Foundedin1878byThomasAlvaEdisonMergerin1892TheEdisonGeneralElectricCompanyTheThomson HoustonCompanyOneofthe12stocksthatmadeupthefirstDJIAindexin1896 Inthelistcontinuouslysince1907 TheHeritage 美国通用电气公司的战略管理模式 GE Today sBasics Revenue 125 7BDomestic Foreign 2 1NetIncome 13 7BMarketCapitalization 244BEmployees 310 00013majorbusinessesMorethan100countries CompareandContrast TheThreeFamilies Long CycleBusinesses GE Short CycleBusinesses FinancialServices Long CycleBusinesses Long CycleBusinesses AircraftEngines PowerSystems MedicalSystems TransportationSystems Short CycleBusinesses Short CycleBusinesses ConsumerAppliances IndustrialSystems SpecialtyMaterials NBC Plastics FinancialServices FinancialServices CommercialFinance ConsumerFinance EquipmentManagement InsuranceBusiness ASummaryofBusinessFinances TheShareofthePie TheShareofthePie TheEra HowtheMarketValuedit Compare ContrastwithPre WelchEra FromFollowingtheEconomy ToSettingthePace TheTurnaround Howdidtheydoit SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange JackWelch svision Benumber1or2 Fix sellorclose Welchsetthestandardforeachbusinesstobecomethe 1or 2competitorinitsindustry Adecadefromnow IwouldlikeGeneralElectrictobeperceivedasaunique high spirited entrepreneurialenterprise themostprofitable highlydiversifiedcompanyonearth withworldqualityleadershipineveryoneofitsproductlines SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange SWOTanalysisin1981 JackWelch svision Benumber1or2 Fix sellorclose Welchsetthestandardforeachbusinesstobecomethe 1or 2competitorinitsindustry Adecadefromnow IwouldlikeGeneralElectrictobeperceivedasaunique high spirited entrepreneurialenterprise themostprofitable highlydiversifiedcompanyonearth withworldqualityleadershipineveryoneofitsproductlines SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange BusinessRestructuring GE McKinseyMatrix QuestionmarkAppliancesSpecialtyMaterials WinnerAircraftEnginesPowerSystems WinnerMedicalSystemsCapital LoserConsumerElectronics AverageBusinessPlasticsIndustrialSystems WinnerTransportation LoserCentralA CHousewaresCoalmining Loser ProfitProducerLighting High Medium Low Low Medium High MarketAttractiveness CompetitivePosition Reorganizationofbusinesses Changingcompositionofbusinesses BusinessRestructuring cont d SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange ScientificManagement Vs Transformationalleadership WritingSpeakerCautiousAggressiveHarmonyConfrontationalSystemorientedIndividualorientedIntegrationthrucommitteesThruProcessesReliesonReportsOnemployeefeedbackAvoideduncertaintyAccepteditControlledchangeReveledinchange ReginaldJonesJackWelch Path breakingLeadershipofGE Groomingagenerationofleaders TypeIIIGotridoffquickly TypeIStar TypeIIGivenanotherchance TypeIVAskedtoleave Low High High Low TeamValues Performance Leadersofthefuture The4EsEnergy excitedbyideasbecauseoftheopportunitybringsEnergize infectingeveryonewiththesameenthusiasmforanideaEdge theabilitytomaketoughdecisionsExecute theabilitytoturnvisionintoresults Work out wasaprocessinitiatedbyJackWelchandJamesBaughmantoaddresstheissueofincreasingproductivitybychangingthein houseculturetoreflectthatofansmallfirm characterizedbySpeedSimplicitySelfConfidence Work out Self Confidence Simplicity Speed OrganizationalRestructuring Work out Culturein1980 sFinetunedFinancialAnalysisLongStrategicDeliberationsCentralizedControlsMultilevelApprovals Cultureinlate1980 s 1990 sSpeedSimplicitySelfConfidence Work outProcess TransformationofcultureatGEtosustaingrowth productivity OrganizationalRestructure Work out Implementationofatypicalin house workout ConsultantassignedtoeachGEbusinesstofacilitate3 dayoff sites Groupsof40 100employeesinvitedtoshareviewsabouttheirbusinessandhowitmightbeimproved UnitBosspresentschallenge problemandleavesfacilitatorswithemployeestolistproblems debatesolutions andpreparepresentations Results analysisandrecommendations werepresentedtotheUnitBossonthefinalday Immediatedecisions yes no takenontheproposalsbytheUnitBoss Deadlinesfixedtoreviewadditionalinformation Promptactionandfollow uponproposals OrganizationalRestructure Work out Implementationofatypicalin house workout