Case Study Analysis: GE’s Talent Machine Brandie Buffins Grand Canyon University HRM – 635 Acquiring, Developing, and Leveraging Human Capital September 19, 2012 Case Study Analysis: GE’s Talent Machine General Electric (GE) has been well known and valued for embracing quantifying talent as well as rising talent when it comes to leadership. This organization makes sure that this is a key factor when it comes to their business planning. GE requires learning sessions all year long, which entails
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GE’s Imagination Breakthroughs: The 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
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1956, Crotonville is the world’s first major corporate university. The 59-acre main campus in New York hosts thousands of GE employees and customers each year. Thousands more attend Crotonville leadership courses around the world. Summary :. CEO Jeffrey R. Immelt’s believies – growing of GE is possible by focusing more on expanding businesses and creating new ones than on making acquisitions. GE ‘s center not only makes the employees skilled , they encourage employees on their Innovation and provide
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to carry them out. Typically, a recommendation will move from inception in 90 days or less. The logic behind the Work-Out is to identify problems, stimulate divers input, and provide a mechanism for speedy decision and action. More recently GE CEO Jeffrey Immelt has extended the Work-Out concept to build capabilities in
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General Electric: Branding in Business to Business Teaching Notes Summary This case focuses on the marketing and advertising efforts that have been done by General Electric throughout the years to build a corporate brand and establish a personal brand identity. Immelt- General Electric ninth CEO- has to decide on the direction of General Electric within the coming years. Immelt who has officially held the position of General Electric’s CEO few days before September 11, 2001 has been faced
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Managerial Analysis General Electric Company (GE) . Principles of Management (MGT 1120) Name: Caleb M Bruce Date:11/30/2015 Company Background 1. General Electric Company (GE) international headquarters is located in Fairfield, Connecticut 06828 at 3135 Easton Turnpike. Being among the largest multinational corporations, it conducts business internationally in Angola, Australia, Brazil, Canada, China, Indonesia, Korea, and the United States of America as well as in six of the seven continents
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Immelt's personal strategy for overcoming tough times: "Commit to learn everyday (you need an incredible thirst for knowledge) work hard with passion (competence and energy solve most problems) Give people a reason to trust (the world is more selective today - trust is a differentiator) Have confidence (Understand that you can make a difference) Be an optimist (cynicism is corrosive)" I was impressed that GE never backed off training, even in tough times. I believe tough times is
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Samuel “Sam” Winchester Sam born on May 2, 1983 is the son of Marry and John Winchester. His mother was killed on the night of his six month birthday when a demon engulfed her in flames. Sam then lived on the move with his father and older brother Dean learning to hunt supernatural beings. As Sam grew older he realized he no longer wanted to hunt the supernatural, he then moved on to Stanford University in hopes of becoming a lawyer and living a life away from “monsters”. While in Stanford, Sam
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| Case Study: General Electric Company | GE’s Strategy Equates Longevity | | For so long, General Electric has provided the world with pioneering products and superlative services. How does a company endure the economic cycle for over a century and continue to make headway? In this paper I intend to discuss some of the aspects that have enabled GE to have fruitful success for over one hundred-thirty years. I will briefly discuss the overall strategy of the company and the approaches
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I just got back from a long stay in Sante Fe to gather my thoughts on innovation and design to see what I consider to be one of the great enemies of innovation—Home Depot’s CEO Bob Nardelli—bite the dust. Nardelli is a classic, GE-trained Six Sigma, command-and-control CEO and he imposed his mechanical process on a company that was known for its great fuzzy-front-end, pro-consumer culture. At a time when companies are learning that they are in the business of building tools to empower customers to
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