General Electric (GE) Case Study

September 14
2017
Submitted By
Name: Nabaraj Giri
University ID: 17448727
Subject: Competitive
Strategy & Innovation
Subject Code: STRM043
Faculty: Management
Level: MBA
Submitted To
Prof. Dr. Sushil Raj Kumar Sharma
Module Lecturer

Competitive Strategy and Innovation | STRM043 | MBA -2017 | University of Northampton (UoN)
1 Nabaraj Giri | 17448727 | MBA 2017
Contents
CASE SYNOPSIS.......................................................................................................................................2
INTRODUCTION OF GE............................................................................................................................3
JEFF IMMELT REDIRECTED STRATEGY ....................................................................................................4
THE REQUIREMENTS OF 21ST
CENTURY BUSINESS ENVIRONMENT.......................................................6
Technology and Innovation:...........................................................................................................6
Customer Focus and Integrated Solutions: ....................................................................................7
Global Presence:.............................................................................................................................7
GE RESOURCES AND CAPABILITY............................................................................................................7
Capability A: Leadership.................................................................................................................8
Capability B: Human Resource Development................................................................................8
Capability C: The Firm Structure.....................................................................................................9
Capability D: Technology................................................................................................................9
NECESSITATED CHANGE IN GE's STRATEGY AND IT'S EXECUTION.......................................................10
ALTERNATIVES STRATEGIES NEED TO CONSIDER.................................................................................13
Conclusion ............................................................................................................................................14
References............................................................................................................................................15

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The case named "Jeff Immelt and the Reinventing of General Electronic" is case which
focuses the General Electronic company growth, crisis, leadership, strategy, strength,
weakness. Jeff Immelt has the overwhelming assignment of following Jack Welch ("living
legend," "most noteworthy CEO of the twentieth century") when GE is confronting a blend of
difficulties: forcefully decreased request in a few key organizations (eminently turbines and
stream motors), its budgetary detailing is liable to expanding investigation, and the money
related quality and steadiness of GE Capital is being addressed. The case offers a chance to
investigate the potential for making corporate incentive in an exceedingly enhanced
organization that gives off an impression of being performing at the highest point of its
diversion. Following two many years of acquisitions, divestments, rebuilding, cost cutting, and
modifying of frameworks and procedures, where does GE go next? By what method can Jeff
Immelt take GE to the following level; and what might a "next level" possibly resemble? On
taking control at GE, Immelt takes little time in demonstrating that he has a technique, and
plans for executing that procedure.
Amid the principal decade of the twenty-first century, GE is confronting an alternate
arrangement of difficulties from those of the 1990s – the open doors for making esteem are
unique. Similarly, vital, Immelt has an alternate range of abilities and administration style than
Welch. The case plots the progressions that Immelt presented between September 2001 and
the finish of 2006. These incorporate a spate of acquisitions and divestments, a
reconceptualization of GE's business portfolio, novel ways to deal with making and abusing
client esteem, a progression of hierarchical restructurings, and changes in GE's administration
forms. The case utilizes the encounters of Jeff Immelt at GE to ask into the potential for making
an incentive in the differentiated company – particularly the difficulties of abusing linkages
crosswise over organizations – and investigates the authoritative structures and
administration forms that are helpful for such esteem creation.

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General Electric Corporation is one of the greatest organizations on the planet (GE, 2001).
These days its business exercises secured extensive variety of ranges, for example, social
insurance hardware, everything from air ship motor make, apparatuses, and even the NBC
broadcasting company. In the early age GE concentrating on the its energy industry. It was
framed in 1892 (General_Electric, 2017). The aftereffect of a union of the contending
organizations Edison GE organization and the Thomson Huston Company. The merger was
not completely bolstered by Thomas Edison himself, who pulled back from running business
and sponsored to the research facility. In spite of the fact that, Thomas was not in charge, the
general population at General Electric embraced one of Thomas splendid thoughts. Following
version's illustration. GE set up the its initially persisting examination lab in Schenectady, NY,
in 1900. That lab has created a shocking number of developments throughout the years
(General_Electric, 2017.
The GE which Jeffery Immelt inherited in 2001 was world's most valuable company and it
was widely regarded as world's most successful company. The result between two decades
among 1981 and 2001, revenues grew from $30 billion to $126 billion, net revenue from under
$2 billion to $14 billion and stock market capitalized from $14 billion to $510 billion and
average ROI to stakeholders of 24% (GE, 2007).

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Jeff R. Immelt was formally appointed CEO of General Electronic at the age of 44 i.e. 2001.
He had previously worked plastic business as a department head and most recently he had
been head of the medical system (GE, 2001). He had applied math and economics degree
from Dartmouth and MBA from Harvard. Immelt's emergence as frontrunner owed much to
his outstanding success at GE medical systems, which he has led from 1997 – 2001. He was
demonstrated the very strong leadership capability in energizing and motivating others. He
was derived major growth as commented GE head of HR (GE, 2006). Immelt like to cheer
peoples rather than chew them out that styles gave him a very different capability aura within
the GE. When he was appointed as a CEO on GE it as radicle changes within GE. The
commercial environment that would be the leading drivers of GE's tactical and structural
growth (GE, 2006).
Jeff initially believed that GE's expanded portfolio of commercial would deliver GE with the
constancy to weather business cycles. Yet the knowledge of 21st century was that the returns
to dissimilar trades inclined to become progressively connected. Certainly, throughout the
economic crisis, infection became the norm, difficulties in any one business would incline to
infect other businesses. Jeff known the possible sources of revenue for GE (GE, 2007).
Under, Welch, GE had formed value cost decrease, removing failing assets, and abusing the
chances offered by financial facilities. Jeff took over the sources and he was looking for top-
line growth would be driver for button-line returns. In the process of identifying the
opportunities for profitable organic growth Jeff identified the main global trends that would
offer the business opportunities for General Electronic. Such as Demography The growing
population of world creating the demands that would-be opportunity for the GE such as
healthcare, entertainment etc. (GE, 2006 & 2007). Infrastructure General Electric forecast
huge investment in infrastructure. It would create the opportunity to aviation, energy, rail
transportation, water and oil and gas production etc. Emerging Markets Emerging countries
south East Asia would offer rates of GDP growth around three times of the world as a whole.
Jeff thought that these countries would be opportunity for the business center. Environment
the challenges of global warming conservation and water security that is creating the need of
technology and innovatory replies to ease these problems, Jeff thought that all the things are
creating the business opportunity of the GE in this way he made the decision to make the
strategy (GE, 2004 & 2005).

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In the 2002 Jeff committed GE to organic growth rate 8% per annum but that time growth rate
of GE was only 5%. That 8% revenue growth was based upon the Jeff's ideas and GE should
be capable to increase the growth between two or three that of world GDP (GE, 2003).
Returns would raise the faster than revenue, clarified Immelt that would be happen because
of decrease of general and administrative expenditures as a percentage of sales and higher
margin subsequent from new products and services. Among 2002 and 2007, GE easily met
these goals, revenues raised at 13% each year, operating earnings at 14%. Though
, in the wake of the economic disaster both profits and revenues went into a sharp weakening.
In the process of grow revenues in the organization Jeff redirected the strategies in
different was such Reshaping the Business Portfolio change resources of business where
growth forecasts where strong and entered new businesses (GE, 2003). A main theme in Jeff
reshaping of GE's business portfolio near higher progress was the creation of new growth
platform. Identifying the new growth platform became a new strategic challenge for GE's
business (GE, 2003). GE's growth platform involved existing business where there were to
potential to expand the company such as Healthcare GE was the world leader to diagnostic
imaging: XT scanner, X-ray equipment's, MRI scanners etc. Under the Jeff it became the main
area of GE growth expanding the good and services it would create the additional growth.
Energy Jeff seen the major growth in alternative energy and he redirected his strategy on
creation of alternative energy and equipment's (GE, 2003 & 2005). Broadcasting and
entertainment base on Immelt's identification of growth strategy it did not fit and he decided
to merge it with the Comcast cable TV and thorough it GE earned the $6.2 billion from the
Comcast. Technology Infrastructure Technology infrastructures was the major key to
growth of GE (GE, 2006 & 2007). Through it GE can had have competitive advantages so on
Jeff diversified the the business in the different technology infrastructure and GE got the huge
amount of growth. Developing the growth platform and segmentation of markets to have high
growth and segment that offered potential for attractive returns. Re-building the GE's existing
business and using acquisitions to assist deploy GE's technical, financial and managerial
resources to leading the position. Redirecting the strategy in that way Jeff Immelt was got
success in the GE (GE, 2006 & 2007).

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The business requirements are changing day by day so on in the 21st century business have
various challenges, we have to minimize those challenges to gain the competitive advantages.
According to the Jeff Immelt there are three sources of competitive advantages: Customer
focus and integrated solution, Technology and Innovation and global presence. According to
the Gap International Contributor (2017) for those of you observing to create and grow a fruitful
21st
Century business in the face of current market burdens and uncertainties, the important
query continues to be: "What do you focus on now to be competitive and leading-edge?". As
per Gap International Contributor (2017) in this 21st century business there might be several
challenges and requirements so we have to be ready to face those challenges. With the
objective for GE to position itself for more grounded improvement in the changing business
condition, Immelt saw the need to leave outline direct advancement business, and reallocate
its advantages where improvement prospects were strong, abusing the rising overall
examples. At the center of Immelt's advancement technique for General Electric's was the
change of new Growth Platforms, which could be either enlargements of the present
associations or entire new attachment locales. Notwithstanding the way that Immelt's inside
focus was on common advancement, repositioning to abuse the creating business division
examples and openings would require acquirement.
Jeff distinguished the innovation as a primary
driver of GE's future development and he considered prerequisite new innovation and
transformed the corporate innovative work focus into a scholarly nursery. In 2012 GE asserted
that around 37,000 technologists working in the business and its examination focuses.
Immelt's weight on innovation mirrored that the primary driver of offers was the considerable
items. He stated, "You can be six Sigma, you can do awesome conveyance, you can do
everything else well" yet in the event that you don't have a fair item you are not going to offer
it much. Expanding the item advancement and item quality was the basic execution pointer
for GE's business.

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In the 21st century
business should focus to the customer and should provide the integrated solution in one place.
As rivalry rises and client needs become wider, product firms pursue to distinguish themselves
by providing customer resolutions rather than stand-alone goods or services (Brady, Davies,
& Nordin and, Hodbay, 2006; Spencer and Cova, 2012; Kowalkowski, 2010; Reinartz and
Ulaga, 2011). In new conceptualizations, customer resolutions constitute goods and service
components combined together into modified combinations, which in turn are entrenched in
longitudinal, interpersonal procedures among the business client and dealer (Salle and Cova,
2008; Jaakkola and Hakanen, 2012; Storbacka, 2011; Tuli, Bharadwaj and, Kohli, 2007.
Immelt highlighted customer positioning and value of spending time with the customers,
building the good relationship with them and working on the customers problems. Soon after
taking over CEO, Jeff highlighted the key of customer focus. As we shall see, growing GE's
capacity to aid customers better with integrated solutions was a main reflection in Jeff's
recognition of GE's structure that joint and recognized GE's local structure.
21st century business should be present globally to gain huge
success otherwise it is very challenging to gain the competitive advantages. In the GE
company Immelt focused on the global presence of good and services and he believed that
great payoffs are customer satisfaction. An example of GE greater success Olympic 2008
games in Beijing which helped to present GE and GE's product globally. GE announced the
company to country in 2009, where GE worked directly with the governments in order to fulfil
the local infrastructure and investment needs. India, China and Brazil where the primary points
for top-down business creativities. Abusing international opportunities also involved the
globalizing the GE's business and its talent base.
General Electric (GE) is in a unique place based on the variety of industries it owns and
functions. GE resources far surpass most of its opponents over both breath and deep. GE
invested billions of dollars for their “Ecomagination” initiative in energy. That concept shows
the finding the new medium to create clean energy through the investing in the technology
which is not completely developed (Nate, 2017). Minor businesses could not invest in such
an idea because they don't have economical resources to deliver investment to inventors.

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The economic resources provided the GE with marvelous competitive advantage over GE's
competitors (Nate, 2017). From a competence position, GE can globalize the products and
services at a much quicker rather than another competitor. Establishing connection with China
and India has given GE capability to exploit labor resources and use them to their benefits
(Nate, 2017). A truly international company recognizes that local marketplaces will only let the
company to grow so much earlier it can no longer enlarge (Nate, 2017). CEO Immelt realizes
that the essential capabilities for GE lies in resources and capabilities (Nate, 2017). These
qualities will endure to give GE a competitive gain in the world marketplace (Nate, 2017).
The essential capacity of GE is initiative. Hamel and Prahalad in 1990 (Magee, 2009) said
that the organization ought to be sorted out as indicated by its principle capacities by giving
more commercial center availability and enhancing GE's administrations. These capacities
are unrivaled as it was apparently noticed that Jeff's autonomous organization style execution
had changed and improved the administration culture productively. Henceforth, having
"creative ability at work" idea at GE distinguished them from different organizations. Jeff's
informative lets him to collaborate every specialist in association by giving inspiration,
openings and elevated expectation of best practices greatness organization so as to get out
to the best of them. (M, 2010) The comparative insightfulness passionate administration style
has been given to investors assembling better client association and reliability. that well-
thoroughly considered being an acknowledged skill. Jeff's strategy interests practical working
capability and cost engaging quality by means of its ecological activities. (Magee, 2009).
The second capability that Jeff's focused on in GE is the International Learning which
development promise management to the highest level of knowledge, skills, training and
educating workers (Magee, 2009). That advance commercial information, leadership strategy,
functional skills politics and policy and development organizational behaviors such as external
focus, critical thinking, creativity and comprehensiveness at work (Magee, 2009). GE's
process talent administration infrastructure allows well-organized and effective physical
variations. It added value to " GE brand" training program in numerous counties. These
training centers are located in various countries like Japan, USA, United Arab Emirates and
Germany. Applying worker best training practices at GE could be determined because of the
proper communication and the right organizational structure research and development IT

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system randomly (Bucifal, 2009). GE spent more than 1 billion dollars yearly even throughout
the economic decline in 2007 till 2009 (Bucifal, 2009). GE's funds in training reproduced
positively on employee involvement, commitments and satisfaction. These aspects are played
a vital role in the Human Resources Department process at GE (Bucifal, 2009). GE strategy
effects public universities to plan superior courses for the workers in order to confirm their
skills in creations. That positively reflected on the worker's performance and inspire to produce
imagination revolutions, innovations, and improvements (Daft, 2010). This reflection for the
value of workers training had development GE innovation inexpensive and more efficient than
hiring talent and make revolution from outdoor. The revolution that comes inside the business
is more truthful and helpful as it is resulting out after the knowledge. That will grow the
capability to advance GE corporate model and policy (Daft, 2010).
Hamal and Prahalad argued in 1990 that GE's structure should set on the basis of the
fundamental capabilities not according commercial targets and portfolio (Knoll, 2008). This
compounded devolution of GE's construction makes high centralized establishment that
disintegration into a group of policies which provides cross business combination. The
practical method reproduced GE's market value advancement from 12 billion to 37 billion
dollars within 25 years. Supporting GE core capability (Knoll, 2008) (Bucifal, 2009). Jeff
practical structure from the outcome-oriented to an open less surrounded planning. That
recognized and postponement organization separations from 12 to 6 smaller broad-based
segments (Bucifal, 2009). The tactic purposes to enable “Getting closer to the business”
structure procedure (Knoll, 2008). Explanations core capability in reporting straight to Jeff for
efficiency. GE's high-level management, better communication attractive control area and
removing the several reporting weaknesses and opportunities for motivation and
empowerment, delegation, encourage and motivation and diminish the bureaucracy (Knoll,
2008).
GE's culture has transformed from the being six Sigma, bean counter and bottom line driven
company to become and innovative company (Hitt, 2009). Jeff's competence to confidently
restructuring for 125-year-old company and its future has used innovation capability to
combine its different offerings. Technological revolutions are increasing the demands. Such
as re-engineering process mapping. Tests manager and employee Ecomagination, retreats,
and Mind Discover Inspirations were on-going (Bucifal, 2009). Uncertainly, it was for an open

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competition for marketplace increase opportunities, benefits customers, and product
commercialization and the society as a whole (Bucifal, 2009). GE hugely capitalized (Around
$100 million) in technology which sets separately from its competitors (Hitt, 2009).
An imperative stride in creating and executing another technique us general sweep of the
association's outside and interior condition. In 2001 Jeff introduced his affectability to
changing business condition notwithstanding a diving segment cost in the aftereffect of 11
September assaults and the Enron and Worldcom corporate outrages. In the good 'ol days
GE submitted the inner administration advancement. By flagging his guarantee to average
corporate power and better straightforwardness, including the diagram of more detail prudent
exposure, Jeff was gifted to deal with the moment open air risks and guarantee investor of
GE's continuing conjectures for long haul achievement (GE, 2001). Jeff progressed and talked
his outer looking natural system. Jeff's development arrangement turned into the new limit for
the extension of GE's center abilities and built up solid underwriting from related directors and
open-air analysist. Development designs can be investigated along the degrees of
merchandise and commercial centers. Unforeseen of the blend of present and conceivable
items and commercial centers, four unique designs are accessible (GE, 2001). Jeff's natural
two advancement systems were advertising improvement and item improvement performed
over a progression of divestments and accomplishment in divisions with improvement
potential. Jeff's strategic consideration was on influencing contrast to profit over inventive item
benefit bundles and enhanced client center. GE's accomplishments were obviously
associated with its fundamental abilities. Be that as it may, GE's accomplishments were for
the most part in accordance with Jeff's evaluation of the creating all-inclusive inclinations, the
maintenance of some of GE's develop low-development exchanges, for example, machines
and light items was clearly capricious with the overall development arrangement (GE, 2001
and 2006).
Jeff justified this by focusing to their part and cash producers that would deliver a stable base
for the support of GE's advance industries for example healthcare, commercial finance,

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infrastructure and energy. Capitals directed to the growth of promising growth schemes
eventually led to revolutionary technologies such as GE transportation's "Evolution Hybrid
Locomotive project in 2007" or GE energy's universally most progressive planned for a safe
nuclear power (GE Ecomagination Fact Sheet, Berzon, 2008). In situation of the international
financial crisis of 2008, GE's relocation towards technology and industry has played a
significant role in defensive GE"s income and earnings base. Having divested $150 billion of
Figure 1: GE’s share price (US$, three years to mid-2003)
its protection properties past in the period as a component of innovation exchange, GE has
no involvement to collateralized obligation commitments (CDOs) or securitized speculation
vehicles (SIVs) or credit default swaps (CDS) (GE, 2007 and 2008). As a result, the GE
accomplished to protect its Triple "A" FICO assessment. However, its presentation to USA
productive land and UK advances denounced security harm on GE's income and financial
position (GE, 2008). General, GE's business portfolio was possibly well stable for all periods
of the business cycle as sign by the adaptability of its consolidated earnings. Jeff's evaluation
of creating widespread inclinations and his strategic way demonstrate his comprehension of
the outside circumstances and dangers, and outer shortcoming and qualities. Specialized
administration has shown to be an establishment of GE's focused rewards as well as an

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indispensable obstruction to section. For example, GE is the main US based organization with
all the fundamental skills to manufacture an atomic power plant. It has additionally created
vital expenses through associated marked innovation. The medicinal services, over its R and
D skills, GE has manufactured an authority position in dynamic wellbeing sciences for
instance, sub-atomic imaging, atomic drags and 3D visualization of analysis solutions (GE
healthcare, 2007). It has one of the very complete portfolios of smart grid solutions existing in
the marketplace, from energy supply of supporting and financing utilities (GE, Ecomagination
Fact Sheet). In 2007, GE had $150 billion of
Figure 2: GE’s organizational structure and business portfolio in 2007
develop orders for its things and organizations (GE, 2007). At last, by hustling things and
organizations from one of a kind parts of the aggregation to pass on genuinely advanced
change courses of action Jeff showed GE's ability to make an impetus through its better than
average assortment (GE, 2006 and 2007). Later 2002, GE pushed its mind at work check
campaign (GE, 2007). GE's picture esteem higher by $10 billion in the five-years to 2007 and
2008 (GE, 2007 and 2008). GE was named fourth most beneficial brand by Business Week
(GE, 2007 and 2008). In addition, Jeff Immelt evidently exhibited his capacity to play out his

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advancement methodology and improve GE's advancement conceivable outcomes. In spite
of the way that, in the overall money related crisis of 2008 that stuck greatly on GE's offer
costs, its business execution bolstered to show exceptional flexibility more than 2008 (GE,
2008). In these testing cash related periods, the jury is still out on the whole deal achievement
of the Jeff Immelt's improvement technique for GE and time will be the unending value.
When we start considering possibility for conceivable divestment, this brings up the greater
issue of whether a more radical separation of GE is alluring. For quite a long while distinctive
experts and pundits have toyed with the likelihood of separating GE. We don't have the
information for evaluating separation esteem, however we can point to a couple of vital
contemplations. For a hundred years, GE has created as a solitary partnership. While the
substance of its business portfolio has transformed, it has consistently built up its corporate
frameworks and its corporate administration frameworks. As far as vital administration,
corporate administration, administration improvement, and human asset administration, GE
is a one of the world's superior organizations. Separating GE could imply that these same
capacities are safeguarded, fed, and reproduced in each of the organizations that made up
GE. In any case, there is a hazard that, to the degree that these abilities are established on
the GE culture and custom, without the bringing together character of GE, they may either
transformation or whither.

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In conclusion, this report delivers the comprehensive analysis of GE's main capabilities
specifying on the efficiency in supporting the GE's success up to 2009. Models, for example,
a center Competency Map (Hamal, and Prahalad, 1990), and Value Chain Analysis (Porter,
1985) have been combined to produce General Electronics' center assets and capacities to
uncover the center capabilities. The connected models and ideas have been connected to the
corporate issues, while making judgements and conclusion.
The CEO Jeff Immelt packs that the relevance of ROA gives off an impression of being limited
a similar number of decisions are affected by more complex criteria. An extensive variety of
potential parts of theory and choices were looked. Everything considered, the association has
the benefit to contribute, yet not the dedication that can get benefits by the abuse of this open
entryway. Nonetheless, Trigeorgis (1993) calls attention to that bot all open doors can be
alternatives and not all choice shows noteworthy monetary esteem. In spite of the fact that,
GE's case was illustrated in light of the led distinctive research and through various
examination instruments. The results of the GE assessed the four inquiries which has been
given in the task plot.

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product bundles to relational processes Journal of Marketing, 71 (July) (2007), pp. 1-17

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