Welch’s era at GE.) The GE Heritage Founded in 1878 by Thomas Edison, General Electric grew from its early focus on the generation, distribution, and use of electric power to become, a hundred years later, one of the world’s leading diversified industrial companies. A century later, in addition to its core businesses in power generation, household appliances, and lighting...
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...My Leadership Profile Deepak Lal Jack Welch Management Institute Dr. Jamie Chesler JWI 510: Leading in the 21st Century April 24, 2016 Executive Summary All leadership styles are unique and executed via a well-thought out process. This paper reviews the leadership and managerial opportunities I have had in my recent work experiences. The experiences mentioned in this paper range from my first work engagement to the current role I am assigned as a Senior Financial Analyst. There are examples which explain the aspects that have impacted my leadership skills. This paper also examines the possibilities of inventing a unique leadership style that will align with Jack Welch's four principles and eight Rules. Furthermore, it provides the recommendations that will help develop my existing strengths based on my previous challenges as a leader and based on the DiSC Assessment. Finally, this paper will outline plans which could help lower the risk of team dysfunction and provide a means to measure the rate of growth. Support will be included from the weekly readings, including Jack Welch's (2005) book, "Winning", my "DiSC Assessment Profile" (2016), "The Five Dysfunctions of the Team" by Lencioni (2002) and other suggested readings. Introduction I want to begin with a question: How could I have done things differently that could help my company win? Welch (2005) reasons that when companies win, people thrive and grow, which opens up opportunities for more jobs and resources...
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...9-399-150 REV: MAY 3, 2005 CHRISTOPHER A. BARTLETT MEG WOZNY GE's Two-Decade Transformation: Jack Welch's Leadership On September 7, 2001, Jack Welch stepped down as CEO of General Electric. The sense of pride he felt about the company's performance during the previous two decades seemed justified judging by the many accolades GE was receiving. For the third consecutive year, it had not only been named Fortune's "Most Admired Company in the United States," but also Financial Times' "Most Admired Company in the World." And, on the eve of his retirement, Fortune had named Welch "Manager of the Century" in recognition of his personal contribution to GE's outstanding 20 year record. Yet while the mood at GE's 2001 annual meeting had clearly been upbeat, some shareholders wondered whether anyone could sustain the blistering pace of change and growth characteristic of the Welch era. And specifically, many worried if any successor could generate the 23% per annum total shareholder return Welch had delivered in his two decades leading GE. It would be a tough act to follow. (See Exhibit 1 for financial summary of Welch’s era at GE.) The GE Heritage Founded in 1878 by Thomas Edison, General Electric grew from its early focus on the generation, distribution, and use of electric power to become, a hundred years later, one of the world’s leading diversified industrial companies. A century later, in addition to its core businesses in power generation, household appliances...
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