Ge Two Decade Transformation

There is need to consider several things when we talk about operations and future of a business. Expanded through a minor export business in Daegu, Korea, Samsung has emerged as one of the prominent corporations in electronics around the globe (Samsung, 2015). Samsung has major emphasis on electronic appliances and digital media, memory, system integration, and semiconductors. At present, Samsung has always created innovation through top quality practices and products that are accepted around the global. This paper will present SWOT analysis and Porter model of five forces for Samsung and propose the opportunities to increase profitability and competitiveness. This paper also comprises a

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

* Technical Leadership – Immelt identified technology as a key driver of GE’s future growth and emphasized the need to speed up the diffusion of new technologies within GE and turn the corporate R&D into an intellectual house.

One way that GE ensures leaders play an active role in governance is by conducting regular annual review periods for key operating functions within the Company, including compliance, environment, health & safety, and people development. This allows GE to create a cycle of continuous improvement at the senior level and incorporate evolving best practices. These sessions provide a vital system of accountability and allow topical focus as needed through the year. They create a singular point of focus to surface any issues, review performance and disseminate new information.

service gave the company an advantage over its competitors. According to the senior management Quality of

Jack Welch is the CEO of General Electric (GE). He has an exceptionally legitimate methodology with regards to dealing with his organization. As indicated by the video, Jack Welch anticipates that his workers will be lively, have high official capacity, and be energetic with an edge. Be that as it may, there is an extensive contention encompassing Jack Welch. Jack Welch sorts out his representatives in various levels taking into account execution. His classifications include: top entertainers, center seventy percent, and underperformers. He clarifies that in spite of the fact that it is not genuine that he fires the underperformers, by arranging them he expect that they will either abandon themselves or work much harder to remain. Along these lines he is basically making them mindful of where they remain in an association and to know about the commitments expected of them. This likewise permits him to have an unmistakable picture of who to remunerate alongside who needs change. Besides, he seeks after 'Winning is everything ' methodology. This appears to recommend that Welch is a man who thinks more about the result than the procedure and assets that go into creation, including his representatives.

Immediate Concern A successor has to be found to replace the retiring Jack Welch, as no suitable candidate has yet been determined. This is becoming a concern for shareholders who want to realize the same returns they have been receiving under the Welch regime. The new CEO needs to be dynamic to lead this complex organization, and sustain the rate of growth realized during the Welch era.

In the case “Managing a Global Team: Greg James at Sun Microsystems, Inc. Tsedal Neeley states that lack of inappropriate communication, leadership and decision-making is root of the crisis of HS Holdings. Overall, cultural diversity is based on the idea that cultural identities should not be discarded or ignored but rather maintained and valued. In view of this, diverse cultural differences can result in organizational problems. Firstly, identify your techniques to manage his global team and recognize the root of problems. Secondly, identify you should be responsible for the crisis of HS Holdings because of miscommunication and improper leadership. Thirdly, defining the important role of open work environment and diversity play in the case in order to focus on improvement of this two. Fourthly, finding out short-term development and long-term development for James to match solving organizational problem. At the end, summing all findings in a conclusion . Mentioning Greg, he is an unquestionable technical elites. After he earned a Bachelor of Science in Computer Engineering from Stanford University, he chose to work for the Sun Inc. Within four years, he had risen in the Data Protection and Recovery Department. Five years later, he achieved the Sun outstanding Manager award. (Neeley and Delong 5) Now, James works on a global team management position where he is struggling with team management. Within the team there was a lot of stress being built up

GE 's divisions include GE Capital, GE Energy, GE Technology Infrastructure, and GE Home & Business Solutions

Jack Welch quickly rose to become the head of the plastics division in 1968. He became a group executive for the US$1.5 billion components and materials group in 1973. This included plastics and GE Medical Systems.

GE is a successful company, which was able to drive through the strategic changes such as E-Business with its "social architecture" and "operating systems". Most importantly, it was GE~{!/~}s desire in learning, its capability in encoding inferences from history and outside into routines that guide its behavior, led GE to the success of e-Business strategy.

            In 1980 right before Welch took the position as CEO of General Electric, GE 's organizational rigid structure, resistance to change, and bureaucratic climate made it impossible to perceive important environmental changes. Furthermore, the organizational structure, decision-making process and information management procedures no longer fit the organization 's needs. In 1981 Jack Welch was not considered a leading contender for GE 's top job. However, his performance and earnings record ultimately won him the position over six other candidates. When Jack Welch took office as the new chairman and chief executive officer of General Electric, the company had entered the stage between the maturity

Within this new business environment that GE was facing, customers needs, wants and expectations of what products can offer them is forever changing. Immelt saw and understood this from the amount of time spent with customers, and implemented this idea within GE through the IT

Jack Welch’s vision of what GE was possible of gave the company a vision for twenty years while he was the CEO and chairman. He states, “leaders make sure people not only see the vision, they live and breathe it.” (Winning, pg 67) He not only allowed for employees to stretch, but demanded it. In teaching workers to stretch Welch knew that workers “may fail. In fact, they probably will fail. But stretching, and stretching the business, is going to improve performance results.” (Jack Welch on Leadership, pg 105) He also states that “only by setting the performance bar high did it become possible to discover people’s capabilities.” Jack Welch’s emphasis on candor and breaking the bureaucracy of modern business separated him from his contemporaries. He excited others of the possibility of being the biggest and best company in the world and rewarding his best employees that shared the values of GE. According to FORTUNE Editorial Director Geoffrey Colvin In "The Ultimate Manager, Welch leads the annals of management history not for anticipating the new world's changes ahead, but for acting on them: "His great achievement is that having seen it, he faced up to the huge, painful changes it demanded, and made them faster and more emphatically than anyone else in business. He led managers into this new world, which we still inhabit, and just as important, he showed business

General Electric, known for the 9 Box Matrix or McKinsey - GE Matrix for growth share strategy developed in late 70s, was continually working on improving its growth capabilities. These strategies helped GE to identify and sell off