Essay about Case Study: Ge Jeffrey Immelt

He learned a lot of lessons through improving and running this company. He acquired the skills to relate, encourage and listen to his employees, which lead to his company’s success as well as his future success. While Milt was leading the company sales grew from $500,000 to $70million in about 23 years. He then moved onto the next new success, but during that time he remained on the companies board of directors and the sales since than have exceeded 5 billion before retiring from the board.

Analyzing GE’s corporate-level strategy from 2001 – present with Jeff Immelt as CEO, GE focuses on the growth and development platforms. Technology is the key driving force for GE’s future and growth. Advancements in industries such as energy, health and aviation fueled demand for cleaner and more efficient energy production. GE identified new markets with potential high-growth that offered attractive returns through strategic mergers and acquisitions. As CEO, Jeff Immelt established a process for identifying projects that offered attractive growth potential which were then nurtured and treated as special projects or initiatives that were not subject to strict budget constraints. Immelt introduced GE’s three strategic imperatives as: (1) sustaining its strong business model, (2) strengthening the business portfolio, and (3) driving its growth initiatives. www.ge.com

Furthermore, HMC employed a compensation system that not only helped to attract and retain some of the most adept portfolio managers in the market, but also permitted to align the economic objectives of portfolio managers with those of the university. In other words, the structure and compensation system of HMC was designed specifically to achieve its objectives and to maintain the real long-term value of Harvard’s endowment

On Friday, September 7, 2001, 43-year-old Jeff Immelt became GE’s ninth CEO in its 109-year

Q : 2 Is Immelt betting on the right things to drive growth in GE ? Can he hope to change a company whose growth was driven by acquisitions and productivity improvement into an organic growth company dependent on innovation, entrepreneurship and risk taking particularly in such a large complex performance driven corporation?

It also takes us in the quest of understanding and analyzing one of the main bets of the new CEO Jeff Immelt, which were the Imagination Breakthroughs, best known as IB’s looking at one example in an specific division of the company, the Transportation branch; one of the many complex and

In late June when General Electric Company Chairman and CEO Jeff Immelt announced that GE would

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?

“GE’s commitment to implementing innovative, cost-effective technologies that enhance the customers’ environmental and operating performance.”

Analysis - GE has likely been so successful over the years because of its ability to foresee major trends and capitalize upon them. In the 1960s, for instance, GE was one of the eight major computer companies. Even recently, since 1986, GE has continued to acquire several organizations; portions of NBC, wind manufacturing, universe pictures, aerospace industries, international firms, software and hardware manufacturing, even oil companies abroad. The company culture describes itself as not one company, but many each unit a vast and complex enterprise in and of itself, with a corporate

If the firm remains a partnership could the firm continue to compete on an equal footing with its competitors, would they be able to retain key employees? How would tangible as well as intangible assets be valued in its stock price as a public firm?

Mulally went at lengths to communicate and make people feel comfortable about the change and to explain their role in the process. His positive influence over the company eventually caught on and even his doubters begin to believe in his ability to pull this thing off.

Management guru Jack Welch, former CEO of General Electric, has been instrumental in forming today’s top business management leaders by imparting effective knowledge in leadership management; he is widely credited with transforming GE into a multibillion-dollar conglomerate.

In 2001, shortly after Jeff Immelt became the CEO of GE, a series of events changed and impacted the corporate landscape. The immediate challenges that he faced included 9/11, and a subsequent series of high profile corporate scandals (Enron, WorldCom). In 2008, the financial crisis hit and had a severe impact on GE’s primary growth source, GE Capital causing it to accumulate bad debts and asset write-downs. These events caused slow domestic economic growth, crisis of confidence among investors and more global competitors.

Despite the fact that the company could grow by doing more and more acquisitions, it was vital for the company to invest in its own organic growth. The company aims to grow organically two to three times higher than the global GDP of 80% (Immelt, 2005).