Jeff Immelt 's Administration Style

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

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

* 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.

• “To what degree do you believe the behaviors of the featured CEOs constituted "misbehavior" and that reactions of the boards were correct?” (Ivancevich, J.M., Konopaske, R., & Matteson, M.T., 2014).

In October 2017 , Jeffrey Immelt announced his retirement from General Electric after being a CEO and the chairman of the massive company that he has led since September 2001 . After Immelt ’s retirement various speculations have risen about General Electric’s activities during Bush and Obama Terms . I am investigating whether these speculations are true or they will just stay as speculations .

1.What philosophy, policies, and practices have made GE a “CEO factory” as Fortune called it? General Electric (GE) has traditionally had a hands-on approach to talent management. There is a high degree of involvement of the top management in its people policies. There is a top-down approach to human resource policy. Also, GE recognized the need to be a strategy focused organization early on. The people policy of GE and its HR systems show a high degree of alignment to its strategy implementation. The emphasis on management talent development by four successive

In the case, “The Jack Welch Era at General Electric”, indicate that during the period of Jack Welch was a CEO at General Electric from 1981 to 2001, the company became remarkable profit. Earnings per share rose from $.46 in 1981 to $1.07 in 2001. GE is a company which has a very long history, and Jack Welch was the first working-class person that finally became the famous manager in GE history. He changed and built lots of rules to fulfill his ambition to make the company more wealthy such as eliminated workers, changed GE’s culture by promoting the notion of a “boundary less” organization, used identical 20-70-20 percent curve to manage managers, and reshaped GE stocks. The story of the Welch years has the elements of legend, however,

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?

* 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.

General Electric company (GE) is one of the world 's most admired, valuable, and largest companies in the world. GE is also one of the top five oldest industries in the United States, at a 130 years. This great American company has been stayed in business because of the many great leaders who have led the success for GE. Leader 's such as, Jack Welch and Jeff Immelt, have brought many changes at GE bringing the company into the 20th century. Jack Welch and Jeff Immelt have been very successful at changing GE and making it a more highly profitable company, due to their leadership styles and corporate culture.

different from that in the past: "Facing reality as it is, not as it was or as you wish ...

General Electric (GE) is among the most profitable companies and, according to Fortune magazine, the most admired. It stock is the most highly valued in the world. Some critics would argue, if it's not broke, why fix it? Jack Welch, CEO of GE, believes in the "infinite capacity to improve everything." Why does a company that has experienced so much success recently invests over a billion dollars in a quality initiative? Increased competition has GE adopting the attitude that businesses that stand still become obsolete as businesses that continue to grow pass them by. Also by implementing Six Sigma, GE is preparing itself for future profitability

The CEO of General Electric, Mr. Jeff Immelt is an exemplary leader who was able to successfully communicate a vision for his company, gained widespread adoption of the vision, and helped to translate the vision into the current organizational success. Mr. Immelt’s tenure in General Electric began when the company was facing financial challenges as a result of global recession. Since his employment in General Electric, he has inspired his employees with the goal of making the company a leading solution provider of electronic appliances. Mr. Immelt is a visionary leader who has inspired a culture of innovation, hard work and transformation among his followers over the years. Mr. Immelt communicated his vision through the use of the vision, We Bring good things to life. He has inspired this vision among his employees hence helping to bring the best out of them and also making the company one of the greatest.

Finally under the leadership of CEO Jeffrey Immelt, GE has adopted aggressive growth goals, and it believes that entering via joint ventures into nations where it lacks a presence is the only way of attaining these goals. Fueled by the large number of joint ventures, GE has rapidly expanded its international presence over the past decade. For the first time, in 2007 the company derived the majority of its revenues from foreign operations.

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.