General Electric (GE) is an American multinational conglomerate founded in 1896. It operates in over 160 countries with over 300,000 employees across many industries including energy, technology, aviation, healthcare and capital. The company has a long history and was one of the original 12 stocks in the Dow Jones Industrial Average. It is currently led by CEO Jeffrey Immelt and has a disciplined approach to risk management overseen by its board of directors and senior management.
Rising prices and the Ukraine invasion are top concerns for German consumers, fueling a general slide into economic pessimism.
German consumers are experiencing intense unease regarding the state of the economy and its future outlook—with public sentiment sinking lower than at any time during the COVID-19 pandemic. Survey participants felt the greatest concern about rising prices and the invasion of Ukraine. Spend on groceries and gasoline has soared, even as consumers cut spending in non-essential categories. Almost two-thirds have assumed new shopping behaviors in the last four to six weeks, with more than forty percent trying private-label brands. There’s a clear trade-down trend in stores visited and brands chosen, with prices and value for money as key drivers.
Shifting Trade Rules and the Future for North America’s Auto IndustryBoston Consulting Group
Two major initiatives by the US to overhaul trade rules could have a massive impact on North America’s automotive manufacturing industry. Here’s how companies should prepare.
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Accenture developed an economic model to understand how AI will impact the U.S. federal workforce, through automation and augmentation. Learn more: https://accntu.re/3hsRG8O
Rising prices and the Ukraine invasion are top concerns for German consumers, fueling a general slide into economic pessimism.
German consumers are experiencing intense unease regarding the state of the economy and its future outlook—with public sentiment sinking lower than at any time during the COVID-19 pandemic. Survey participants felt the greatest concern about rising prices and the invasion of Ukraine. Spend on groceries and gasoline has soared, even as consumers cut spending in non-essential categories. Almost two-thirds have assumed new shopping behaviors in the last four to six weeks, with more than forty percent trying private-label brands. There’s a clear trade-down trend in stores visited and brands chosen, with prices and value for money as key drivers.
Shifting Trade Rules and the Future for North America’s Auto IndustryBoston Consulting Group
Two major initiatives by the US to overhaul trade rules could have a massive impact on North America’s automotive manufacturing industry. Here’s how companies should prepare.
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Accenture developed an economic model to understand how AI will impact the U.S. federal workforce, through automation and augmentation. Learn more: https://accntu.re/3hsRG8O
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Strategic Infrastructure: Steps to Operate and Maintain Infrastructure Effici...Boston Consulting Group
Against the backdrop of increasing user demand, constrained financing, and an aging asset base, it is imperative for governments to make the most of their existing infrastructure assets–specifically, to increase their productivity and longevity. This slideshow recommends ways of doing just that.
For more information, please check out the full report from The World Economic Forum with BCG, "Strategic Infrastructure: Steps to Operate and Maintain Infrastructure Efficiently and Effectively" (http://on.bcg.com/1lnDqv7).
The FDA and industry: A recipe for collaborating in the New Health EconomyPwC
Pharmaceutical and life science companies and their chief regulator – the FDA – must find new ways to collaborate to meet 21st century demands.
Web Page: http://www.pwc.com/us/en/health-industries/health-research-institute/hri-pharma-life-sciences-fda.jhtml
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
General Electric - Jack Welch and Jeffrey Immelt - (CEO Succession) | Organiz...Arjun Parekh
This presentation is based on a Case Study: 'Jack Welch and Jeffrey Immelt: Continuity and Change in Strategy, Style and Culture at GE (General Electric)' The presentation also consists of ingenious OB (Organizational Behavior) Analysis. Leadership style, Management Style, of these two great CEOs has been discussed in the slides.
Retailers who are proactive with their approach to consumer privacy and retail cyber security will create more meaningful data and consumer engagement.
As a team, we had to provide a PowerPoint presentation with audio narration that includes the following:
A summary of the problems facing Luis Morales as he began implementing Ben Fisher's international expansion strategy.
A summary of the organizational changes he made in response to those problems.
A summary of the true value of the Sterling Partners consulting services that they provided.
An overview of what Morales should recommend.
A call to action regarding what Ben Fisher should decide.
In the year ahead, 55.9% of C-suite and other executive respondents to a Deloitte poll say they expect their organizations’ internal controls programs will have to test for larger and more frequent risks. When asked the same about the past 12 months, just 45% said their orgs had to test for larger and more frequent risks--a fairly sizeable jump in focus on internal controls for risk management and a signal that programs continue to expand.
1. Explain the four characteristics of B-DNA structure DifferentiMartineMccracken314
1. Explain the four characteristics of B-DNA structure? Differentiate between the A-DNA and Z-DNA structural features?
2. Describe the supercoiled DNA with its properties and how naturally occurring DNA under wound?
3. What are topoisomerases? Explain the two types of topoisomerases with their mechanism of action?
4. Explain the three interactions that are required to stabilize nucleic acids? How DNA denatures and renatures?
5. What are ribozymes and explain their properties?
Case 20 Restructuring
General Electric
The appointment of Larry Culp as the chairman and CEO of the General Electric
Company (GE) on October 1st, 2018 was a clear indication of the seriousness of the
problems that had engulfed the company. Culp, the former CEO of the highly-successful
conglomerate, Danaher Corporation, had been appointed a GE director only six months
previously and was the first outsider to lead GE—every one of GE’s previous CEOs had
been a career manager at the company. On the same day as Culp’s appointment, GE
abandoned its earning guidance for the year and announced a $23 billion accounting
charge arising from a write-down of goodwill at its troubled electrical power division.1
Culp’s predecessor, John Flannery had been CEO for a mere 14 months—a sharp
contrast to GE’s two previous CEOs: Jeff Immelt (16 years) and Jack Welch (20 years).
Flannery’s tenure at GE has coincided with of the company’s most difficult periods in its
entire 126-year history. In November 2017, amidst deteriorating financial performance,
Flannery announced a halving of GE’s quarterly dividend, the proposed sale of its
lighting and locomotive units—two of GE’s oldest businesses—and the elimination of
12,000 jobs in the power division.
In 2018, the situation worsened. In January, GE announced that it would be paying
$15 bn. to cover liabilities at insurance companies it had sold 12 years previously. In
February, GE confirmed suspicions over its dubious accounting practices by restating its
revenues and earnings for the previous two years, while also announcing the likelihood
of legal claims arising from its its subprime mortgage lending over a decade earlier.
The outcome was a precipitous fall in GE’s share price (see Figure 1) that culminated
in GE’s dismissal from the Dow Jones Industrial Average (DJIA). Until June 2018, GE
was the sole surviving member of the DJIA when it was created in 1896.
The crisis at GE presented the board with two central questions. First, should GE
be broken up? Second, if GE was to continue as a widely-diversified company, how
should it be managed?
As a diversified corporation that extended from jet engines, to oil and gas equipment,
to healthcare products, to financial services, GE was an anomaly. For three decades, con-
glomerates—diversified companies comprising unrelated or loosely related businesses—
had been deeply unfashionable. CEOs, Jack Welch and Jeff Immelt, had claimed that,
by virtue of its integrated m ...
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Strategic Infrastructure: Steps to Operate and Maintain Infrastructure Effici...Boston Consulting Group
Against the backdrop of increasing user demand, constrained financing, and an aging asset base, it is imperative for governments to make the most of their existing infrastructure assets–specifically, to increase their productivity and longevity. This slideshow recommends ways of doing just that.
For more information, please check out the full report from The World Economic Forum with BCG, "Strategic Infrastructure: Steps to Operate and Maintain Infrastructure Efficiently and Effectively" (http://on.bcg.com/1lnDqv7).
The FDA and industry: A recipe for collaborating in the New Health EconomyPwC
Pharmaceutical and life science companies and their chief regulator – the FDA – must find new ways to collaborate to meet 21st century demands.
Web Page: http://www.pwc.com/us/en/health-industries/health-research-institute/hri-pharma-life-sciences-fda.jhtml
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
General Electric - Jack Welch and Jeffrey Immelt - (CEO Succession) | Organiz...Arjun Parekh
This presentation is based on a Case Study: 'Jack Welch and Jeffrey Immelt: Continuity and Change in Strategy, Style and Culture at GE (General Electric)' The presentation also consists of ingenious OB (Organizational Behavior) Analysis. Leadership style, Management Style, of these two great CEOs has been discussed in the slides.
Retailers who are proactive with their approach to consumer privacy and retail cyber security will create more meaningful data and consumer engagement.
As a team, we had to provide a PowerPoint presentation with audio narration that includes the following:
A summary of the problems facing Luis Morales as he began implementing Ben Fisher's international expansion strategy.
A summary of the organizational changes he made in response to those problems.
A summary of the true value of the Sterling Partners consulting services that they provided.
An overview of what Morales should recommend.
A call to action regarding what Ben Fisher should decide.
In the year ahead, 55.9% of C-suite and other executive respondents to a Deloitte poll say they expect their organizations’ internal controls programs will have to test for larger and more frequent risks. When asked the same about the past 12 months, just 45% said their orgs had to test for larger and more frequent risks--a fairly sizeable jump in focus on internal controls for risk management and a signal that programs continue to expand.
1. Explain the four characteristics of B-DNA structure DifferentiMartineMccracken314
1. Explain the four characteristics of B-DNA structure? Differentiate between the A-DNA and Z-DNA structural features?
2. Describe the supercoiled DNA with its properties and how naturally occurring DNA under wound?
3. What are topoisomerases? Explain the two types of topoisomerases with their mechanism of action?
4. Explain the three interactions that are required to stabilize nucleic acids? How DNA denatures and renatures?
5. What are ribozymes and explain their properties?
Case 20 Restructuring
General Electric
The appointment of Larry Culp as the chairman and CEO of the General Electric
Company (GE) on October 1st, 2018 was a clear indication of the seriousness of the
problems that had engulfed the company. Culp, the former CEO of the highly-successful
conglomerate, Danaher Corporation, had been appointed a GE director only six months
previously and was the first outsider to lead GE—every one of GE’s previous CEOs had
been a career manager at the company. On the same day as Culp’s appointment, GE
abandoned its earning guidance for the year and announced a $23 billion accounting
charge arising from a write-down of goodwill at its troubled electrical power division.1
Culp’s predecessor, John Flannery had been CEO for a mere 14 months—a sharp
contrast to GE’s two previous CEOs: Jeff Immelt (16 years) and Jack Welch (20 years).
Flannery’s tenure at GE has coincided with of the company’s most difficult periods in its
entire 126-year history. In November 2017, amidst deteriorating financial performance,
Flannery announced a halving of GE’s quarterly dividend, the proposed sale of its
lighting and locomotive units—two of GE’s oldest businesses—and the elimination of
12,000 jobs in the power division.
In 2018, the situation worsened. In January, GE announced that it would be paying
$15 bn. to cover liabilities at insurance companies it had sold 12 years previously. In
February, GE confirmed suspicions over its dubious accounting practices by restating its
revenues and earnings for the previous two years, while also announcing the likelihood
of legal claims arising from its its subprime mortgage lending over a decade earlier.
The outcome was a precipitous fall in GE’s share price (see Figure 1) that culminated
in GE’s dismissal from the Dow Jones Industrial Average (DJIA). Until June 2018, GE
was the sole surviving member of the DJIA when it was created in 1896.
The crisis at GE presented the board with two central questions. First, should GE
be broken up? Second, if GE was to continue as a widely-diversified company, how
should it be managed?
As a diversified corporation that extended from jet engines, to oil and gas equipment,
to healthcare products, to financial services, GE was an anomaly. For three decades, con-
glomerates—diversified companies comprising unrelated or loosely related businesses—
had been deeply unfashionable. CEOs, Jack Welch and Jeff Immelt, had claimed that,
by virtue of its integrated m ...
1. Explain the four characteristics of B-DNA structure DifferentiAbbyWhyte974
1. Explain the four characteristics of B-DNA structure? Differentiate between the A-DNA and Z-DNA structural features?
2. Describe the supercoiled DNA with its properties and how naturally occurring DNA under wound?
3. What are topoisomerases? Explain the two types of topoisomerases with their mechanism of action?
4. Explain the three interactions that are required to stabilize nucleic acids? How DNA denatures and renatures?
5. What are ribozymes and explain their properties?
Case 20 Restructuring
General Electric
The appointment of Larry Culp as the chairman and CEO of the General Electric
Company (GE) on October 1st, 2018 was a clear indication of the seriousness of the
problems that had engulfed the company. Culp, the former CEO of the highly-successful
conglomerate, Danaher Corporation, had been appointed a GE director only six months
previously and was the first outsider to lead GE—every one of GE’s previous CEOs had
been a career manager at the company. On the same day as Culp’s appointment, GE
abandoned its earning guidance for the year and announced a $23 billion accounting
charge arising from a write-down of goodwill at its troubled electrical power division.1
Culp’s predecessor, John Flannery had been CEO for a mere 14 months—a sharp
contrast to GE’s two previous CEOs: Jeff Immelt (16 years) and Jack Welch (20 years).
Flannery’s tenure at GE has coincided with of the company’s most difficult periods in its
entire 126-year history. In November 2017, amidst deteriorating financial performance,
Flannery announced a halving of GE’s quarterly dividend, the proposed sale of its
lighting and locomotive units—two of GE’s oldest businesses—and the elimination of
12,000 jobs in the power division.
In 2018, the situation worsened. In January, GE announced that it would be paying
$15 bn. to cover liabilities at insurance companies it had sold 12 years previously. In
February, GE confirmed suspicions over its dubious accounting practices by restating its
revenues and earnings for the previous two years, while also announcing the likelihood
of legal claims arising from its its subprime mortgage lending over a decade earlier.
The outcome was a precipitous fall in GE’s share price (see Figure 1) that culminated
in GE’s dismissal from the Dow Jones Industrial Average (DJIA). Until June 2018, GE
was the sole surviving member of the DJIA when it was created in 1896.
The crisis at GE presented the board with two central questions. First, should GE
be broken up? Second, if GE was to continue as a widely-diversified company, how
should it be managed?
As a diversified corporation that extended from jet engines, to oil and gas equipment,
to healthcare products, to financial services, GE was an anomaly. For three decades, con-
glomerates—diversified companies comprising unrelated or loosely related businesses—
had been deeply unfashionable. CEOs, Jack Welch and Jeff Immelt, had claimed that,
by virtue of its integrated m ...
1
Solyndra Solar Company
Solyndra Solar Company
William Andrew Mullens
Business 311 Law and Ethics in Business
Professor John Steele
August 24, 2013
Background of the company
Solyndra is a solar energy that was founded in the year 2005 in the Fremont California by a persona named Dr. Chris Granet. The company deals in the manufacturing of tubular solar panel which was unrivaled in the solar market industry. All the other solar products are on offers as it’s the policy of all the solar manufacturers to use the traditional flat panels Solyndra photovoltaic (PV) kind of solar system which does not need to be fit deliberately or also fit the particular the standard solar panels that were used for ballast that had their own belongings on the competence regarding the solar panels so as to absorb light power from the sun rays as well (David 2008). The manufacture and exercise of solar panel have an indisputable ethical implication. Issues like admission to solar panel and also economic development in which there is distribution of resources which has effect on the environment and use of exhaustible resources which are also set by the use of solar panel or the solar panel sources which are basically used for the choices that are engage in the one or another kind of large statement of the certain kind of ethical values (Saleem , 2011).
Solyndra’s problem began to start from 31st august 2011 when they filled a legal compliant for the chapter 11 of the bankruptcy case which was after two years (24 months) receiving the payment of more than half a billion loan funding from the energy department of US and also adding on $25 .1 million which was tax free from the California’s Alternative Energy & Advance Transportation Authority (CAEATA) by which they were granted a help to the Solyndra finance for the making of solar panel development panels (Anderson, 2012)This loan was off a very huge amount was still possible because a energy law passed in the year 2005 which showed that the official department to question the backed loans for the new inventions projects that had helped them decrease the air pollution . More than 1100 employees were told to go and the development, manufacturing stopped as the company had an off. The reasons given were for all this was that the production was getting more and more expensive day by day and the solar panel prices were failing badly. The prices were failing badly because of the sudden rise in the competition from Chinese developers. The last attempt to save Solyndra’s failed on 30th august where the management could not prove that the injection of the more capital will leave Solyndra bankrupted as there was no money to carry out their daily activities (McGrew 2011).. The analysis of the company from the sustainability states that show the concern regarding the resource depletion or the impact of the environment on the solar panel. The treatment of issues of social equity is also a source ...
U.S. Department of Energy Announces $67 Million to Enhance Manufacturing Competitiveness Through Innovation; UK manufacturers warn of slow recovery from coronavirus; REPORT: New Operational Practices to Consider in the Time of COVID-19; our challenges for implementing data strategy in manufacturing
#usmanufacturing #ukmanufacturing #mrpeasy #mrpsystem #mrpsoftware #erpsystem #manufacturing #manufacturingsoftware
4Changing Marketing Strategies at Apple Inc. To Facili.docxalinainglis
4
Changing Marketing Strategies at Apple Inc. To Facilitate Brand Visibility and Sales
1. Research Topic
My research topic is “Changing Marketing Strategies” for Apple Inc. Apple Inc. has been a major player in the consumer electronics and information technology industry. This research proposal is a study of changing marketing strategies to facilitate the brand visibility and sales of Apple Inc.
2. Overall purpose of the project
Apple Inc. has managed to establish a brand as a company and for the majority of its products. Marketing has been perceived an integral factor in the brand establishment. I came across three problems that need to be reviewed by the Apple Inc. which helps to improve their sales and brand. Here are the problems
2.1 Marketing strategy issues.
2.2 Brand establishment issues.
2.3 Sales and marketing issues.
3. Overview of the company
Apple Inc. was founded by Steve jobs in 1976. Since, its establishment, the company has grown to be a leader in designing, manufacturing, and marketing of mobile communication and other consumer electronic devices. The company’s brand has been established through its products including iPod, Mac, iPad, iPhone, and Apple Watch and TV. Company also offers a variety of services through iTunes Store, Apple Store, and online Apple Store. These products have seen Apple Inc. lead in revenue, market share, and total assets in the industry.
4. Recommendations
1. Review of the marketing strategy.
4.1.1: Strategic marketing planning.
Apple Inc. should adopt large-scale marketing campaigns that concentrate on expounding the market expansion.
4.1.2: Social media strategy and guidelines,
Apple Inc. should adopt a Social media strategy and guidelines that are consistent with today’s technological progress.
4.1.3: Research strategy and global PR.
The creation of brands globally requires the establishment of a positive consumer perception. This perception is best cultivated through PR strategies that are geared towards the creation of a good rapport and Apple Inc. should position itself to explore this option.
2. Overhaul of branding and brand establishment guidelines
4.2.1: Tracking and adjusting in real time.
The brand establishment can be tracked in real time based on sales and consumer demand. Comparing the outcomes and the projections allows adjustment of the progress in real time.
4.2.2: Assessment of market influence on brand establishment
Marketing teams can offer crucial information regarding the performance of marketing campaign. This feedback provides direction on how to perform effectively against competition.
4.2.3: Consolidating and sharing insight
The dispatched teams of Apple Inc. in different countries and continents have different experiences. The diverse experience is a crucial asset that ought to be shared upward and reviewed with in-market teams.
3. Managing sales and marketing campaigns and how they interplay
4.3.1: The appointment of a global campaign manager is important .
The AOF Industry Assessment is a powerful culminating project experience that encompasses a wide range of curriculum and themes, helps students develop valuable skills and provides evidence of college and career readiness. Hear how employer partners join with academy teachers to implement this engaging assessment experience.
1-2 paragraphs for each person. There are 6 people.Everett.docxkarisariddell
1-2 paragraphs for each person. There are 6 people.
Everett
Overall what occurred in 2015 following the information of Volkswagen cheating the consumers, the market, and the EPA was fairly little in the grand scheme of things. The background surrounding Volkswagen essentially getting away with mass pollution and hoodwinking the industry for years is that a defeat device was installed within the vehicle’s engine that programmed it to run in a cleaner mode when hooked up to a test (Poeir, 2020). This obviously did not restrict the vehicle when performing on an open road. The device was eventually discovered and Volkswagen was billed for 25 billion dollars (Poier, 2020). However, the market share gained from this deception may have been worth it, as the vehicles outperformed all other competition in power and fuel economy that it resulted in the vehicles being ranked top in their respective classes that year (Poier, 2020).
However, what might Volkswagen do now to build back some of the trust within the corporate world? How can they redeem themselves economically? The first step arguably is to regain the trust of their shareholders and instill a set of ethics the likes of which cannot be questioned. Obviously, a drop in stock price is bad news, however, the company is by no means insolvent, and they quickly recovered following the incident. However ethics the company needs to advertise and explain to investors and to staff some sort of new ethical guidance that can convince people to purchase their products once again.
In regards to recovering legally, there’s been a fairly limited number of lawsuits, there were several major ones, however between the payouts of that and the fines levied against them from the EPA and other countries they seem to have paid the piper, the best way to address the issue legally and ethically would be to launch a voluntary recall in which people with the defeat devices may receive an upgrade at no cost to themselves. This would also address the philanthropic needs of the company. Additionally, many companies devote a sum of their profits to things that seem counter to their product, Coke for example sponsors huge numbers of athletic programs for children. Volkswagen may consider doing the same but planting some sort of forest to help deal with the carbon footprint. While I’m not the most creative individual in the world, it seems that there is any number of philanthropic things the company could do to earn them a “Subaru-Esque” reputation in the industry.
Andrea
The Volkswagen diesel emissions scandal has been widely covered. The corporation used a "defeat device" to fool an emissions government test (Jacobs & Kalbers, 2019). There have been major ethical concerns and significant environmental & financial consequences due to the device's release. The scandal has managed to ruin the reputation of Volkswagon. The image of the environmental friendly business has been destroyed. The vehicles had to be .
GE electronics
Founders
Chief Executive Officer
GE Company Goal
Objectives of the company
Logo and Slogan of Company :
GE Products (Global)
Businesses
GE Aviation
GE Capital Finance
SWOT Analysis
Milestones in India
Taxes Of The Company
Six Sigma Methodology
General Electric - Strategic Audit AssignmentTim Enalls
This is my Strategic Audit assignment which was required for my Business Management Strategy course in my MBA program. I had to submit this assignment as four separate papers throughout the semester. I added a plethora of images, tables, and graphs to clarify the ideas in the paper. I originally used the Modern style set to make the paper more aesthetic but I had to change the font to Times New Roman so that it could convert appropriately on the Slideshare website.
For more content from me, visit the following URLs:
https://analyticsexplained.com
https://www.youtube.com/analyticsexplained
Ethics in engineering Find copy of the code of ethics of the America.pdfakolkarashok
Ethics in engineering Find copy of the code of ethics of the American Institute of Chemical
Engineers and use it to analyze what a process engineer working at this plant should have dour
What dors the code say about the responsibilities of the engineers who designed the plant and the
engineers responsible for making maintenance decisions? What responsibility does Union
Carbide have for the actions of its subsidiaries? Union Carbide India was 50% owned by the
patent company.
Solution
POINT A.
Members of the American Institute of Chemical Engineers shall uphold and advance the
integrity, honor and dignity of the engineering profession by: being honest and impartial and
serving with fidelity their employers, their clients, and the public; striving to increase the
competence and prestige of the engineering profession; and using their knowledge and skill for
the enhancement of human welfare. To achieve these goals, members shall
1. Responsibilities of the Engineers Who designed the plant.
The public welfare.
The employer.
The government.
The engineering profession.
Engineers should act ethically because:
If they don’t, they risk getting demoted or fired.
The boss wants them to.
It feels good.
That’s the way responsible engineers behave.
It helps them avoid legal problems, such as getting used.
It provides a clear definition of what the public has a right to expect from responsible engineers.
It raises the image of the profession and hence gets engineers more pay.
The public will trust engineers more once they know engineers have a code of ethics.
2. Decision making problems.
POINT B: Bhopal: pinning down responsibility
Bhopal is to India what Chernobyl is to the Ukraine: a catastrophic accident that lives on not just
in the minds but in the physical bodies of those affected.
At least, 3,800 people died (unofficial figures are nearly double) when the US-owned Union
Carbide factory sprung a toxic gas leak back in 1984. Thousands more were crippled. Even
today, hundreds of children in Bhopal are born with congenital birth defects.
Union Carbide (now a fully owned subsidiary of chemicals giant Dow Chemical) tried alleging
sabotage by a disgruntled employee. No evidence has ever emerged. Instead the facts point to
sloppy safety measures brought on by cost cutting and management oversight.
The Bhopal disaster highlights an interesting and largely unacknowledged aspect of corporate
responsibility: namely, how ill defined its borders still remain. Just where does ‘responsibility’
start and where does it stop?
Technical responsibility clearly falls at Union Carbide’s door. It was the company’s over-full
holding tank that leaked. Legal responsibility should be equally as clear. It’s not. At the time, the
US headquarters of Union Carbide said it wasn’t responsible for day-to-day operations of the
plant. That fell to its subsidiary, Union Carbide India Limited, in which it had a 50.9% stake.
Union Carbide eventually paid up $470 million in compensation, but s.
Please Do Not Copy and Paste anything from this report, this is ju.docxrandymartin91030
Please Do Not Copy and Paste anything from this report, this is just history of the case
BP: Example of an Unethical Trifecta
Posted on September 17, 2013 by mensah_henry
From the dawn of time, human beings have relied on the environment to provide with the all the things we need to survive and be successful. It has also helped us develop civilizations and founded industries where there was none. Our exploitation of our environment is part of what makes us successful. The more we have been able to conquer and manipulate our environment, the more we have developed culturally, socially, and economically (Kareiva and Marvier, 2012). The three tenets of culture, society, and economy has been our biggest source of influence in dealing with the environment. Ever since the discovery of oil by the ancient civilizations of Babylonia and Greece, great importance has been placed on our ability to utilize it and the products we get from it (Totten, 2007). Today, the oil industry has grown from nothing to become one of the world’s biggest and most important. British Petroleum (BP) is one of the largest oil companies in the world and a major stakeholder in the United States oil industry.
Although BP has been operating in the United States for a long time, its history and operations have not always been worthy of praise. The company has been in the middle of several issues and held accountable for several incidents that have resulted in the loss of life, property, and massive environmental damage. The United States government has always placed a premium on the environment and its safety and Americans in general are conscious about the environment and what needs to be done to protect it.
The purpose of this paper is to discuss the BP Pipeline case (Case 6.25 on pp. 411-422) and to address the following topics:
• Discuss in detail the ethical, negligence, and environmental issues you see in this case.
• BP had rented the rig from Transocean for $500,000 per day. Transocean had been recognized by the U.S. government for its safety record. Can companies distance themselves from liability and responsibility through the use of contractors?
• Discuss how BP got into the position in which it found itself in late 2006 and what might have prevented the spill, the financial fallout, and the loss of reputation. Be sure to factor in the financial implications of any decision made during the period from 2001 to 2006.
• What was the impact of the emphasis in cost cutting on BP’s culture? What was the influence on the company’s performance?
• Evaluate the social responsibility positions of BP in light of the refinery explosion and the pipeline issue. What can companies learn from the BP experience?
British Petroleum has a large operation in the United States and it has made investments to ensure that it develops these operations to maximize its production and increase profits. One such investment was the acquisition of the vast oil field at Prudhoe Bay, .
Similar to Corporate governance in General electric (20)
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
2. GE - Company Background History
GE or General Electric is an American multinational conglomerate
corporation incorporated in New York
Headquarters: Boston
Formed: due to the merger of Edison General Electric Company of
Schenectady and Thomson-Houston Electric Company of Lynn
Officially formed in 1896
One amongst the original 12 companies listed in the then newly
formed Dow Jones Industrial Average
Current Leadership: Jeffrey Immelt appointed CEO of GE after Jack
Welch
In over 160 countries
Over 300,000 employees
3. Timeline of GE
1879: Thomas Edison invented light bulbs
1890: Edison General Electric created
1892: Merger of Edison and Thomas-Houston Electric
1896: One of the first 12 companies to be listed on Dow Jones
Industrial Index
1919: Founded RCA
1941: GE Aviation
1950s: GE began computing branch
4. 1981: Jack Welch made CEO
1995: Adopted Six Sigma approach
2001: Jack Welch retired
2002: Acquired wind turbine assets from Enron
2004: Reorganized GE’s 13 businesses into 11 focused on customers
2007: Acquired Smith Aerospace/Sold GE Plastics
2010: Acquired gas engine manufacturer Dresser Inc.
5. Vision and Mission
“We bring Good Things to Life”
Mission: To create intelligence throughout the business supply
chains of our customers around the globe by combining Six
Sigma process disciplines with innovative electronic commerce
technologies
Vision: Be the world’s largest provider of electronic commerce
solutions that create intelligence for business supply chains
6. Values
Imagine, solve, build and lead are pillars of GE
Action oriented approach
Individual understanding
Serving to energize everyone at GE group as a team
Initiating change and driving performance
7. Six Sigma Vision
Critical to Quality: Attributes most important to the customer
Defect: Failing to deliver what the customer wants
Process Capability: What your process can deliver
Variation: What the customer see and feels
Stable Operations: Ensuring consistent, predictable processes to
improve what the customer sees and feels
Design for Six Sigma: Designing to meet customer needs and
process capability
8. Divisions of General Electric
Energy: Energy Services Oil and Gas Power and Water
Technology Infrastructure: Aviation, Healthcare and Transportation
GE Capital
Home and Business Solutions- Appliances and Lighting
9. GE Businesses
GE Power
GE Oil & Gas
GE Renewable Energy
GE Energy Connections
GE Aviation
GE Healthcare
GE Transportation
GE Capital – Asia Pacific, U.S.A, Europe, Middle East and Africa
GE Digital
16. Financial Snap shot
USA
45%
Europe
14%
Asia
17%
Americas
10%
Middle east
& Africa
14%
Global Revenues by Regions
Power
19%
Renewable
Energy
5%
Oil & gas
15%
Energy
management
6%
Aviation
22%
Health care
16%
Transportation
5%
Appliances &
Lighting
7%
Capital
5%
Global Revenues by Segment
17. Code of Conduct
A code of conduct is a set of rules outlining the social norms and rules and
responsibilities of, or proper practices for, an individual, party or organization.
• Obey the applicable laws and regulations governing our business conduct worldwide.
• Be honest, fair and trustworthy in all your GE activities and relationships.
• Avoid all conflicts of interest between work and personal affairs.
• Foster an atmosphere in which fair employment practices extend to every member of
the diverse GE community.
• Strive to create a safe workplace and to protect the environment.
• Through leadership at all levels, sustain a culture where ethical conduct is recognized,
valued and exemplified by all employees.
18. GOVERNANCE STRUCTURE
Total Board Of Directors – 17 (Of which 16 are Independent Directors)
Each independent director is expected to visit at least 2 GE businesses without the involvement of
corporate management
• The Governance Principles Provides the governance framework for GE including:
– Role of Board and Management
– Functions of Board
– Independence of Directors (Min 10 ID’s at all times, Independence Determination)
– Size of board and selection process
– Board Committees (Audit, management development and compensation, governance and
public affairs etc.)
– Ethics and Conflict of interest
– Succession Plans
19. Ethical Issue #1
Ethical issue one revolves around how the Chamber of Commerce
has been trying to eliminate the whistleblower program completely.
Unfortunately, this attempt has caused General Electric to fire an
employee due to whistleblowing.
The whistleblower came forward with allegations about possible
corruption in the company. However, GE claims that the
allegations are purely hypocritical and refuse to believe that the
proper steps were followed before exploiting the problem.
20. Ethical action 1
First and foremost, the CEO needs to not side with congress about
closing down the whistleblower program. The program is there to
give protection to people who witness unethical actions in the
company.
In order to report that anonymously, the employee or employees
need governmental protection before they come forward. I
understand that by closing the program this lessens the chances of
people coming forward with wrong-doing in the company, but it is
still necessary that those people have proper protection.
21. Ethical issue 1 action 2
Secondly, the CEO needs to be made aware that the rules for
whistleblowing need to be more clearly stated. The General
Electric employee who was fired for whistleblowing on an issue
followed all the rules before stating his claim to the public.
GE needs to double check its standards before firing an employee
for following proper protocol. When that measure is taken, there
will be no questioning if a whistleblower skipped a needed
procedure or not.
22. Ethical Issue #2
The second ethical issue is about the Fukushima nuclear reactor and how GE knew it was faulty. There
were strong concerns about the Mark 1’s ability to do its job and maintain pressure.
A lot of questions surfaced pertaining to Mark 1 ability to handle the tremendous pressure of the reactor
if it lost cooling power. The problems were identified in 1975, but weren’t taken seriously.
Dale G. Bridenbaugh and two of his colleagues were so concerned with the designs that they resigned.
Bridenbaugh then came forward to express his concerns about the Mark 1 and how dangerous it could
be.
Years after Bridenbaugh spoke of the problems Harold Denton the director of the NRC’s office of
Nuclear Reactor Administration also came forward with concerns in 1986. Yet the problems and
concerns still were not checked or taken care of. The article even talks about how government officials
were concerned about Mark 1 as well. Because of the faulty design the Fukushima disaster was caused.
The article goes on to talk about the problems that have continued since the disaster such as fuel pools
that have caught fire multiple times, the radiation from the waste and the fact that the whole disaster has
been enormously dangerous.
23. Ethical issue 2 action 1
The first action that should be put in place is that General Electric should take
responsibility for its carelessness when it comes to the faulty Mark 1.
The CEO should take the action head on and make a public statement about the situation.
The CEO should explain how Mark 1 had concerns that went uncared for.
The CEO should also apologize to all of their shareholders especially the community in
and around the disaster. The message should be shared around the world in all countries
that GE is located. The apology should be made on TV and be able to be shared through
the internet in a video format. By apologizing and making a statement about the situation
the CEO and GE are taking responsibility for their mistakes as well as taking a step
forward in order to gain back respect.
24. Ethical issue 2 action 2
The second action that should be enacted is GE as a whole should make the
Japanese/Fukushima community a priority to help them get back on their feet.
In order to do this the CEO and the board could work out a sector in the company or a
charity that would go straight to the community affected by the disaster. To promote the
charity GE could host an event or when products are bought around the world a certain
percentage of the money from the product could go straight to the fund. It would take
finances away from GE, but in order to prove that GE is ethically and socially responsible
it is important to spend money to fix a disaster that was caused by GE’s faulty designs.
25. Breaches and corruption
The Securities and Exchange Commission charged General Electric Company
with violations of the Foreign Corrupt Practices Act (FCPA) for its involvement in
a $3.6 million kickback scheme with Iraqi government agencies to win contracts to
supply medical equipment and water purification equipment.
The SEC alleged that two GE subsidiaries — along with two other subsidiaries of
public companies that have since been acquired by GE — made illegal kickback
payments in the form of cash, computer equipment, medical supplies, and services
to the Iraqi Health Ministry or the Iraqi Oil Ministry in order to obtain valuable
contracts under the U.N. Oil for Food Program.
26. The Securities and Exchange Commission filed civil fraud and other charges
against General Electric Company (GE), alleging that it misled investors by
reporting materially false and misleading results in its financial statements.
The SEC alleges that GE used improper accounting methods to increase its
reported earnings or revenues and avoid reporting negative financial results. GE
has agreed to pay a $50 million penalty to settle the SEC's charges.
27. Risk management process
GE has a disciplined approach to risk in order to ensure that they are
executing according to the strategic objectives
They evaluate risk at the individual transaction level, at the customer, industry,
geographic and collateral-type levels.
Risks are identified through the risk management processes
Priotised and escalated as appropriate
Senior management discusses these risks periodically and assigns
responsibility for them to the businesses
Continually monitor, evaluate and report on risks
Business and corporate function are responsible to present risk assessments
and key risks to senior management at least annually.
28. RESPONSIBILITIES OF RISK MANAGEMENT TEAM
BOARD OF DIRECTORS
COMMITTEES
The audit committee
The governance & public affairs committee.
The management development & compensation committee
Technology & industrial risk committee
SENIOR MANAGEMENT
OPERATING REVIEWS
Corporate audit
Compliance risk.
Ge blueprint reviews
29. RISK MANAGERS
Risk assessment and risk management are the responsibility of management and are carried out through
risk managers who are operationally integrated into each of our businesses.
These risk managers bring deep domain expertise to the businesses’ operations and core processes. Both
risk managers and the business leadership teams have specific, enterprise risk focused goals and objectives
that are aligned with the overall risk framework.
RISK MITIGATION & COMMUNICATION
Risk mitigation strategies, including delegations of authority, standardized processes and strategic
planning reviews, operating reviews, insurance, and hedging.
GE manages the risk of fluctuations in economic activity and customer demand by monitoring industry
dynamics and responding accordingly, including by adjusting capacity, implementing cost reductions and
engaging in mergers, acquisitions, dispositions and restructuring.
30. RISK FACTORS
STRATEGIC RISKS
Global macro-environment – GE’s growth is subject to
global economic and political risks.
M&A/restructuring - The success of GE’s business
depends on achieving strategic objectives,
including through acquisitions and business
integrations, joint ventures, dispositions and
restructurings.
Intellectual property
OPERATIONAL RISKS
Operations
Cybersecurity
Supply chain
Economy/counterparties
Funding access/costs
Social costs
LEGAL & COMPLIANCE RISKS
Regulatory
Legal proceedings – GE is subject to legal proceedings
and legal compliance risks.