Jack Welch led a two-decade transformation of General Electric from 1981 to 2001 through aggressive restructuring, acquisitions, and a focus on developing a results-oriented culture. He reduced the workforce by over 100,000, sold 200+ businesses, and acquired over 370 companies. Revenues increased 146.7% and operating profits increased 196.7% under his leadership. Welch also emphasized globalization, developing six sigma quality programs, and focusing on developing employees. By prioritizing growth, performance, and people, Welch transformed GE into one of the largest and most successful companies in the world.
Microeconomics is a branch of economics that refers the issues upon the causes of the ways any individual, the companies or the household are tend to establish decisions to assign limited resources and products.
ten principles of economics, basics of economics,economicsRAHUL SINHA
short notes on chapter 1 of economics book by mankiw
topics covered
What is economics?
HOW PEOPLE MAKE DECISIONS
HOW PEOPLE INTERACT
HOW THE ECONOMY AS A WHOLE WORKS
Back in 2018, I have been reading books and research studies related to the Technology world and found many thought provoking ideas that can be translated into game changers for the many industries.
Therefore, I would like to share an executive summary of a book called The Third Wave, written by Steve Case - former CEO and Chairman of AOL, with anyone whom may be interested in this subject.
The book highlights 3 main areas to develop for entrepreneurs and what they need to do differently in a Third Wave company to succeed.
Microeconomics is a branch of economics that refers the issues upon the causes of the ways any individual, the companies or the household are tend to establish decisions to assign limited resources and products.
ten principles of economics, basics of economics,economicsRAHUL SINHA
short notes on chapter 1 of economics book by mankiw
topics covered
What is economics?
HOW PEOPLE MAKE DECISIONS
HOW PEOPLE INTERACT
HOW THE ECONOMY AS A WHOLE WORKS
Back in 2018, I have been reading books and research studies related to the Technology world and found many thought provoking ideas that can be translated into game changers for the many industries.
Therefore, I would like to share an executive summary of a book called The Third Wave, written by Steve Case - former CEO and Chairman of AOL, with anyone whom may be interested in this subject.
The book highlights 3 main areas to develop for entrepreneurs and what they need to do differently in a Third Wave company to succeed.
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
1
IBM: ORGANIZATIONAL CHANGE 4
Running head: IBM: ORGANIZATIONAL CHANGE
IBM: Organizational Change
Student Name
Western Kentucky University
LEAD 325 – Leading Change
Cindy L. Ehresman
November 12, 2018
IBM: Organizational Change
Celebrating its one hundredth anniversary this year, International Business Machines Corporation is located in Armonk, New York, has 426,751 employees worldwide, and enjoys revenues of $99.9 billion (IBMa, 2011). Founded in 1911 in New York by Charles F. Flint, and originally named The Computing-Tabulating-Recording Company or CTR, the company manufactured and sold commercial scales, time recorders for industry, tabulators, along with other items. Operating out of New York City, the company employed 1,300 people with plants in several cities in addition to one in Canada. In 1914, Thomas J. Watson Sr. took over the company, and with his guidance, CTR became a frontrunner in technology and innovation, and a soon to be multinational corporation (IBMb, 2011).
Changing its name to International Business Machines Corporation in 1924, IBM went on to develop new technologies, and in the 1940’s were on the cutting edge of the large electronic calculator research, eventually leading in 1952 to the IBM 701, their first large computer (IBMb, 2011). Also well known for introducing the first successful electric typewriter in the United States in 1935 and the Selectric Typewriter in the 1960’s (Batchelor, 2003), IBM continued to be in the forefront of innovation.
As time went on IBM hung on to outdated methods of doing business, such as divisions producing their own parts, acting independently of one another and, in many cases, competing with each other. During 1993, IBM lost $8 billion and was near bankruptcy. Enter Lou Gerstner in 1993. He described the culture at IBM as, “inbred and ingrown” (DiCarlo, 2002). He tied compensation to the companies’ performance rather than by division to instill unity, consolidated divisions creating a culture of teamwork that had not existed at IBM, and eliminated products that were draining the company (DiCarlo, 2002). Through patience, hard work, and an understanding of the need for culture change, Gerstner was able to lead IBM back from the brink of disaster. Today, IBM even offers services in organizational change.
References
Batchelor, B. (2003). History of the IBM Typewriter. Retrieved from www.etypewriters.com: http://www.etypewriters.com/history.htm
DiCarlo, L. (2002). How Lou Gerstner Got IBM to Dance. Retrieved from http://www.forbes.com/2002/11/11/cx_ld_1112gerstner.html
IBM. (2011a). About IBM. Retrieved from http://www.ibm.com/ibm/us/en/
IBM. (2011b). IBM Achives. Retrieved from http://www-03.ibm.com/ibm/history/history/history_intro.html
Running head: GE and Jack Welch
Instructions- LEAD 530 Ter.
Discourse on the development, management and coordination of a combination of complex global and local factors work together to ensure a fast growing yet sustainable high technology sector, while moving the Malaysian industry up the outsourcing value chain.
Market makers, industry players and outsourcing professionals will obtain useful insights into long-term strategic technology and economic planning as well as tactical measures used for growth, competitiveness and innovation.
Key stakeholders can take advantage of this knowledge and create a win-win situation
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.
The goal of this project is to optimize traffic light controller in a Metropolitan City by varying the time of Traffic signal lights. The system tries to reduce possibilities of traffic jams, caused by traffic lights, to an extent and give ease to drivers to avoid congested path.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
Jack Welch's Leadership Skill
1. General Electric Two Decade
Transformation:
Jack Welch‘s Leadership
PresentedBy:MuammadMuzzamil
2.
3. American multinational conglomerate
headquartered in Fairfield, USA.
Company operates in energy, technology,
infrastructure, capital finance and consumer
and industrial.
Products they offer are appliances, aviation,
consumer electronics and electrical
distribution, electric motors, energy, finance,
gas, healthcare, lighting, locomotives, oil
software, water, wind turbines
GE is world‟s third largest company
5. 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.
6. Year Achievements
1997 National business hall of
fame
1999 Manager of the 20th
century
2001-2004 Forbes 400 richest
Americans
7. Joined General Electric in 1960 as a Junior
Engineer in Pittsfield, Massachusetts.
He was named Vice President of G.E. in 1972.
Named Senior Vice President in 1977.
Became Vice Chairman in 1979.
Hit his peak as CEO in 1981. The eighth
and youngest chairman and CEO in
history of G.E.
8. When joined GE the U.S.
economy had lot
of problems:-
1. Unemployment
2. High interest rate
3. Recession
4. Strong dollar exacerbated
He challenged to be “better than
the best”.
9. Jack Welch in an Interview
“Adecade 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”.
10. First Stage
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
#1 or #2:
Fix, Sell or
Close
11. “We don’t need the questioners and
checkers who bog down the process,
Today each staff has to ask “How I add
value to the company”
Downsizing: elimination of about 123,450 jobs
12. Replaced the strategic planning system with “real
time planning”.
Built five-page strategy playbook.
Sold more than 200 businesses and made over 370
acquisitions.
Budgeting process was redefined
De-layering: “sector” level
13. No of Employees from 1981 to 1989 reduce
employees 404,000 to 292,000
Revenue from 1981 to 1985 raises $27.2
Billion to $29.2 Billion
Operating profits from 1981 to 1985 raises
$1.6 Billion to $2.4 Billion
Drastic restructuring earned Welch
nickname “Neutron Jack”
14. 1980’s most of the restructuring was complete.
Hardware was in place, focus is on Organization’s
Software.
His priorities were shifting to Culture.
15. 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”
16. Appointed Paulo Fresco as Head
of International Operations
“It is very difficult to jump into
the world arena if you don’t have
a solid base at home, but once the
solid base was created, we really
took the long jump”
17. #1 or #2 evaluated at world market
position.
Business are global and not companies
Contribution
Key negotiator in deal with Thomas S.A.
[exchange offer]
Joint venture with Robert Bosch
Partnership with Toshiba
Acquisition of Sovac
19. • $17.5 billion invested in from
1989-1995,on new plants,
acquisitions and finance.
Europe
economic
downturn
Mexican
peso
collapsed
• Great buying opportunity
,acquired 16 companies.
• Welch urged its managers to
view this as an opportunity to
buy rather than a problem
Asia slipped
into Crisis
20. • Weaker of the three
• Made 9 acquisition in it with the
brands
Services
• Moderately stronger
• Made 7 acquisition in itTechnology
• Stronger of the three
• Since they were stronger, they
made only 6 acquisition in it.
Core
22. “I Own the 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)
23. 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.
24. 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
Implementation
25. • Excited by ideas and attracted
to turbulenceEnergy
• Infecting Everyone with
enthusiasm for ideaEnergize
• The ability to make tough callsEdge
• Consistent ability to turn into
resultsExecution