Harvard Case Study Analysis

Addressing the pollution issues at GE could have been handled differently as well. Instead of dumping waste into the Hudson River, the company could have acquired a biohazard company to remove and safely store the waste to keep the humans and animals in the plant communities safe. With a couple of changes, Welch could have made GE even more comfortable than it was at the end of his management era.

General Electric Company (GE) is a diversified industrial corporation engaged in developing, manufacturing and marketing a wide variety of products for the generation, transmission, distribution,

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

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?

I will further the HARVARD's mission through providing care to the people of the IRVINE as a physician, as well as supporting local disadvantaged students pursuing a career in medicine.

harvard university considered the top college in the country underscores one important thought Every individual should learn how to start finance and manage a small business this will give millions of people the skills necessary to make a livelihood in case they have to leave a job are unable to find a job or discover they are not well suited for the job they trained

Immelt is trying to hire new young employees that know about technology and can easily learn how to use newer technology. General Electric is still working out issues with GE Capital and Immelt is continuing to remove problem segments from GE Capital. Immelt has declared that ideally only $10 billion of GE’s revenue should come from its financial departments, and that most of the revenue will come from General Electric’s other important departments, such as GE Aviation, GE Oil & Gas, and GE Power. One of the largest initiatives that General Electric is currently taking is what they call “Industrial Internet.” The “Industrial Internet” is a term that General Electric uses to “[refer] to the integration of complex physical machinery with networked sensors and software.” Basically, the “Industrial Internet” is using electrical sensors and software from the internet and adapting it to machines, an example of a product, made by another company, that would have used the term “Industrial Internet” is the “google smartcar.” An important issue within General Electric is that upper level employees are making millions of dollars, while workers don’t receive so much. In 2014, Jeffrey Immelt pocketed about $48.9 million and increased his salary by 8.2% to $3.8 million. So, one of the main issues in General Electric would be the corruption that occurs in the higher level executive jobs. However, the corruption in the executive level jobs does not affect how well the stocks do for General Electric, and it should not influence anyone’s decision to buy General Electric’s

When the 45-year-old Welch became CEO in April 1981, the U.S. economy was in a recession. High interest rates and a strong dollar exacerbated the problem, resulting in the country’s highest unemployment rates since the Depression. To leverage performance in GE’s diverse portfolio of businesses, the new CEO challenged each to be “better than the best” and set in motion a series of changes that were to radically restructure the company over the next five years.

General Electric is a well-known company in many regions of the world, but what people aren’t particularly aware of are the steps that General Electric has taken to get to where it is at today. When I think of General Electric the first thing that comes to mind is the role that the company plays in the production of household appliances, but General Electric is a much bigger contributor to people’s lives than is most people realize. People aren’t familiar with the internal business decisions that General Electric makes to ensure that the company continues to grow and run as smoothly as possible, allowing the company to continue to provide people with the services that they have grown to recognize as being a trademark of General Electric.

Q : 1 What is your evaluation of Immelt’s new organic growth strategy? Why change GE’s existing successful strategy? Is it reasonable to expect that a $125 billion global giant can significantly and consistently outperform the underlying economic growth rate?

Jeff Immelt 's administration style is strongly not quite the same as that of his ancestor. His quality is in rousing others by empowering them and relating with them at their level, in contrast to the intimidating way of work followed by Jack Welch. Notwithstanding both men being similarly powerful, Immelt 's kin well-disposed general fellow initiative style has made an altogether different environment at GE and drew acclaim from the positions of his subordinates. In 2001, soon after Immelt took up his new challenge as the CEO of one of the most successful companies of the 20th century, an arrangement of occasions in a broader sense changed the corporate scene. Immelt 's prompt test was to deal with the effect of the aftermath of the September 11 assaults and a consequent arrangement of prominent corporate outrages like those of Worldcom, Enron and some others to name a few. These occasions made critical instability and prompted an emergency of certainty among financial specialists and fuelled disdain in the group on the loose. Notwithstanding a sliding offer value, Immelt perceived that dealing with GE 's presentation to the business cycle would be basic to the association 's long haul soundness (Grant 2008, pp. 317-318). He tried to console GE shareholders that the occupation of the CEO was not to deal with the offer value however to deal with the organization for long haul benefit development. To keep up the trust of the group and GE shareholders, Immelt

The company is all about Research and Development when it comes to target market and product mix. A general motor innovates on a large scale. More than half the planes in the world have GE engines. Jet engines are a technical and manufacturing masterpiece. They have invested more than $10 million in R&D over the past decade to serve the military and commercial aviation customers. The new engines are substantially more fuel-efficient than the ones that they are replacing. They track thousands of engine performance parameters while they are in service, and they use that information to improve performance standards. Their ability to execute large-scale innovation is based on GE’s technical depth and scale. The capability is unmatched and creates customer satisfaction, employee pride, and financial performance. There are very few companies on earth who do what General Electric does (Datamonitor pg. 49).

GE is the ninth greatest and second most productive organization on the planet. The organization was revived by impelling fearlessness and embracing instruments like workout and Change Acceleration Process (CAP) to numerous specialty units in distinctive commercial enterprises. GE was the first corporate to methodically apply various administration ideas. Its prosperity is established in its developments of thoughts and administration ability around the gathering. The solid execution of GE is its effective corporate portfolio administration.

He was a 25-year old Harvard MBA who impressed the GE Harvard MBA recruiting executive so much that Immelt didn’t even need to go through the normal process of going through the corporate referral center. The recruiting executive recommended Immelt to senior management and suggested that Jack Welch get involved to make sure Immelt didn’t take a job somewhere else. Within 30 days of his hiring, Immelt was part of a team presenting to Welch. The Plastics Experience: Building Skills Immelt started out as a regional sales manager for GE Plastics with 15 people reporting directly to him. Over the next seven years, Immelt held positions as product manager, sales manager and global marketing manager. He was one of 150 other young “high potentials” being tracked for positions at the highest levels of the company. In 1987, Immelt was selected to attend the Executive Development Course at Crotonville. This course was important for Immelt’s possible selection as a company officer and provided him excellent networking opportunities with other high potential managers. 3|GE’s Talent Machine

Firm operates diversified businesses such as innovation technology, media, financial services and energy infrastructures. GE is the one of world leader companies in field of development, implementation and product improvement. Firm focus on infrastructure markets because the markets are growing utilizing GE capabilities in technology. The major strength of GE has been changed since the firm sold NBC Universal as know as CNBC, 51% approximately in order to purchase new platforms of energy, oil and gas to satisfy the customer needs in global markets. According to Immelt Jeffrey (2013) claim that the new platform businesses already have earned 1 billion since it has been