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Gesimaginationbreakthroughsv5 100104182640 Phpapp02
Gesimaginationbreakthroughsv5 100104182640 Phpapp02
Gesimaginationbreakthroughsv5 100104182640 Phpapp02
Gesimaginationbreakthroughsv5 100104182640 Phpapp02
Gesimaginationbreakthroughsv5 100104182640 Phpapp02
Gesimaginationbreakthroughsv5 100104182640 Phpapp02
Gesimaginationbreakthroughsv5 100104182640 Phpapp02
Gesimaginationbreakthroughsv5 100104182640 Phpapp02
Gesimaginationbreakthroughsv5 100104182640 Phpapp02
Gesimaginationbreakthroughsv5 100104182640 Phpapp02
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Gesimaginationbreakthroughsv5 100104182640 Phpapp02

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  • 1. Imagination Breakthroughs : The Evo Project
    Imagination at Work
  • 2. Overview
    GE’s Organisational Life-Cycle
    What were Immelt’s Goals?
    GE’s Organisation Structure Change
    The Strategies and Trade-Offs
    The Risks as a Result of the Changes
    Transportation Recommendations
  • 3. General Electric Co (GE:NYQ)
    Formalisation
    Revitalisation
    Elaboration
    Source: Financial Times Online, Market Analysis Tool
  • 4. GE’s Organisational Life-cycle (OLC)
    Jeffery Immelt
    Jack Welch
    2000
    2007
    1994
    (Elaboration) Acquisitions
    (Revitalisation)Imagination
    Breakthrough
    1981
    2002
  • 5. What were Immelt’s Goals?
    Organic Growth
    Imagination Breakthrough
    Encouraging Innovation
    Risk Taking (Entrepreneurial Approach)
    Ecomagination:
    Cleaner technologies
    Reduction in emissions (Regulations)
    Alternative energy (Hybrid Dual-Fuel: Diesel + Electric)
    Development of Infrastructure:
    Emerging markets (i.e. China, India, Africa, Russia)
    Increasing Marketers and Engineers
    Modernisation (i.e. Modularisation of components)
    Deliver Shareholder Value
  • 6. GE’s Organisation Structure Change
    Transportation Marketing:
    Commercial & Engineering put into Marketing Roles
    Globalisation of Production Plants (i.e. Kazakhstan)
    A further 3 groups introduced for:
    Growth Initiatives/ New Business
    Product Marketing
    Marketing Strategy (7 Country Regions)
    Immelt Setup a Commercial Council:
    Made up of 20 commercial leaders
    Drive & Monitor changes
  • 7. The Strategies and Trade-Offs
  • 8. The Risks as a Result of the Changes
    Pressure of delivering increased EPS to share holders
    23% growth (1981 to 2000 )
    7% growth (2001 to 2009)
    Product Management & Sales team under pressure
    SEC filing of “Inappropriate Accounting” – (Aug 2009)
    Increased costs for IB projects
    $100 million USD
    Divestment of assets to cover losses:
    Sale of Home Appliances (nytimes, May 2008)
    NBC Universal to Comcast (timesonline.co.uk, Nov 2009)
  • 9. Transportation Recommendations
    Commitment to “Ecomagination” project:
    Hydrogen Fuel Cells
    Solar Power & Batteries
    Reducing GHG Emissions (G8 & G20 Summit ‘09)
    Additional investment in R&D
    Lobby the government to provide incentives for using the technology
    Marketing needs to deliver more education
    Licensing the technology to other businesses
  • 10. End of Presentation

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