This document summarizes Jack Welch's leadership and transformation of GE over two decades from 1981 to 2001. When Welch became CEO in 1981, he initiated major restructuring by selling off underperforming businesses and making many acquisitions. He also emphasized strategic planning, quality improvement, developing business leaders, and growing globally. By prioritizing speed, simplicity and self-confidence in the organization's culture, Welch helped GE become highly profitable and the most valuable public company in the world by the late 1990s.
London Business School has written the case study on growth mindset by Satya Nadella and how he revolutionized the Microsoft and turned around the culture of organization is expressed in case study. We have tried to convert this case study in small power point presentation to share gist of it.
London Business School has written the case study on growth mindset by Satya Nadella and how he revolutionized the Microsoft and turned around the culture of organization is expressed in case study. We have tried to convert this case study in small power point presentation to share gist of it.
Howard schultz : building starbucks communitySaurabh Arora
Reason for success
Having well developed values, culture and charter
Willingness to move out of comfort zone – Introduces flavours of milk
Ensuring that the organisational culture is adhered to globally
Making changes and customising according to local culture
Providing employee benefits and making them feel a part of the family – ESOPs, Training
Conclusion
Howard Schultz’s vision has ensured that Starbucks has been a market leader
He revolutionized the coffee experience – From a regular to commodity to a third place experience
Having their own culture and innovative spirit has kept them ahead of their competitors
Recommendations
Starbucks must maintain the competitive advantage by keeping to its own distinctive culture
Listening and adapting to its customers and their needs
Adapting to localised cultures and developing a culture in each location that is apt
New products should be developed – Look beyond coffee to attract the Asian market
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Newell’s goal is to increase its sales and profitability by offering a comprehensive range of products and reliable service to the mass retail channel. Newell has chosen to develop its product line through key acquisitions, rather than internal organic growth. The strategy succeeds based on their two pronged approach of following an established acquisition process (Newellization) and ensuring corporate continuity across the division to support its performance in the market. This strategy helps Newell successfully diversify their portfolio of products for mass retailers.
Howard schultz : building starbucks communitySaurabh Arora
Reason for success
Having well developed values, culture and charter
Willingness to move out of comfort zone – Introduces flavours of milk
Ensuring that the organisational culture is adhered to globally
Making changes and customising according to local culture
Providing employee benefits and making them feel a part of the family – ESOPs, Training
Conclusion
Howard Schultz’s vision has ensured that Starbucks has been a market leader
He revolutionized the coffee experience – From a regular to commodity to a third place experience
Having their own culture and innovative spirit has kept them ahead of their competitors
Recommendations
Starbucks must maintain the competitive advantage by keeping to its own distinctive culture
Listening and adapting to its customers and their needs
Adapting to localised cultures and developing a culture in each location that is apt
New products should be developed – Look beyond coffee to attract the Asian market
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Newell’s goal is to increase its sales and profitability by offering a comprehensive range of products and reliable service to the mass retail channel. Newell has chosen to develop its product line through key acquisitions, rather than internal organic growth. The strategy succeeds based on their two pronged approach of following an established acquisition process (Newellization) and ensuring corporate continuity across the division to support its performance in the market. This strategy helps Newell successfully diversify their portfolio of products for mass retailers.
Jack Welch: GE's Two Decade Of TransformationMrudang Thakor
It is about Jack Welch's leadership at GE. Initiatives taken by him by which GE became what today it is!
PPT made from HBR case "GE's two decade of transformation: Jack Welch's leadership"
To get the copy of the ppt, send a request mail at mrudangpharma@gmail.com
For over a decade, the TESOL (Teachers of English to Speakers of Other Languages, Inc.) Computer-Assisted Language Learning Interest Section (CALL-IS) has been providing free professional development annually for members and nonmembers alike. In this poster session, the past co-coordinator of the 2012 Electronic Village Online (EVO) will address the collaborative processes that occur in a large-scale, multi-national, open-source project. These include training and mentoring trainers, selecting free technology tools to provide online learning platforms, investigation of Web 2.0 technologies for application to the classroom, and the wholly volunteer nature of this project.
The ppt reflects upon case analysis of GE during the tenure of Jack Welsh. It identity the leadership skill, competency of Jack Welsh to make GE a successful company
This presentation is based on the Semco case study in which Ricardo Semler has shown radical leadership with wisdom and have a democratic and shared work culture in Semco where every employees are respected and are welcomed to provide innovative ideas for a successful business.
A showcase of gritty, warts-and-all stories about the transformation toward agility of some of Australia’s biggest companies.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
· Learn about how a critical government data organisation achieved a 240%+ increase in productivity in just six weeks.
· Hear about the market transforming mobile payments app that reinvigorated one of Australia’s big four banks. Challenges involved resistance from the organisation from line staff through to senior sponsors.
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Leaderonomics SME CEO Conference 2017 - Growing & Scaling your Business to Gr...Roshan Thiran
These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com
To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
Organizational change management at General ElectricsSupriyo Das
Organizational Change Management at General Electrics when Six Sigma was implemented.
The pre-implementation scenario and the post implementation scenario.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
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.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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Model Attribute Check Company Auto PropertyCeline George
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Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2. Thomas Edison(1878-1972)
Founded in 1878 –by Thomas Edison
• First focus: generation, distribution and use
of electric power.
• CENTURY later – one of the world’s leading
diversified industrial companies.
“profitless growth” in 1960’s lead to have
strategic planning systems.
Year Structure
1930 Highly Centralized
1950 Greater Decentralization
3. Reg Jones(1973-1980)
• 43 strategic units => to support strategic
planning.
• GE was benchmark for others companies
(imitated its SBU based structure & planning process).
• Unable to review and approve massive volumes of
Information generated by 43 SBU’s.
• Formed a covering on GE’s departments, divisions,
groups and SBU’s with “SECTORS”.
4. • Country’s leading business statesman.
• He handed over the reins to Welch.
(“replaced a legend with a live wire”).
YEAR Achievements
1970 “CEO of the Year” 3 times
by his peers.
1979 “CEO of the Decade”
1981 “management legend” by
THE Wall Street Journal.
5. Jack Welch (1981 – 2001)
• When joined GE the U.S. economy had lot
of problems:-
• He challenged to be “better than the best”.
• To do so set in motion series of changes to restructure the
company over next five years.
6. #1 or #2: Fix, Sell or Close
Services
GECC Information
Construction &
Engineering
Nuclear Services
Technology
Industrial Electronics
Medical Systems
Material
Aerospace
Aircraft Engines
Core
Lighting
Major Appliance
Motor Transportation
Turbine Construction
Equipment
“A decade from now, I would
like General Electric to be
perceived as a Unique, high-
spirited, entrepreneurial
enterprise…the most profitable,
highly diversified company on
the earth, with world quality
leadership in every one of its
product lines”.
7. • Sold more than 200 businesses[SPIN OFF] and made over
370 acquisitions.
• Replaced the strategic planning system with “real time
planning”.
• Built five-page strategy playbook.
• Budgeting process was redefined.[rather than internal
comparison used external means]
• Insisted GE become more “lean and agile” resulting
• Delayering: “sector” level
• Downsizing: elimination of about 123,450 jobs
• Divestiture: elimination of an additional 122,700 jobs
8. Year Revenues Operating profit
1981 $27.2 billion $1.6 billion
1985 $29.2 billion $2.4 billion
•Drastic restructuring earned Welch nickname “Neutron Jack”.
•“Varsity team” consisted of managers with a strong commitment
to new management values, ability to take charge and bring
about change.
9. Second Stage of Rocket
• 1980’s most of the restructuring was complete.
• Hardware was in place ,focus is on Organization’s
Software.
• His priorities were shifting to Culture.
SPEED
SIMPLICITY
SELF
CONFIDENCE
10. Work – Out and Best
Practices
• To get unnecessary bureaucratic work out of the system.
• Forum in which employees and their bosses could work out
new ways of dealing with each other.
• Groups of 40-100 employees were invited to share views
about the business and how it can be improved.
• 3-Day session, there was no documentation of meeting.
• This resulted in birth of a movement called “Best Practices”
• Competitive Intelligence[best practices of Ford, HP,
Xerox, Toshiba].
• Through best practices realization by managers that they
were measur/manag ing wrong things.
11. Going Global
• Paolo Fresco => Head of International Operations
• Paolo concentrated on to create Solid base and then jump
into world arena.
• Business are global and not companies.
• #1 or #2 evaluated at world market position.
Contribution
Key negotiator in deal with Thomas S.A.
[exchange offer]
Joint venture with Robert Bosch
Partnership with Toshiba
Acquisition of Sovac
12. Problem = Opportunity
• Globalization not a one time
effort but an ongoing theme.
• $17.5 billion invested in from
1989-1995,on new plants,
acquisitions and finance.
Europe
economic
downturn
• Great buying opportunity
,acquired 16 companies.
Mexican
peso
collapsed
• Welch urged its managers to
view this as an opportunity to
buy rather than a problem
Asia slipped
into Crisis
13. Developing Leaders
• Focus of employees Outward(competitive world) instead of
inward.[Lifetime employment]
• “I O People” => good people were GE’s key assets and are
company's resource.
• Developing of employee was from both side(employer and
employee).
• Salary Structure
• Increase base salary + compensation(stock options)
14. Crotonville management
development facility
• Hired Jim Baughman from Harvard and Novel Tichy from
Michigan.
• Develop leaders aligned to GE’s new vision and culture.
Work Out Idea striked.
• Introduced 360 degree feedback process.
[rating employees on scale of 1-5 based on area T.Q.V]
First
• Delivers
commitments
and share
values.
Second
• Doesn’t meet
commitment
and doesn’t
share values.
Third
• Misses
Commitments
but shares
Values
Fourth
• Delivers
commitments
but doesn’t
share values.
Autocrat and
need to weed
out from GE
15. Boundaryless Company(Third
Wave)
• Ideas free to flow, No distinction between foreign and
domestic markets.
• Best practices can be leveraged by boundaryless behavior.
• Adopted Fisher & Paykel – Job-Shop techniques in their
appliance business.
• GE’s appliance Park “must see” destination for other
businesses.
• Criteria for bonus was changed;
reward idea seeking and sharing.
• Example. “Integration Model”.
SELF
CENTERD
16. Stretch:-Achieve the
• How good can you be?
• Don’t-punish-failure concept.[No disaster of Stretch target Idea]
• By 1995 GE did achieve Operating margin of 14.4% and
inventory turns of almost 7 in 1995.
IMPOSSIBLE
Manager
HIT
Basic
Targets
accountable
not accountable
Higher
Goals
STRETCH
Rewarded
17. Service Business
• Future => offset slow growth in Products, started focus on
added value services.
• Medical Business -> “In Site”
• Real time diagnostic concepts applied in Aircraft and Power
systems.
• Biggest growth opportunities => Providing service to customer.
• Making existing assets of Customers more productive.
Products
Products
Selling Products to
Customers
Helping our
customers win
TRANSITION
18. Closing out the decade
• Didn’t go by the trend.[breaking up
multibusiness companies].
• Six Sigma Quality Initiative.[AlliedSignal borrowed form
Motorola]
• Gary Reiner-VP of Business Development lead the Quality
Initiative.
• GE was operating in error[3.4 defects per million operations
and costing $8 - $12billion a year]
• Goal to reach Six Sigma quality levels company wide by
2000.
19. • Tied 40% bonus to Individuals[Six Sigma was not
optional].
• Medical Systems= tenfold increase,62% reduction in
turnaround time.
• Change the DNA of GE whose central strand is QUALITY.
Green Belts
• 4 weeks training
5 Months
implementation
Black Belts
• 6 weeks of instruction
in statistic , data
analysis and other six
sigma tools
Master Black Belts
• Full time six sigma
instructors – mentored
the Black Belt
candidates through the
two –years process
20. "A Players" With "Four E's"
“A”
Player
s
• Individuals with vision, leadership, energy and
courage.
Execution
Edge
Energize
Others
Energy
Implemented Performance
Appraisal System.
Globalizing the intellect of the
company.
Continuously upgrading Quality of
management was key success of GE.
21. E-Business
• Each unit had full time dyb.com team
focused to redefine the business model.
• Welch thought GE was late entrant to
Internet.
• Through the process of Six Sigma, GE has done the hard
work which is needed to support e-business.
• Early results of digitizing the company was success.
• General Electric awarded “E-Business of the Year” by
InternetWeek Magazine in 2000.
• GE has moved billions of dollars in sales and spending to
the Internet at lightning speed.
22. Current Scenario of GE India
• GE’s presence in India was in 1902 => hydropower plant.
• Today the best of GE is in India through technologies and
innovations.
• Bringing products, services and technologies closer to
customers[Localization].
• A long term player across transportation, energy ,healthcare
and financial services.
Ref :- http://www.ge.com/in/
23. Current CEO of GE and his
Contribution
• John Flannery is the President and CEO
for GE India and is directly responsible
for all of GE’s operations in the country.
• He has been with GE for over 22 years and has
held several senior leadership positions in the
company.
• He has extensive experience in building and
leading large teams and growing businesses in
global assignments.
Ref :- http://www.ge.com/in/
24. Reverse Innovation
• GE Aim => Conceiving and developing products for the
Indian market and in turn use those products to penetrate
more mature markets outside of India.
• This is the “reverse innovation” concept.
• “Localisation of business”.
• GE to become a truly great local company in India.
• Structure of Org => business vertical heads are now
reporting directly to CEO of GE India, as compared to the
past where unit chiefs reported to global business verticals.
Ref :- forbesindia.com/interview/magazine-extra/quot%3Bi-
want-ge-india-to-be-viewed-as-one-of-indias-best-indian-
companiesquot%3B/7862/1?id=7862&pg=1
25. Key milestones achieved in 2012
GE opens
measurement &
control validation lab
in India
Jet Airways signs
agreement with GE on
aircraft engine repair
GE's Rs1,000 crore
first Indian factory to
come up near Pune
GE Energy to localise
products for India's
wind energy sector
Majority Interest of
Advanced Systek is
acquired
Reduce the maternal
and infant mortality
through technologies
and partnerships.
Ref :- http://www.ge.com/in/