Company BackgroundFor more than a century, General Electric (GE), LynellBull52
Company BackgroundFor more than a century, General Electric (GE), has been a global leader and iconic brand known for innovation and leadership in a wide range of endeavors. Its diver-sified portfolio of products is organized into four strategic business units: energy, technology infrastructure, GE Capital, and home and business solutions.GE began in 1878 when Thomas Edison formed the Edison General Electric Company (EGEC). Though Edison was best known for inventing the first incan-descent light bulb, he also pioneered systems design for generating and distributing electricity, eventually holding over 1000 patents. Within a few years, the rival Thomas Houston Company, which held key patents in the same area, challenged EGEC’s posi-tion in the marketplace. In 1892, the two companies merged, forming General Electric. GE then parlayed the demand for electricity into the invention of home heating, stoves and other appliances, and refrigeration, transforming American households, and went on to become an innovator in myriad fields, from medicine, aviation, and transportation to plastics and financial services. GE created the GE Credit Corporation (later GE Capi-tal) in the wake of the Great Depression to facilitate the sale of household appliances and provide the option of extended payments for consumers. Innovation defined the organization, and the commitment to research and development remained key.1
GE was one of the original 12 companies that formed the Dow Jones Industrial Average, and the only one of those companies that was still part of the DJIA in 2012. GE was also recognized for cultivating leaders such as Charles Wilson, Ralph Cordiner, Fred Borch, Reginald Jones, and John Welch.2 In the early 1970s under Fred Borch, GE was one of the first companies with a diversified infrastructure to formalize strategic planning at both corporate and business unit levels with its creation of strategic busi-ness units.3GE always saw itself as striving to create a world that worked better, “making what few in the world can, but everyone needs.”4 The company’s strategic philosophy centered on innovation, superior technology, and demonstrating leadership in growth markets. GE sought to maintain a strong competitive advantage through innovation, smart capital allocation, and solidifying customer relationships. The strategy also included transition-ing from an industrial conglomerate to an infrastructure leader to maximize the core strengths of its existing businesses. Diversification and expansion of its business port-folio was a central focus, designed to minimize volatility and create stability through varying growth cycles. Another facet of GE’s strategy was to invest for the long-term in high-growth market opportunities that were closely related to its core businesses. For instance, in 2010 the company launched the GE Advantage Program that focused on process excellence and innovation to improve margins in industrial projects.5
One of GE’s biggest oper ...
DealMarket Digest Issue 131 - 7 March 2014Urs Haeusler
SEE WHATS NOTEWORTHY IN PRIVATE EQUITY THIS WEEK /// ISSUE 131 - March 7th, 2014:
- How New European Rules Affect Private Equity Teams
- PE outlook for Europe
- EY’s Top 10 VC Dealmakers Worldwide
- Global Telecom M&A Hits 13 Year High
- PE Drives Robust Returns for Ontario Pension Fund
- Quote of the Week: Venture Capital? Make Way for Geek Guilds
attheThomas W. MalnightProfessor, IMDIvy Buche.docxjasoninnes20
atthe
Thomas
W. Malnight
Professor,
IMD
Ivy Buche
Associate director,
Business Transformation
Initiative at IMD
Charles
Dhanaraj
Professor,
Temple University
PHOTOGRAPHER TOM SHEARER
It’s how successful companies
redefine their businesses.
S T R AT E GY
Put
Purpose
CORE
of Your
Strategy
AUTHORS
70 Harvard Business ReviewSeptember–October 2019
S T R AT E GY
Eight years ago we launched
a global study of high growth
in companies, investigating
the importance of three
strategies known to drive it:
creating new markets, serving
broader stakeholder needs,
and changing the rules of the
game. What we found surprised
us. Although each of those
approaches did boost growth
at the organizations we studied,
there was a fourth driver we
hadn’t considered at all:
purpose.
72 Harvard Business ReviewSeptember–October 2019
Companies have long been encouraged to build pur-
pose into what they do. But usually it’s talked about as an
add-on—a way to create shared value, improve employee
morale and commitment, give back to the community, and
help the environment. But as we worked with the high-
growth companies in our study and beyond, we began to
recognize that many of them had moved purpose from the
periphery of their strategy to its core—where, with commit-
ted leadership and financial investment, they had used it to
generate sustained profitable growth, stay relevant in a rap-
idly changing world, and deepen ties with their stakeholders.
Two Critical Roles
In the course of our research, we talked to scores of C-level
executives. They worked at 28 companies—in the United
States, Europe, and India—that had had an average com-
pound annual growth rate of 30% or more in the previous
five years. What we learned from those conversations was
that purpose played two important strategic roles: It helped
companies redefine the playing field, and it allowed them to
reshape the value proposition. And that, in turn, enabled
them to overcome the challenges of slowing growth and
declining profitability.
ROLE 1: Redefining the playing field. What’s a key
difference between low-growth and high-growth companies?
The former spend most of their time fighting for market share
on one playing field, which naturally restricts their growth
potential. And because most aggressive battles take place in
industries that are slowing down, gains in market share come
at a high cost, often eroding profits and competitive advan-
tage as offerings become commoditized.
High-growth companies, by contrast, don’t feel limited to
their current playing field. Instead, they think about whole
ecosystems, where connected interests and relationships
among multiple stakeholders create more opportunities. But
these firms don’t approach ecosystems haphazardly. They let
purpose be their guide.
Consider the different strategies adopted by the two
leading companies in the pet-food industry: Nestlé Purina
PetCare, the largest player ...
attheThomas W. MalnightProfessor, IMDIvy Buche.docxSusanaFurman449
atthe
Thomas
W. Malnight
Professor,
IMD
Ivy Buche
Associate director,
Business Transformation
Initiative at IMD
Charles
Dhanaraj
Professor,
Temple University
PHOTOGRAPHER TOM SHEARER
It’s how successful companies
redefine their businesses.
STRATEGY
Put
Purpose
CORE
of Your
Strategy
AUTHORS
70 Harvard Business Review
September–October 2019
STRATEGY
Eight years ago we launched
a global study of high growth
in companies, investigating
the importance of three
strategies known to drive it:
creating new markets, serving
broader stakeholder needs,
and changing the rules of the
game. What we found surprised
us. Although each of those
approaches did boost growth
at the organizations we studied,
there was a fourth driver we
hadn’t considered at all:
purpose.
72 Harvard Business Review
September–October 2019
Companies have long been encouraged to build pur-
pose into what they do. But usually it’s talked about as an
add-on—a way to create shared value, improve employee
morale and commitment, give back to the community, and
help the environment. But as we worked with the high-
growth companies in our study and beyond, we began to
recognize that many of them had moved purpose from the
periphery of their strategy to its core—where, with commit-
ted leadership and financial investment, they had used it to
generate sustained profitable growth, stay relevant in a rap-
idly changing world, and deepen ties with their stakeholders.
Two Critical Roles
In the course of our research, we talked to scores of C-level
executives. They worked at 28 companies—in the United
States, Europe, and India—that had had an average com-
pound annual growth rate of 30% or more in the previous
five years. What we learned from those conversations was
that purpose played two important strategic roles: It helped
companies redefine the playing field, and it allowed them to
reshape the value proposition. And that, in turn, enabled
them to overcome the challenges of slowing growth and
declining profitability.
ROLE 1: Redefining the playing field. What’s a key
difference between low-growth and high-growth companies?
The former spend most of their time fighting for market share
on one playing field, which naturally restricts their growth
potential. And because most aggressive battles take place in
industries that are slowing down, gains in market share come
at a high cost, often eroding profits and competitive advan-
tage as offerings become commoditized.
High-growth companies, by contrast, don’t feel limited to
their current playing field. Instead, they think about whole
ecosystems, where connected interests and relationships
among multiple stakeholders create more opportunities. But
these firms don’t approach ecosystems haphazardly. They let
purpose be their guide.
Consider the different strategies adopted by the two
leading companies in the pet-food industry: Nestlé Purina
PetCare, the largest player in Nor.
[Salterbaxter Directions] Moving The Goal PostsMSL
Is your business goal-ready to move beyond 2020? Explore a new generation of emerging sustainability goals that are unlocking business returns and driving transformational change.
Company BackgroundFor more than a century, General Electric (GE), LynellBull52
Company BackgroundFor more than a century, General Electric (GE), has been a global leader and iconic brand known for innovation and leadership in a wide range of endeavors. Its diver-sified portfolio of products is organized into four strategic business units: energy, technology infrastructure, GE Capital, and home and business solutions.GE began in 1878 when Thomas Edison formed the Edison General Electric Company (EGEC). Though Edison was best known for inventing the first incan-descent light bulb, he also pioneered systems design for generating and distributing electricity, eventually holding over 1000 patents. Within a few years, the rival Thomas Houston Company, which held key patents in the same area, challenged EGEC’s posi-tion in the marketplace. In 1892, the two companies merged, forming General Electric. GE then parlayed the demand for electricity into the invention of home heating, stoves and other appliances, and refrigeration, transforming American households, and went on to become an innovator in myriad fields, from medicine, aviation, and transportation to plastics and financial services. GE created the GE Credit Corporation (later GE Capi-tal) in the wake of the Great Depression to facilitate the sale of household appliances and provide the option of extended payments for consumers. Innovation defined the organization, and the commitment to research and development remained key.1
GE was one of the original 12 companies that formed the Dow Jones Industrial Average, and the only one of those companies that was still part of the DJIA in 2012. GE was also recognized for cultivating leaders such as Charles Wilson, Ralph Cordiner, Fred Borch, Reginald Jones, and John Welch.2 In the early 1970s under Fred Borch, GE was one of the first companies with a diversified infrastructure to formalize strategic planning at both corporate and business unit levels with its creation of strategic busi-ness units.3GE always saw itself as striving to create a world that worked better, “making what few in the world can, but everyone needs.”4 The company’s strategic philosophy centered on innovation, superior technology, and demonstrating leadership in growth markets. GE sought to maintain a strong competitive advantage through innovation, smart capital allocation, and solidifying customer relationships. The strategy also included transition-ing from an industrial conglomerate to an infrastructure leader to maximize the core strengths of its existing businesses. Diversification and expansion of its business port-folio was a central focus, designed to minimize volatility and create stability through varying growth cycles. Another facet of GE’s strategy was to invest for the long-term in high-growth market opportunities that were closely related to its core businesses. For instance, in 2010 the company launched the GE Advantage Program that focused on process excellence and innovation to improve margins in industrial projects.5
One of GE’s biggest oper ...
DealMarket Digest Issue 131 - 7 March 2014Urs Haeusler
SEE WHATS NOTEWORTHY IN PRIVATE EQUITY THIS WEEK /// ISSUE 131 - March 7th, 2014:
- How New European Rules Affect Private Equity Teams
- PE outlook for Europe
- EY’s Top 10 VC Dealmakers Worldwide
- Global Telecom M&A Hits 13 Year High
- PE Drives Robust Returns for Ontario Pension Fund
- Quote of the Week: Venture Capital? Make Way for Geek Guilds
attheThomas W. MalnightProfessor, IMDIvy Buche.docxjasoninnes20
atthe
Thomas
W. Malnight
Professor,
IMD
Ivy Buche
Associate director,
Business Transformation
Initiative at IMD
Charles
Dhanaraj
Professor,
Temple University
PHOTOGRAPHER TOM SHEARER
It’s how successful companies
redefine their businesses.
S T R AT E GY
Put
Purpose
CORE
of Your
Strategy
AUTHORS
70 Harvard Business ReviewSeptember–October 2019
S T R AT E GY
Eight years ago we launched
a global study of high growth
in companies, investigating
the importance of three
strategies known to drive it:
creating new markets, serving
broader stakeholder needs,
and changing the rules of the
game. What we found surprised
us. Although each of those
approaches did boost growth
at the organizations we studied,
there was a fourth driver we
hadn’t considered at all:
purpose.
72 Harvard Business ReviewSeptember–October 2019
Companies have long been encouraged to build pur-
pose into what they do. But usually it’s talked about as an
add-on—a way to create shared value, improve employee
morale and commitment, give back to the community, and
help the environment. But as we worked with the high-
growth companies in our study and beyond, we began to
recognize that many of them had moved purpose from the
periphery of their strategy to its core—where, with commit-
ted leadership and financial investment, they had used it to
generate sustained profitable growth, stay relevant in a rap-
idly changing world, and deepen ties with their stakeholders.
Two Critical Roles
In the course of our research, we talked to scores of C-level
executives. They worked at 28 companies—in the United
States, Europe, and India—that had had an average com-
pound annual growth rate of 30% or more in the previous
five years. What we learned from those conversations was
that purpose played two important strategic roles: It helped
companies redefine the playing field, and it allowed them to
reshape the value proposition. And that, in turn, enabled
them to overcome the challenges of slowing growth and
declining profitability.
ROLE 1: Redefining the playing field. What’s a key
difference between low-growth and high-growth companies?
The former spend most of their time fighting for market share
on one playing field, which naturally restricts their growth
potential. And because most aggressive battles take place in
industries that are slowing down, gains in market share come
at a high cost, often eroding profits and competitive advan-
tage as offerings become commoditized.
High-growth companies, by contrast, don’t feel limited to
their current playing field. Instead, they think about whole
ecosystems, where connected interests and relationships
among multiple stakeholders create more opportunities. But
these firms don’t approach ecosystems haphazardly. They let
purpose be their guide.
Consider the different strategies adopted by the two
leading companies in the pet-food industry: Nestlé Purina
PetCare, the largest player ...
attheThomas W. MalnightProfessor, IMDIvy Buche.docxSusanaFurman449
atthe
Thomas
W. Malnight
Professor,
IMD
Ivy Buche
Associate director,
Business Transformation
Initiative at IMD
Charles
Dhanaraj
Professor,
Temple University
PHOTOGRAPHER TOM SHEARER
It’s how successful companies
redefine their businesses.
STRATEGY
Put
Purpose
CORE
of Your
Strategy
AUTHORS
70 Harvard Business Review
September–October 2019
STRATEGY
Eight years ago we launched
a global study of high growth
in companies, investigating
the importance of three
strategies known to drive it:
creating new markets, serving
broader stakeholder needs,
and changing the rules of the
game. What we found surprised
us. Although each of those
approaches did boost growth
at the organizations we studied,
there was a fourth driver we
hadn’t considered at all:
purpose.
72 Harvard Business Review
September–October 2019
Companies have long been encouraged to build pur-
pose into what they do. But usually it’s talked about as an
add-on—a way to create shared value, improve employee
morale and commitment, give back to the community, and
help the environment. But as we worked with the high-
growth companies in our study and beyond, we began to
recognize that many of them had moved purpose from the
periphery of their strategy to its core—where, with commit-
ted leadership and financial investment, they had used it to
generate sustained profitable growth, stay relevant in a rap-
idly changing world, and deepen ties with their stakeholders.
Two Critical Roles
In the course of our research, we talked to scores of C-level
executives. They worked at 28 companies—in the United
States, Europe, and India—that had had an average com-
pound annual growth rate of 30% or more in the previous
five years. What we learned from those conversations was
that purpose played two important strategic roles: It helped
companies redefine the playing field, and it allowed them to
reshape the value proposition. And that, in turn, enabled
them to overcome the challenges of slowing growth and
declining profitability.
ROLE 1: Redefining the playing field. What’s a key
difference between low-growth and high-growth companies?
The former spend most of their time fighting for market share
on one playing field, which naturally restricts their growth
potential. And because most aggressive battles take place in
industries that are slowing down, gains in market share come
at a high cost, often eroding profits and competitive advan-
tage as offerings become commoditized.
High-growth companies, by contrast, don’t feel limited to
their current playing field. Instead, they think about whole
ecosystems, where connected interests and relationships
among multiple stakeholders create more opportunities. But
these firms don’t approach ecosystems haphazardly. They let
purpose be their guide.
Consider the different strategies adopted by the two
leading companies in the pet-food industry: Nestlé Purina
PetCare, the largest player in Nor.
[Salterbaxter Directions] Moving The Goal PostsMSL
Is your business goal-ready to move beyond 2020? Explore a new generation of emerging sustainability goals that are unlocking business returns and driving transformational change.
What we measure may deserve a shift in focus...Jyoti Pandey
Companies that are conscious of their social responsibility impact their bottom line in a positive way. My article on sustainability reporting in ethikos.
Mergers & Acquisitions are often used as part of a
company's globalization strategy, for both intra-regional and international deals. However, substantial number of them fail. Read more to find out the challenges or visit us at: http://www.verityconsult.com
GreenBiz 17 Tutorial Slides: "How Corporates are Aligning with the Sustainabl...GreenBiz Group
The Sustainable Development Goals define global priorities and aspirations for 2030. Where does your company strategy align with these global goals? Learn how the SDGs affect your business, and gain the tools and knowledge needed to maximize your company's contribution to the success of the SDGs.
GreenBiz 17 In-Depth Tutorials are intensive half-day sessions held prior to the start of the conference. These are designed to offer participants an opportunity to dive deeper into a topic of interest and develop tangible knowledge and skills. In addition, attendees will have a greater opportunity to network with their peers in these interactive sessions. Concurrent tutorials will be held the morning of Tuesday, February 14, and are available only to those who purchase an All Access Pass.
DealMarket Digest Issue111 - 4th October 2013Urs Haeusler
SEE WHATS NOTEWORTHY IN PRIVATE EQUITY THIS WEEK /// ISSUE 111 - October 4th, 2013:
- Venture Capital in Europe Rebounds Ahead of US
- Buyouts Are up 19% This Year To-Date
- Europe’s Hottest Tech Startup You’ve Never Heard Of
- Mega-buyout for Blackstone Hotel Investment
- Family Offices’ Growing Role in Silicon Valley
- Choosing a Private Equity Partner - The Investors View
At EY, we are committed to building a better working world — with increased trust and confidence in business, sustainable growth, development of talent in all its forms, and greater collaboration.
As stated by Mark Weinberger, Global Chairman and CEO, "We have developed a plan — Vision 2020 — that considers the changing world today, how it will be tomorrow and how we will adapt to the challenges and opportunities we will face. Amid the changes we see, EY also sees great opportunity and relevance in the role we play in building a better working world. The quality services and insights we deliver help build trust and confidence in capital markets in economies the world over. In so doing, we help build a better working world for our people, for our clients and for our communities. This is our purpose."
The EY Global Review 2013 covers the changes EY is making to better serve our clients, develop our people and leverage our highly integrated global structure.
Read about the changes EY is making to better serve our clients, develop our people and leverage our highly integrated global structure.
For further information, visit: http://www.ey.com/GL/en/About-us/Our-global-approach/Global-review/global-review-2013
Purpose Up - Doubling down in tough times by Barkley + JefferiesBarkley
Now is not the time to shrink back on sustainability and ESG criteria, it is time to double down with focus and clarity. These are the findings from our third annual report Purpose Up | Doubling Down in Tough Times, a joint research study with Jefferies.
Muslims in the Golden Age is the theme for the research project. You.docxssuserf9c51d
Muslims in the Golden Age is the theme for the research project. You are required to prepare a minimum of 25-minute presentation on the life, work, and contributions of a Muslim scholar, scientist, poet, artist, etc. from the Golden Age of Islam (not contemporary scholars). You can choose any form of media for your presentation paper. A narrated paper has been the common form used in the past; however, the addition of voice-over is required. If you require assistance with the recording, please email instructors.
This project should be completed individually. The objective of this project is to explore the Muslims' contributions to the modern civilization.
Resources:
Format, Length and Style: The presentation must include:
• Minimum of 3 page. Each of pages should be visually appealing, contain relevant content.
• Narrate each page without reading the text line by line. Use the narration to explain and elaborate on what is presented on the pages
• Correct spelling and grammar
• APA citation and bibliography on a separate page
.
Multiple Sources of MediaExamine the impact of multiple sour.docxssuserf9c51d
Multiple Sources of Media
Examine the impact of multiple sources of media on children and adolescents. Discuss how media influences children and adolescents differentially at various ages. Discuss at least one positive and at least one negative result of media exposure for children and adolescents.
Respond to the discussion by referencing at least one reputable media source.
Response Guidelines
Respond to fellow learners' posts and the sources they cite. Ask questions and expand on the research to further the discussions. Respond to comments made by at least two learners. Your responses to learners are expected to be substantive in nature and to reference the assigned readings, as well as other theoretical, empirical, or professional literature to support your views and writings.
.
What we measure may deserve a shift in focus...Jyoti Pandey
Companies that are conscious of their social responsibility impact their bottom line in a positive way. My article on sustainability reporting in ethikos.
Mergers & Acquisitions are often used as part of a
company's globalization strategy, for both intra-regional and international deals. However, substantial number of them fail. Read more to find out the challenges or visit us at: http://www.verityconsult.com
GreenBiz 17 Tutorial Slides: "How Corporates are Aligning with the Sustainabl...GreenBiz Group
The Sustainable Development Goals define global priorities and aspirations for 2030. Where does your company strategy align with these global goals? Learn how the SDGs affect your business, and gain the tools and knowledge needed to maximize your company's contribution to the success of the SDGs.
GreenBiz 17 In-Depth Tutorials are intensive half-day sessions held prior to the start of the conference. These are designed to offer participants an opportunity to dive deeper into a topic of interest and develop tangible knowledge and skills. In addition, attendees will have a greater opportunity to network with their peers in these interactive sessions. Concurrent tutorials will be held the morning of Tuesday, February 14, and are available only to those who purchase an All Access Pass.
DealMarket Digest Issue111 - 4th October 2013Urs Haeusler
SEE WHATS NOTEWORTHY IN PRIVATE EQUITY THIS WEEK /// ISSUE 111 - October 4th, 2013:
- Venture Capital in Europe Rebounds Ahead of US
- Buyouts Are up 19% This Year To-Date
- Europe’s Hottest Tech Startup You’ve Never Heard Of
- Mega-buyout for Blackstone Hotel Investment
- Family Offices’ Growing Role in Silicon Valley
- Choosing a Private Equity Partner - The Investors View
At EY, we are committed to building a better working world — with increased trust and confidence in business, sustainable growth, development of talent in all its forms, and greater collaboration.
As stated by Mark Weinberger, Global Chairman and CEO, "We have developed a plan — Vision 2020 — that considers the changing world today, how it will be tomorrow and how we will adapt to the challenges and opportunities we will face. Amid the changes we see, EY also sees great opportunity and relevance in the role we play in building a better working world. The quality services and insights we deliver help build trust and confidence in capital markets in economies the world over. In so doing, we help build a better working world for our people, for our clients and for our communities. This is our purpose."
The EY Global Review 2013 covers the changes EY is making to better serve our clients, develop our people and leverage our highly integrated global structure.
Read about the changes EY is making to better serve our clients, develop our people and leverage our highly integrated global structure.
For further information, visit: http://www.ey.com/GL/en/About-us/Our-global-approach/Global-review/global-review-2013
Purpose Up - Doubling down in tough times by Barkley + JefferiesBarkley
Now is not the time to shrink back on sustainability and ESG criteria, it is time to double down with focus and clarity. These are the findings from our third annual report Purpose Up | Doubling Down in Tough Times, a joint research study with Jefferies.
Muslims in the Golden Age is the theme for the research project. You.docxssuserf9c51d
Muslims in the Golden Age is the theme for the research project. You are required to prepare a minimum of 25-minute presentation on the life, work, and contributions of a Muslim scholar, scientist, poet, artist, etc. from the Golden Age of Islam (not contemporary scholars). You can choose any form of media for your presentation paper. A narrated paper has been the common form used in the past; however, the addition of voice-over is required. If you require assistance with the recording, please email instructors.
This project should be completed individually. The objective of this project is to explore the Muslims' contributions to the modern civilization.
Resources:
Format, Length and Style: The presentation must include:
• Minimum of 3 page. Each of pages should be visually appealing, contain relevant content.
• Narrate each page without reading the text line by line. Use the narration to explain and elaborate on what is presented on the pages
• Correct spelling and grammar
• APA citation and bibliography on a separate page
.
Multiple Sources of MediaExamine the impact of multiple sour.docxssuserf9c51d
Multiple Sources of Media
Examine the impact of multiple sources of media on children and adolescents. Discuss how media influences children and adolescents differentially at various ages. Discuss at least one positive and at least one negative result of media exposure for children and adolescents.
Respond to the discussion by referencing at least one reputable media source.
Response Guidelines
Respond to fellow learners' posts and the sources they cite. Ask questions and expand on the research to further the discussions. Respond to comments made by at least two learners. Your responses to learners are expected to be substantive in nature and to reference the assigned readings, as well as other theoretical, empirical, or professional literature to support your views and writings.
.
Multicultural Event WrittenPlease choose and research a cult.docxssuserf9c51d
Multicultural Event Written
Please choose and research a cultural or diverse event that you are not familiar with. Examples can include a ritual, holiday, religious custom, cultural practice, cultural celebrations, etc. While these are a few suggestions please think outside the box and find something that interest you.You will write a 2 - 3 page paper, APA format (this does not include the cover or reference page). It will consist of :
the introduction of the cultural/diverse event
describe the event (be sure to provide enough detail so that the reader can understand it)
What is unique/different of the event from your culture or custom?
What is the frequency of the event?
What is the importance of the event?
What did you learn about the cultural/diverse event that you did not know?
Are there any similarities to you and your families events?
provide a conclusion.
Please be sure to use reputable resources to complete the assignment. You should have a minimum of 4 sources .
.
Multi-Party NegotiationFor this Essay, you will explore the co.docxssuserf9c51d
Multi-Party Negotiation
For this Essay, you will explore the complexities that occur with multi-party negotiations and groupthink.
Your essay will address the following points.
§ Describe two-party, coalitions, and multi-party negotiations.
o Within your description, include a real-life example of how these types of negotiation are used in the business world.
Describe the social complexities of the Space Shuttle Challenger explosion.
What is "groupthink," and how did it affect the Challenger?
Make sure you include your source used for this portion of your research.
What do you think you would have done if you were in that Challenger meeting?
Your essay must be a minimum of three pages in length, not including the title page and reference page. Reference source for your paper. Follow proper APA format, including citing and referencing all outside sources used
.
Music has long been used by movements seeking social change. In the.docxssuserf9c51d
Music has long been used by movements seeking social change. In the 1950s and '60s, this was particularly true, as successful black and white musicians openly addressed the issues of the day. During the '60s, popular white singers, such as Bob Dylan and Joan Baez, lent both their names and their musical talents to the American Civil Rights Movement. In fact, music long assisted those working to win civil rights for African Americans. Freedom songs, often adapted from the music of the black church, played an essential role in bolstering courage, inspiring participation, and fostering a sense of community.
Instructions:
Your PowerPoint presentation should include the following:
• Background and explanation of your special topic.
• Brief background of your American musician/artist.
• The relationship your American musician/artist had to this special topic and the contributions
they have made.
• An explanation of how your American musician/artist connected to and influenced both music
and American society and culture.
Special Topics in American Music - Final Project
MUS320 - American Music
Requirements:
• Presentation must consist of 7-10 slides, with additional title and reference slides, all formatted
in accordance with the most current APA guidelines.
• Each slide will provide succinct points of the key information that you wish to convey.
• Use the Notes section to elaborate on the information presented in each slide. The Notes section is your narrative for the presentation. Here is a tutorial on how to use speaker notes in PowerPoint. If you do not have a LinkedIn Learning account (complimentary for Post students), refer to the Course Information page for information on how to set it up so you can properly view this video.
• At least four (4) images - Two (2) related to your special topic and two (2) related to your artist.
• A video example from YouTube including music from your artist.
• Cite and reference at least three (3) scholarly sources. One of these sources may be your textbook.
.
MSW Advanced Clinical Concentration -Student Learning Agreement
Walden University -- Barbara Solomon School of Social Work
Used with SOCW 6520 and SOCW 6530
Agency Name: Keep Smiling Therapy
Agency Address: «555 Broadhollow Road Suite 101
Melville, NY, 11747 »
Student Information
Instructor/Supervisor Information
Faculty Liaison Information
Agency Info
Name: Varda Sauveur
Walden Email: [email protected]
Phone: 347-869-32356
Name: Chanell Smiliey
Email: [email protected]
Phone: 631-505-2961
Name: Alisha Powell
Email: [email protected]
Phone: [Type here]
Description: Psychotherapy
Academic Term
Example: Winter 2019
Course Number
Example: SOCW 6520 III
Population Served: Working with clients who are affected by depression, phobias, stress, anxiety, emotional and relationship problems, physical or psychosomatic disorders and behavioral problems.
Proposed Schedule: Monday, Tuesday, and Wednesday 12pm-8 pm
Describe what your regular tasks will be at the agency:
My regular task is as follow:
· Create an appropriate treatment plan for them, which will provide them with a structured and focused way of addressing their problems.
· Learning how to use verbal interaction skills to explore behavior, attitudes and emotions
· Helping clients to understand and address their inner conflicts.
· Completing Psychosocial forms
Importance of the Learning Agreement
Purpose of the Learning Agreement: The learning agreement is designed to ensure students are mindful about the learning expectations in their field placement. It was developed to help students and supervisors/instructors plan a well-rounded experience that will help students meet the learning objectives.
Learning Objectives: The Council on Social Work Education (CSWE) requires students gain competency in nine areas of social work practice. These areas of practice are defined as core competencies of the profession. Each core competency requires particular behaviors students should be able to engage and gain competency in. Students should provide examples of activities in the agency they can participate in to help them meet the learning objectives. Some examples of activities are provided. This is not an exhaustive list, so others can be added. Students must have an opportunity to complete tasks in all nine areas of competency.
Connection to the Student Evaluation: Not only is the learning agreement a helpful tool to plan the learning goals for the term, but it connects directly to the evaluation points in the student evaluation. Field Instructors/supervisors will be asked to complete student evaluations. Each student is evaluated on the nine core competencies of social work. Having a solid learning agreement aligns the learning goals with the student’s evaluation, so no areas are missed.
Instructions
Negotiating the Agreement: The learning agreement should be completed by week 3 at the agency. This is a collaborative process, where the .
Multimedia Instructional MaterialsStaying current on technolog.docxssuserf9c51d
Multimedia Instructional Materials
Staying current on technology is an essential aspect of being an educator. Today’s students are digital natives, and they often respond better to media than to traditional methods of teaching. Having a strong technology repertoire is important.
Create a matrix detailing a variety of multimedia, technology, games, apps, and other technological tools for teaching reading and writing to struggling readers and writers. Include five tools/media/apps and address the following, in 100-200 words per tool:
· App/technology tool description, app/technology location (online, offline through software, through a game console, etc.), and the cost.
· Age level or academic level for which the technology is appropriate.
· Advantages of using the technology.
· Drawbacks to using the technology.
· Rationalize why struggling students may benefit from the app/technology tool.
Additionally, write a 250-500 word overview of the contents of the matrix, describing how you will implement technology in your ELA classroom. Justify which of these technologies you think will be most beneficial and describe how you might convince an administrator to help you acquire the technology.
Support the matrix and summary with 3-5 resources.
Course Paper Assignment: 30% of course grade, Final Paper due in Week 11
Proposal Due: April 22, (1 page) – Description of proposed project (abstract), Proposed Case Studies (3 to start), Bibliography with at least 3 sources
Final Paper Due: May 19, Week 11
Course Analytical Paper – Assignment
In this paper you will provide a rigorous and thoughtful analysis on your chosen theme, to include an analysis of one case study project or several projects, as a comparative analysis. The paper must include a clear and concise Thesis Statement, shown in “bold” at the end of the introductory paragraph. Please use proper paragraph form, beginning each paragraph with a Topic Sentence and ending with a Concluding Sentence. Keep your paragraphs approximately the same length, throughout. Use our course readings, along with 10 or more sources, to help you construct arguments. Cite using proper APA
form, when using text from sources. The goal of your paper is to prove (or disprove) the Thesis Statement. Writing a detailed outline is highly recommended. Include the following:
1. Title Page – Include a unique title for your paper topic, your name, my name, course name/number, and the quarter: “Spring 2020” You may also include an image or multiple images on the cover.
2. Final Paper (at least 8-10 pages of double-spaced text, images not included) – Font size: 11 or 12; Margins: ½ inch or 3/4 inch max on sides.
3. Bibliography (include at least 10 sources, 6 of which must be books or articles. The remaining 4 sources, or more, can include video lectures and other multimedia). Use APA format. You may use more than 10 total.
4. Include illustrations and project documents. Analytical sketches a.
Murray Bowen is one of the most respected family theorists in th.docxssuserf9c51d
Murray Bowen is one of the most respected family theorists in the field of family therapy. Bowen views the family unit as complex and believes it is important to understand the interactions among the members in order to solve problems. Satir and Minuchin also advanced family therapy with their concepts and models. As a clinical social worker, using these models (along with having an ecological perspective) can be very effective in helping clients.
For this Discussion, review the “Petrakis Family” case history and video session.
By Day 4
Post
(using two concepts of Bowen’s family theory) a discussion and analysis of the events that occurred after Alec moved in with his grandmother up until Helen went to the hospital. If you used the concepts of structural family therapy, how would your analysis of the situation be different? Which family theory did you find to be most helpful in your analysis? Finally, indicate whether Satir’s or Minuchin’s model is the more strength-based model. Why?
The Petrakis Family Helen Petrakis is a 52-year-old heterosexual married female of Greek descent who says that she feels overwhelmed and “blue.” She came to our agency at the suggestion of a close friend who thought Helen would benefit from having a person who could listen. Although she is uncomfortable talking about her life with a stranger, Helen said that she decided to come for therapy because she worries about burdening friends with her troubles. Helen and I have met four times, twice per month, for individual therapy in 50-minute sessions. Helen consistently appears well-groomed. She speaks clearly and in moderate tones and seems to have linear thought progression; her memory seems intact. She claims no history of drug or alcohol abuse, and she does not identify a history of trauma. Helen says that other than chronic back pain from an old injury, which she manages with acetaminophen as needed, she is in good health. Helen has worked full time at a hospital in the billing department since graduating from high school. Her husband, John (60), works full time managing a grocery store and earns the larger portion of the family income. She and John live with their three adult children in a 4-bedroom house. Helen voices a great deal of pride in the children. Alec, 27, is currently unemployed, which Helen attributes to the poor economy. Dmitra, 23, whom Helen describes as smart, beautiful, and hardworking, works as a sales consultant for a local department store. Athina, 18, is an honors student at a local college and earns spending money as a hostess in a family friend’s restaurant; Helen describes her as adorable and reliable. In our first session, I explained to Helen that I was an advanced year intern completing my second field placement at the agency. I told her I worked closely with my field supervisor to provide the best care possible. She said that was fine, congratulated me on advancing my career, and then began talking. I listened for the reasons H.
Mrs. Thomas is a 54, year old African American widow, mother and gra.docxssuserf9c51d
Mrs. Thomas is a 54, year old African American widow, mother and grandmother, who lives with her daughter and four grandchildren (ages 12, 10, 7 and 5) in a 4 story walk up apartment. She is an active member of her church community and friends, comments that she had so much energy that she exhausted all of them just being around her. At age 51, she was diagnosed with non-Hodgkin’s lymphoma. Busy with raising her grandchildren, a little more than 3 years went by before she sought attention for her symptoms and was diagnosed. Despite aggressive treatments with chemotherapy and radiation, her diseased progressed and she was considering undergoing a bone marrow transplant. Climbing the stairs to the apartment one afternoon she became very short of breath and collapsed. Her twelve, year old granddaughter called 911. At the hospital she was minimally responsive and in severe respiratory distress. She was intubated and transferred to the ICU. A family meeting with the oncology and ICU team was called to discuss Mrs. Thomas’s advanced condition, the fact that she would probably not survive further treatment for the lymphoma and to develop a plan of care. Fifteen family members arrived, including her daughter, pre-teen granddaughters and grandson, three nieces, four nephews, several friends from her church and the minister. On being asked that only the immediate family participate in the meeting, the family and friends became angry and insisted that all of them be involved in this discussion.
1. The students should focus their thoughts on the dynamics of this family meeting. If you were the nurse in this situation, how would you address meeting? Here are some questions that may help your thinking. W
hat is your impression regarding this scenario? What are some concerns you have with this case? What do you anticipate would happen? How would you handle all the family members and friends wanting to be included in the discussion? There is not right or wrong answer. But remember you need a professional journal to support the discussion.
2. Now think about you being the patient. How would the situation be handle within your family? Have you thought about what kind of care you would want? Does someone know what you would want if you had a catastrophic event? Would family members support the decision maker's decision for for you?
.
Multiple Source Essay, Speculating about CausesProposing a Solution.docxssuserf9c51d
Multiple Source Essay, Speculating about Causes/Proposing a
Solution
.
Topic: Women Mistreatment and Inequality in the US.
7 PAGES INCLUDING (
REFERENCE, ABSTRACT, TITLE PAGE
) - SO BASICALLY 4 PAGES
CONTENT.
4 pages content includes:
Specific thesis with your three causes that explains why you are arguing for something
Cause 1 = paragraph (be sure to explain the limits of the cause, or whether it’s a big cause, a small cause, or even a wrong cause)
Cause 2 = paragraph (be sure to explain the limits of the cause, or whether it’s a big cause, a small cause, or even a wrong cause)
Cause 3 = paragraph (be sure to explain the limits of the cause, or whether it’s a big cause, a small cause, or even a wrong cause)
Conclusion
Minimum of 4 sources. I provided 4 sources but you can use other RECENT sources.
IN ATTACHMENTS: ASSIGNMENT SHEET + SOURCES AND TIPS.
MUST BE DONE TOMORROW BY 11 PM PACIFIC TIME (in 23 hours)
.
Multiyear Plans Please respond to the followingDo you.docxssuserf9c51d
"Multiyear Plans"
Please respond to the following:
Do you think the federal government should increase spending on Social Security and Medicare for the elderly? If not, how should the elderly fund retirement and medical costs? Provide research support for your positions.
.
Multinational Financial Management
Determine key reasons why a multinational corporation might decide to borrow in a country such as Brazil, where interest rates are high, rather than in a country like Switzerland, where interest rates are low. Provide support for your rationale.
.
Murder CasePreambleAn organization system administrator .docxssuserf9c51d
Murder Case
Preamble
An organization system administrator was labeled as the key suspect in a homicide case. The accused claimed that he was at work at the time of the murder.
Police Intervention
The police asked his employer to help them verify his alibi. Unpredictably, the same organization, occasionally trained law enforcement personnel to investigate computer crimes and was eager to help in the investigation.
Collaborative Strength:
The organization worked with police to assemble an investigative team, seized the suspect computers in his office and residence, and backup tapes on a file server managed by his employer. All of these evidence were stored in a room to where only members of the team had access.
Harsh Situation
At the initial stages, the operation appeared reasonably well documented, but the reconstruction process was a disaster. The investigators made so many omissions and mistakes that one computer expert when reading the investigator's logs, suggested that the fundamental mistake was that the investigators locked all of the smart people out of the room. The investigators, in this case, were unaware of the situation and unwilling to admit the slip-up.
As a result of the investigators' omissions and mistakes, the suspect's alibi could not work together. Digital evidence to support the suspect's alibi was identify later but not by the investigators. If the investigators had sought expert assistance to deal with a large amount of digital evidence, they might have quickly confirmed the suspect's alibi rather than putting him through years of investigation and leaving the murderer to go free.
Lesson Learned
The case amplifies forensic investigators' requirements to obtain fundamental knowledge of computers, compatible operating systems, and application software programs.
Forewarning forensic investigators to seek the assistance of the system administrator during the criminal investigation.
Scenario
You have been retained as a Deputy Technology officer at the University and charged with the responsibility of developing an Acceptable User Policy for the department of computer science based on this murder case.
Question 1
Use the AUP to amplify the advantages and disadvantages of investigators' quarterly training on most currently used operating systems such as Microsoft Windows, Macintosh, UNIX, Linux, Sun System, and more.
Scenario 2
The investigators, in this case, were unaware of the situation and unwilling to admit the slip-up. As a result of such omissions and mistakes, the suspect's alibi could not work together. Digital evidence to support the suspect's alibi was identify later but not by the investigators. If the investigators had sought expert assistance to deal with a large amount of digital evidence, they might have quickly confirmed the suspect's alibi rather than putting him through years of investigation and leaving the murderer to go free.
Question 2 "Investigators allowed the Murderer to.
Multimodal Personal Narrative – Develop a multimodal document to bot.docxssuserf9c51d
Multimodal Personal Narrative – Develop a multimodal document to both visually illustrate and verbally express a personal transformation.
Use a one-page newspaper or single-panel brochure format to present a personal narration of a transformation of your choice from a point in your childhood to today. You might discuss a career aspiration you had as a child, transition to the job you held as a teenager, and lastly, explain the profession you maintain today. Use connecting ideas to ensure you have a cohesive essay, which will ultimately (in the conclusion) explain what you learned from this transformation. For example, how and why did you go from point A (job 1) to point B (job 2) and then on to point C (job 3)? Or, you might consider illustrating a transformation based on a way of life or philosophy.
Implement three photos to represent your ideas, feelings, etc., at the three focal points in your life. You may use personal photos, clip art, or other images, but be sure you use and/or attribute them appropriately. For example, you are free to use your personal photos as you’d like, but make sure to choose clip art or other images that you either have permission to use freely or that you cite adequately. Equally consider your document’s layout, such as text sizes, photo placement (near the related essay text), and colors, in addition to how you present your content, to include thesis, support, and organization.
Sample thesis statement:
Growing up in Sedona, Arizona, I was constantly looking up into the clear night sky, viewing multiple constellations and shimmering stars, which had me yearning to reach them—literally—so when I turned 16, I began working as a camp counselor at a space camp, which ultimately led to a career at NASA; my journey taught me that if I reached for the stars, nothing could stop me.
Length:
This assignment should be at least 500 words.
Underline your thesis statement.
.
Multigenre ProjectEN101O Fall 2019 Dr. WalterA Multigenre Pr.docxssuserf9c51d
Multigenre Project
EN101O Fall 2019 Dr. Walter
A Multigenre Project (MGP) presents multiple, even conflicting, perspectives on a topic in order to provide a rich context and present an aesthetically appealing product for an audience. Your MGP should reflect the following:
A focus: You should not only include documents that relate to a general topic, but you should ensure that the documents work towards a claim you are making about the topic.
A coherent organization/your entire MGP should be presented in an umbrella genre that best fits your purpose. You should create and organize documents in order to lead readers through the project, to help them understand your focus and purpose. Coherent organization will come out of the umbrella genre you choose for the project. For example, creating a magazine as the umbrella genre that includes articles, images, advertisements, etc. with one focus will provide cohesion to the project. Examples of how you might “package” the MGP include a CD, a scrapbook, a photo album, a patient file, an employee handbook, a manual, a newspaper, a magazine, a website—the options are endless! Just be sure to provide a table of contents (TOC) that offers an overview of and title for each document.
Look at some of the examples posted on D2L for concrete depictions of how this can work.
The Multigenre Project includes at least 8 documents (including an Introduction, Table of Contents, 5 documents of different genres (not including your Introduction), and a works cited page) that offer a sustained argument about your chosen issue. By creating documents in different genres (e.g., editorials, feature stories, brochures, short fiction, charts, scripts, etc.), you learn to write for multiple audiences, multiple (rhetorical) purposes, and multiple forums. All documents/text must be original work you create for the MGP.
Your Introduction serves as a guide to readers, helping them understand the issue you are addressing, offering insight about why you chose the genres you chose, etc. The introduction is your chance to help readers understand why this topic is important, how they should “read” your documents, etc. The introduction may be written as a letter to readers, a magazine article, an editorial, etc.
The bulk of your MGP will be the five documents, each representing a different genre, that helps persuade your audience(s) to your point of view. Aim for a good balance of genres, and be sure at least three of your documents directly use the sources you have gathered from your research. By writing a brochure that utilizes your research sources, a chart or other visual, a story drawing from the information you have gathered, a quiz based on researched sources, etc.—by approaching your research findings in a creative way, your MGP helps an audience understand many different perspectives about your topic. Some of the documents you will include may be more time-intensive than others. But the 5 documents that make up the bo.
Multimedia activity Business OrganizationVisit the Choose Your .docxssuserf9c51d
Multimedia activity: Business Organization
Visit the Choose Your Business Structure (Links to an external site.) section of the U.S. Small Business Administration’s website.
If you were to start your own business, which business entity structure would you choose? Justify why your chosen structure is the best organizational form.
Explain the following business structures: sole proprietorship, partnership, LLC, and a corporation. In your analysis address the following for each business structure:
Steps to form
Personal liability for owners
Taxation
Advantages and disadvantages
Your paper must be three to five pages (excluding title and reference pages), and it must be formatted according to APA style as outlined in the Writing Center. You must cite at least two scholarly sources in addition to the course textbook. Cite your sources in-text and on the reference page.
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Multicultural PerspectiveToday’s classrooms are diverse and .docxssuserf9c51d
Multicultural Perspective
Today’s classrooms are diverse and you will be expected to meet the needs of all of your students. Many of our students come from different cultures, which affects how they learn. We must take this into consideration when developing our lesson plans, making our role as an educator even more complex. As a result, we must be informed of our students’ cultural backgrounds as this includes another element of cognitive understanding that will guide our instructional practices. By understanding student culture, we can gain insight into learning preferences, interests, motivation, and prior knowledge.
Based on the important features of multicultural education found in Figure 4.6 of our text and selecting a specific content standard from the
Common Core State Standards Initiative (Links to an external site.)
(CCSS), develop a learning activity that includes these key features of multicultural education:
Integration of content
– How does your learning activity incorporate content from different cultures?
Reducing Prejudice
– How does the learning activity attempt to minimize any of your own prejudices as well as your students?
Making Teaching Equitable
– How does the instructional approach to your learning activity meet the needs of all your students by recognizing learning styles, interests, and motivation to help achieve academic potential?
Empowering Learners
– How does the learning activity empower all students to work toward their academic potential?
Construction of Knowledge
– How does your learning activity promote different perspectives that validate how culture influences knowledge and beliefs?
Be sure to first provide your content standard from the CCSS followed by your learning activity. Then explain how your learning activity meets each element of multicultural education by providing evidence to justify and support your assertions. Then reflect on your K-12 school experience. Was a multicultural education part of your schooling? What factors may have contributed to the inclusion or exclusion of a multicultural education in your own early schooling? Make sure to incorporate the five key features of multicultural education in your reflection.
Click to view an
example
of this week's assignment.
You have several options in completing this task:
Write a three-four page paper (does not include a title page or reference page).
Develop a PPT presentation that is 8-10 slides long (does not include title page slide or reference page slide).
Use Voicethread or Prezi that is 8-10 slides long (does not include a title page slide or reference page slide).
Use a combination of the above.
Be sure to reference the course text and at least one other scholarly source. Your assignment should follow APA formatting guidelines as outlined in the
Ashford Writing Center (Links to an external site.)
, and be sure to include a title page or slide as well as reference page or slide.
.
Muhammad Ali, how did his refusal to go into the army affect his.docxssuserf9c51d
Muhammad Ali, how did his refusal to go into the army affect his professional career.
Tommy Smith, what happened to him after coming home from the Olympics at the raising his fist.
LeBron James, what has been his influence in today’s society when it pertains to social injustices.
.
MS 113 Some key concepts that you need to know to navigate th.docxssuserf9c51d
MS 113: Some key concepts that you need to know to navigate through
the key reading – I will keep updating these
1.democracy
2.citizenship
3.public sphere
5. Nation and nationalism, nation-state, government, sovereignty
4. oligarchy (polyarchy, plutocracy, aristocracy and so on)
4.capitalism
5.liberalism, neoliberalism
6.civic republicanism
7.socialism
8.authoritarianism
9.populism
10. fascism
11. Marxism -ideological, hegemonic, discursive
12.globalization
13.transnational media spheres
14. consumerism, neoliberal consumer democracy
15. social movements
16. identity politics
17. recognition and redistribution debate
18. political power
19. the notion of common good
20. the digital divide
21: digital public sphere
22. communitarianism
23. social construction of culture
24. poststructuralism
25. postmodern
26. modernity
27. civil society
28. civil disobedience
29. civic engagement
30. structure and agency
31. pluralism and multiracialism, multiculturalism
A NEW FRONTIER
SOCIAL MEDIA / NETWORKS
DISINFORMATION AND
PUBLIC INTERNATIONAL LAW
IN THE CONTEXT OF
ELECTION
OBSERVATION
by Michael Meyer-Resende
Democracy Reporting International (DRI) operates on the conviction that democratic,
participatory governance is a human right and governments should be accountable to
their citizens. DRI supports democratic governance around the world with a focus on
institutions of democracy, such as constitutions, elections, parliaments and rules of
democracy grounded in international law. Through careful assessments based on field
research with partners, DRI convenes diverse stakeholders to promote policies that
strengthen democratic institutions. A non-profit company, DRI is based in Berlin and has
offices in Tunisia, Lebanon, Ukraine, Pakistan, Sri Lanka and Myanmar.
Michael Meyer-Resende is a lawyer with twenty years of experience in political
transitions and democratisation. Works in Europe, the Middle East, Africa and Asia. His
professional experience includes two years legal practice in Berlin, four years with the
Office for Democratic Institutions and Human Rights (ODIHR) of the OSCE (Warsaw),
three years with the election team of the European Commission in Brussels and
journalistic experience with the BBC. In 2006 he co-founded DRI and serves as Executive
Director since then. He publishes it regularly in newspapers like The New York Times,
The Guardian, Politico, Frankfurter Allgemeine Zeitung and think tank publications.
This publication was produced with the financial support of the European Union.
Its contents are the sole responsibility of Michael Meyer-Resende and do not necessarily
reflect the views of the European Union.
Graphic and layout design: Giorgio Grasso for Democracy Essentials
Cover photo: Ezequiel Scagnetti
Interior photos: Victor Idrogo (pp. 3, 6-7, 17); Ezequiel Scagnetti (p. 22)
CREDITS
3
TABLE OF
CONTENTS
I. SUMMARY
II. BACKGROUND
III. INTERNATIONAL LAW
AND NATIONAL LA.
Much has been made of the new Web 2.0 phenomenon, including social n.docxssuserf9c51d
Much has been made of the new Web 2.0 phenomenon, including social networking sites and user-created mash-ups. How does Web 2.0 change security for the Internet? How do secure software development concepts support protecting applications?
Pages: 1
APA format
References
.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
2. respect. As the largest of the U.S. diversified multinational
firms, General Electric Company (GE), with over
300,000 employees, generated a variety of opinions, such as:
Increasingly restive General Electric Co. shareholders,
frustrated with six years of meager returns,
are pressuring Chairman Jeffrey Immelt to break up the
conglomerate. But some shareholders and
analysts argue that GE’s sprawling businesses are better off
together than apart. GE’s big umbrella,
these investors say, can balance differing product and economic
cycles, while helping all its busi-
nesses financially. And that would boost the stock price over
the longer term.
“The main appeal of GE is its diversification,” says Mark
Demos, portfolio manager at Fifth Third
Asset Management, which owns 12.6 million GE shares. He
says this isn’t the time to break up the
company, because global economic trends and investor
sentiment are moving toward bigger, more
international companies such as GE.2
GE’s Background
GE’s roots go back to 1890 when Thomas Edison established
Edison General Electric Company. In 1892,
Edison General Electric Company merged with Thomson-
Houston Company. The new company was called
General Electric Company. Several of Edison’s early products
were still part of GE in 2008, including lighting,
transportation, industrial products, power transmission, and
medical equipment. GE is the only company listed
in the Dow Jones Industrial Index today that was also included
in the original index in 1896.
Over the century after its founding, GE made hundreds of
3. acquisitions and expanded far beyond its original
businesses. By 1980, GE products ranged from plastics,
consumer electronics, and nuclear reactors, to jet engines.
In 1981, Jack Welch became CEO and radically restructured the
company. Welch urged his employees to be
“better than the best” and challenged each of the diverse GE
businesses to be the number one or number two
competitor or disengage. Between 1981 and 1990, GE divested
more than 200 businesses and made over 370
acquisitions. Acquisitions included NBC, Kidder Peabody,
Thomson/CGR medical equipment, Borg-Warner
Chemicals, Penske Leasing, Tungsram light bulbs, and Polaris
aircraft leasing. Businesses sold included small
appliances, consumer electronics, RCA Records, outdoor lawn
equipment, oil exploration and refining, car
auctions, and mining. Welch also slashed layers of management
and began a series of internal initiatives, many
of which set the standard for business practice around the
world, such as Six Sigma. In 1980, the year before
Welch became CEO, GE recorded revenue of $26.8 billion; in
2000, the year before Welch retired, revenue was
nearly $130 billion.
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2 TB0383
In 2001, Jeff Immelt became CEO and was still in the job in
2014. According to Immelt, the job of the
CEO is to “pick initiatives and businesses to get involved in,
4. shape the company culture, pick great people.
Strategy is about the creation and allocation of right resources,
to the right place, in the right way over time.
Whether you call it allocating capital resources or picking the
initiatives and businesses to get involved in, the
heart of strategy is choices around where you want to play and
how you want to win over whatever timeframe
is important to you.”3
Among Immelt’s early goals were to strengthen GE’s global
presence and create a more collaborative culture.
Under Immelt, GE sold its insurance and plastics businesses,
and its entertainment business, NBC Universal,
and strengthened its presence in healthcare, financial services,
and oil and gas. In 2014, GE was actively trying
to sell its appliance business, one of the last of GE’s BTC
businesses.
GE’s Strategy
GE organized its operations in seven main businesses: power
and water, oil and gas, energy management, avia-
tion, healthcare, transportation, home and business solutions,
and GE Capital. Exhibit 1 provides a summary of
each of the businesses. The exhibit shows that each of the
businesses employed tens of thousands of employees
and was a highly diversified business in its own right. If spun
off from GE, the businesses would be among the
largest and most profitable companies in their respective
sectors.
Given the diversity of businesses, what was the strategic logic
that held the company together? The CEO’s
letter to the shareholders in the 2003 Annual Report stated:
We are another year along with our five-initiative strategy to
create high-margin, capital-efficient
5. growth:
• Technical Leadership: Technology and innovation are at the
heart of our initiatives. Technical
leadership produces high-margin products, wins competitive
battles, and creates new markets.
• Services: Technical leadership has created a massive installed
base of more than 100,000 long-
lived GE jet engines, power turbines, locomotives, and medical
devices for which we can provide
high-margin services for decades.
• Customer Focus: One of our successes is in “vertical selling,”
the practice of aligning our of-
ferings in four industries that are critical to GE: healthcare,
energy, transportation, and retail.
They represent $47 billion of industrial revenues and $169
billion of financial services assets. GE
brings a unique array of capabilities to these industries,
including products, services, information,
and financing. On this broad foundation, we can build deeper
partnerships with our customers.
• Globalization: We can take every growth idea and multiply its
effectiveness through globaliza-
tion. Globalization is a GE core competency. We have made and
sold products outside the U.S.
for 100 years, and one-third of our leadership team is global.
Our global revenues were almost
$61 billion in 2003, up 14%, and should grow 15% in 2004. We
succeed because we recognize
one central fact: global growth requires more than simply
shipping products. You must be equally
committed to developing capabilities and relationships in the
markets where you want to succeed.
6. • Growth Platforms: A key GE strength is our ability to
conceptualize the future, identify “unstop-
pable” trends and develop new ways to grow….We follow a
disciplined process for growth. First,
we segment broad markets and launch with a small platform
acquisition. Then we transform the
business model using our growth initiatives, such as services
and globalization. Finally, we apply
our financial strength to invest in organic growth or
acquisitions. We can get big quickly while
generating solid returns.
The CEO’s letter to the shareholders in the 2006 Annual Report
included:
Our strategies create strengths and capabilities, which, in turn,
drive competitive advantage. The
consistent execution of the same strategic principles year after
year provides the foundation to invest
and deliver.
We expect them [the businesses] to be industry leaders in
market share, value, and profitability. We
want businesses where we can bring the totality of the
Company—products, services, information,
and financing—to capitalize on the growth trends I mentioned
earlier. We run these businesses with
common finance and human resource processes. We have one
leadership development foundation
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7. TB0383 3
and one global research infrastructure to achieve excellent
results with a common culture. We have
a few Company-wide Councils, like Services, so we can share
ideas with minimum bureaucracy…
when we find that a business cannot meet our financial goals or
could be run better outside GE, we
will exit that business rather than erode shareowner value.
Our “average hold” of a business is measured in decades. We do
not “flip” assets. We are builders
of businesses. This takes people who believe in teamwork and
have pride in workmanship. We have
a team that is focused on building a company that has enduring
value and makes the world a better
place. Our culture matches the expectations of long-term
investors.
In 2008, GE described itself as a reliable growth company. At
GE’s Annual Leadership Meeting in early
2008, Jeff Immelt described four strategic principles to achieve
growth:
1. Invest in Leadership Businesses: We have spent the last six
years assembling a portfolio to
drive growth in today’s more interconnected global economy.
We will continue to refine the mix
to capture market opportunities that ensure our portfolio keeps
generating faster growth, has
more balance, and creates a stronger competitive advantage. In
2008, we will continue to drive
results from our Growth as a Process initiative by:
8. • Sustaining technical leadership
• Accelerating globalization
• Driving services growth
• Bringing lean and enterprise to customers
• Building adjacencies to the installed base
2. Execution and Financial Discipline: This year we are
formalizing a process around operational
excellence that will help us to grow margins and returns in a
tough environment. Our process
is being led by a new Operating Council and shared metrics to
measure results.
3. Growth as a Process: Our focus on Growth as a Process
continues to enable us to deliver or-
ganic revenue growth of 2-3x GDP. Our process is accelerating,
it’s visible, and it creates high
confidence for investors. In 2006 and 2007, we achieved 9%
organic revenue growth and, in
2008, we expect to maintain this level of growth.
4. Great People: GE has always attracted great talent.
Converting talent into a strategic advantage
means developing and retaining that talent so that we have the
best leadership team. In 2008,
we will do this by focusing on core capabilities of LIG
[Leadership Innovation and Growth],
accessing local knowledge for global growth, and leveraging
our deep expertise.
In recent years, GE talked more about organic growth.
According to Jeff Immelt:
The focus on organic growth is also going to require people to
stay in the same jobs longer. You
9. can’t plant a tree and see it grow in a year. This is very
countercultural in an organization where
building a career has always meant packing your bags every 18
months. Going forward, you’re still
going to have some 18-month jobs, but over the course of 30
years, you’re going to have more jobs
that last five years.4
In 2012, GE said its strategy was based on five pillars:
technological leadership, services acceleration, endur-
ing customer relationships, resource allocation, and
globalization.5 Immelt described the company as a winning
company because of its ability to create its own future. In his
own words:
It starts with a culture—the foundation for any successful
enterprise—a culture that inspires our
people to improve every day. Our team is mission-based: We
build, move, power, and cure the world.
We constantly learn from our customers, our competitors, and
from each other. Strategy is not set
through one act or one deal. Rather, we build it sequentially
through making decisions and enhancing
capability. As we look forward, it is more important that
investors see the company through a set of
choices we make for the purpose of creating value over time.
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4 TB0383
10. In the letter to shareholders, Immelt described five strategies
for growth (see Figure 1):
First, we have remade GE as an “infrastructure leader” with a
smaller financial services division.
About $60 trillion of infrastructure investment is needed by
2030 to support billions of new consumers
joining the middle class in the emerging world, and to support
developed-market productivity. Over
the last decade, we have grown our infrastructure platforms by
investing in adjacencies, pursuing
opportunities that are closely related to the core. About one-
third of our infrastructure revenues
comes from businesses we weren’t in a decade ago. These
include fast-growth businesses like Oil and
Gas, Life Sciences, and Distributed Power. This growth has
come through organic investment and
focused acquisitions. At the same time, we are creating a
smaller, more focused financial services
company—one that has a lower risk profile and adds value to
our industrial businesses. Our goal is
to have infrastructure earnings reach 70% of our total over time.
Second, we are committed to allocating capital in a balanced
and disciplined way, but with a clear
priority for dividend growth. GE will generate $100 billion for
allocation over the last few years,
including cash from existing operations, dividends from GE
capital and dispositions. The top priority
remains growing the dividend. Since 2000, we have paid out
$106 billion in dividends, more than
any other company. We like GE to have a high dividend yield,
which is appealing to a majority of
our investors.
11. Third, we have significantly increased investment in organic
growth, focusing on R&D and global
expansion. We believe that investing in technology and
globalization is key to gaining market share.
Annually, we invest more than $10 billion to launch new
products and build global capability. We use
the entire GE enterprise to improve the value of our investments
in technology and globalization. For
technology, we have a “Global Research Center Network” that
builds strategic capability, spreads
technology around the world, and innovates for local markets.
Fourth, we have built deep customer relationships, based on an
outcome-oriented model. Our
goal is aligned with customer outcomes, and our products
improve their productivity. We believe in
a solutions-oriented selling model, one that can deliver
outcomes for customers. We only win when
customers win.
Fifth and finally, we have positioned GE to lead in the big
productivity drivers of this era. This is
important for growing our margins while keeping our customers
competitive. The levers of produc-
tivity are constantly changing. For more than a century, GE has
been a leader in productivity and
innovation.6
GE’s Acquisition Strategy
Acquisitions and divestitures played a key role in GE’s
corporate strategy. Exhibits 2 and 3 show GE’s main
acquisitions and divestitures over the past few decades. GE
exited all or most of its insurance, materials, equip-
ment services, entertainment, and industrial platforms. GE also
exited its U.S. mortgage origination business
and its personal loan business in Japan. In 2007, GE sold its
12. chemicals business because of “rampant inflation
in raw material costs.” In 2014, GE announced that it would
divest its consumer credit business in an IPO that
valued the business at about $20 billion.
Over the same time period, GE acquired many new businesses.
GE investments resulted in one of the
largest renewable-energy businesses in the world. GE
diversified its healthcare business by investing in life sci-
ences and healthcare IT. GE created a new high-tech industrial
business called Enterprise
Solution
s and made
several investments in financial services businesses in global
markets. GE acquired Vetco Gray, a company that
produced products for the upstream oil and gas industry. In
2014, GE acquired the French engineering company
Alstom for $17 billion.
Not all of GE’s acquisitions were successful. It was widely
acknowledged that the acquisition of brokerage
firm Kidder Peabody in the mid-1980s was a huge failure. The
system of individual risk-taking and incentive
compensation at Kidder Peabody never meshed with GE’s
culture and values. Many questions were also raised
when GE created NBC Universal in 2003 via the 80%
13. acquisition of Vivendi’s film and television unit, which
included Universal Studios and theme parks. Universal had gone
through several M&A deals before the GE
acquisition. In 1990, the large Japanese electronics company
Matsushita acquired MCA, Universal’s parent, for
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TB0383 5
$6.59 billion. In 1995, the Canadian spirits company Seagram
acquired 80% of MCA from Matsushita for $5.7
billion. In 2000, Vivendi Group acquired Seagram. At the time
of the deal, many pundits raised questions. For
example, The Wall Street Journal wrote, “The strategic elements
of the deal are harder for GE to justify. The media
business is far more competitive than other industries in which
GE can use its financial heft and strong brand
name to squash the competition. GE executives have said they
14. had no interest in owning a movie studio, with
its unpredictable earnings and difficult personalities.”7 NBC
Universal was divested in 2012, and Immelt said,
“When we looked at NBC, we made the transition from network
to cable and the next transition was Internet
and I didn’t want to make that transition as I didn’t think we
were particularly skilled in that. I wasn’t sure if we
are positioned to play that game”8
In his 2012 letter to the shareowners, Jeffery Immelt wrote:
“We will continue to execute on focused ac-
quisitions, a capital efficient way to grow the company. We will
keep our focus on acquiring specific capabilities
where GE can add substantial value.”
Figure 1. GE Growth Strategy: A Six-Part Process
Source: T. A. Stewart, “Growth as a Process: The HBR
Interview Jeffrey R. Immelt,” Harvard Business Review, June
2006, pp.
60-70.
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6 TB0383
GE’s Culture and Values
GE’s corporate values can be found in corporate statements that
identify the traits that should be embodied by
leaders. Table 1 shows an example of a GE value statement
during Jack Welch’s tenure as CEO.
Table 2 shows a more recent statement of values and actions.
GE evaluated its leaders based on various traits. According to
Jeff Immelt:
By the end of 2004, we came up with five growth traits. The
first is external focus. Then there’s
imagination and creativity. And a growth leader must be
especially decisive and capable of clear
thinking. Inclusiveness is also vital. Finally, leaders in these
high-growth companies tend to have
deep domain expertise.9
16. Table 3 provides more detail on the growth traits. For each
growth trait, there were measurable behaviors
that represented “outstanding” and “needs improvement.” For
example, for clear thinking, “Confident in stand-
up skills…without the PowerPoint” was an outstanding
behavior. “Getting bogged down in details” was evidence
of a need for improvement. GE used these behaviors to evaluate
its leaders and managers.
A few years ago, GE leadership asked whether the above growth
traits were still the right values. GE looked
outside the company by having its senior executives meet with
leaders from more than 100 organizations, includ-
ing large multinationals, universities, and small start-ups in
emerging markets. The conclusion was that the five
growth values were still relevant for GE.
Table 1. GE Value Statement
GE Leaders—always with unyielding integrity:
• Have a passion for excellence and hate bureaucracy
• Are open to ideas from anywhere, and committed to work out
• Live quality and drive cost and speed for competitive
17. advantage
• Have the self-confidence to involve everyone, and behave in a
boundaryless fashion
• Create a clear, simple, reality-based vision, and communicate
it to all constituencies
• Have enormous energy and the ability to energize others
• Stretch, set aggressive goals, and reward progress, yet
understand accountability and commitment
• See change as opportunity, not threat
• Have global brains, and build diverse and global teams
Table 2. GE Values Card
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TB0383 7
Comments on GE Culture
Dennis Dammerman, former GE Vice Chairman and CFO, made
18. the following comments about how the GE
culture evolved during Jack Welch’s tenure:10
Eventually, the businesses began to get flatter and flatter, with
some interesting phenomena as by-
products. For one, a whole new type of leader became
necessary. One could no longer be a color-
less, impersonal autocrat, a technician who could manipulate
the management structure to produce
results. The structure was gone. The leader now had to emerge
from the corner office, and excite
teams—energize them, lead them rather than manage them. Not
everyone was capable of doing that.
Many stumbled for a while and retired or otherwise departed.
Some adapted amazingly well and
became excited and younger in their new role. The bureaucrats,
many at significant pay levels, had
a bad time of it. The kitchen light came on, and suddenly there
were no longer the pipes and cabinets
of bureaucracy to hide under. They left by the battalions.
Table 3. GE Individual Growth Traits
External Focus
• Defines success in market/industry terms…understands
19. customer needs, marketplace dynamics, industry trends, and
the competitive landscape in your industry or function
• Considers the external impact of business activities and
decisions on customers, market/industry, investors, media,
government, and communities
• Anticipates customer needs and ensures that they are
met…measures processes and performance through the
customer’s
eyes
• Stays current with industry trends, including market
intelligence and competitive analysis, and takes an active role
in
shaping their industry and/or function
• Takes action to enhance GE’s reputation among all
stakeholders…represents the Company well
Clear Thinking
• Simplifies strategy into specific actions, makes decisions, and
communicates priorities
• Has strategic capacity to sift through complex information and
focus on the critical few priorities
20. • Communicates messages clearly and concisely
• Able to translate strategy into business objectives with clear
accountability
• Decisive…able to make decisions with speed and
accuracy…based on best available information
• Is accountable for organic growth and frees up resources to
fund innovation
• Reality…ability to bring reality to situations to identify gaps
between perception and facts
Imagination and Courage
• Has the imagination to take risks on both people and
ideas…bold thinking to imagine a better way and the courage
to make it a reality
• Generates new and unique ideas…makes fresh connections; an
original thinker
• Courage to take action on ideas…fights for growth, both
internally and externally
• Supports an environment in which people can take risks,
consistent with integrity, and experiment
• Brings creative ideas to fruition…good instincts about which
ideas will work and when
• Viewed as an advocate of innovation…pushes for “big bets” to
accelerate our competitive advantage
21. Inclusiveness
• Can energize teams through inclusiveness and connection with
people…builds loyalty and commitment
• Creates an engaging work environment…appeals to the unique
interests of each team member
• Builds a connection with the team through personal
involvement and trust…inspires people to want to perform at a
higher level
• Promotes an environment that recognizes and celebrates
individual and cultural differences
• Develops others…provides others with feedback and
coaching…encourages personal growth
Expertise
• Has the confidence and perspective that comes through depth
in industry/function to impact growth
• Learns from living with the impact of their decisions and
actions
• Has demonstrated leadership throughout different business
cycles
• Gains perspective through varied experiences and build-up of
skills
• Continually strives to increase knowledge with up-to-date
22. information
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8 TB0383
The phenomenon that best captures the sharing, learning,
cooperative atmosphere at the new GE is
what we call the CEC, our Corporate Executive Council
meeting, which takes place quarterly. The
leaders of our 12 big businesses—the senior corporate
leadership and a few others, about 25 of us
in all—assemble from around the world for two days and meet
in a small room at our management
center, downstate from here at Crotonville, to share insights,
best practices, market intelligence,
warnings, technology, anything of value, in an atmosphere I can
only describe as approximating a
coed frat house. The CEC is a family meeting with a lot of
23. laughing, arguing, shouting, good-natured
insults, usually initiated by Welch, and incessant sharing.
Someone who once sat in on this CEC
meeting remarked with some amazement that “these guys sound
like they actually like each other.”
A political remark, a “puffy” chart, a self-serving presentation
are now so culturally alien that a pall
of embarrassed silence descends over the room on the
infrequent occasion one slips in.
Our business leaders go away from these meetings refreshed,
enlightened, renewed. They go back to
the competitive wars knowing that every resource and every
brain in this 100 billion dollar global
enterprise is instantly at their disposal, and whatever they need
will be willingly given if they just
pick up the phone. Those who persist in lumping GE with the
classic conglomerates would need less
than 10 minutes in that Crotonville meeting room to arrive at a
new view.
If there is a simple but profoundly important lesson we learned
from those days, it is this: you must
have a vision that—like “number one or number two in every
business”—is so clean and so clear
24. that everyone from a trainee on a drill press to a Vice Chairman
can understand it, and repeat it
until you wake up at night saying it, then say it again the next
day. And even more important, you
must reinforce that vision with every action you take and, by
proxy, every action your management
team takes, because culture change can be smothered in its
cradle by a very small number of visible
contradictory actions.
Other comments on the culture from a former executive:
I was proud to be a GE employee. GE always had a good
reputation. I could go to the airline as my
customers and say I was from GE—that gave me some respect.
It was a tough place to work. There were always financial
measures. You had to embrace the culture.
You could have fun, be challenged, be rewarded.
Working at GE is rewarding, intense, and unforgiving. It is
results-driven and measurement-driven.
It is unforgiving about integrity and business practices,
unforgiving with regard to values, and un-
forgiving if you do not embrace the business measurements and
25. initiatives.
We used to say they would throw you in the swamp and then tell
you it was full of alligators.
GE was recognized for its training. I felt I could do battle with
the best of them. I started from humble
beginnings.
GE Initiatives
Like his CEO predecessors, Jeff Immelt tried to put his stamp
on the culture. He spoke often about the im-
portance of risk taking, innovation, and growth. In doing so, he
had to counter the often hard-driving process-
oriented culture that was heavily focused on financial metrics.
The company encouraged its leaders to come up
with “Imagination Breakthrough” proposals that would take GE
into a new line of business, geographic area, or
customer base, and give GE an incremental growth of $100
million.11
New initiatives were regularly introduced at GE. Table 4
provides a list of initiatives under way when Jeff
Immelt became CEO, and Table 5 shows some new initiatives
started after Immelt became CEO.
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TB0383 9
Table 4. GE Initiatives in Place When Jeff Immelt Became CEO
• Best Practices Sharing: Identifies particularly effective
approaches and spreads them across GE’s businesses.
• Change Acceleration Process: Equips leaders with a proven
method of managing change and prepares them to suc-
ceed as change agents.
• Crotonville Customer Programs: Deploy the resources of GE’s
renowned internal training facility for the benefit of
customers.
• Multigenerational Product Development Plan: Ensures that
new products are not simply optimized for the near
27. term but have the ability to evolve with customer needs.
• Process Mapping: Creates visual representations of business
processes to facilitate understanding and simplification.
• Quick Market Intelligence: Builds on Wal-Mart’s innovation
of tapping into real-time data about customer and
competitor behavior and disseminating that insight rapidly
throughout the organization.
• Simplification: Drives out extraneous costs incurred by
overcomplicated processes and proliferation of options in
sourcing and other areas.
• Six Sigma: Employs Motorola-pioneered methods to bring
defect levels below 3.4 defects per million opportunities.
Intensive quality training yields “green belts,” “black belts,”
and “master black belts.”
• Work Out: Uses cross-functional teams and town hall meetings
to find ways to take unproductive work out of the
system, like meetings, reports, and approval levels that add no
value.
Source: T. A. Stewart, “Growth as a Process: An Interview with
28. Jeffrey R. Immelt,” Harvard Business Review, June 2006, pp.
60-70.
Table 5. New GE Initiatives Since Jeff Immelt Became CEO1
• Acquisition Integration Framework: Outlines a detailed
process for ensuring that acquired entities are effectively
assimilated into GE.
• At the Customer, for the Customer: Brings GE’s internal best
practices, management tools, and training programs
to customers facing their own managerial challenges
• CECOR Marketing Framework: Connects innovation and other
growth efforts with market opportunities and
customer needs by asking questions to calibrate, explore, create,
organize, and realize strategic growth.
• Customer Dreaming Sessions: Assemble a group of the most
influential and creative people in an industry to envision
its future and provoke the kind of interchange that can inspire
new plans.
• Growth Traits and Assessments: Outline and enforce the
expectation that GE’s next generation of leaders will display
29. five strengths: external focus, clear thinking, imagination,
inclusiveness, and domain expertise.
• Imagination Breakthroughs: Focus top management’s attention
and resources on promising ideas for new revenue
streams percolating up from anywhere in the organization.
• Net-Promoter Score: The percentage of customers who say
they would recommend GE to other companies minus
those who wouldn’t.2
• Developing Health Globally (DHG): DHG builds healthcare
capacity across national public healthcare systems in
the developing world.
• Reverse Innovation: Innovating products in a poor country and
selling those products in a rich country.3
• Ecoimagination: GE’s commitment to build innovative
solutions for today’s environmental challenges while driving
economic growth.
1 T. A. Stewart, “Growth as a Process: An Interview with
Jeffrey R. Immelt,” Harvard Business Review, June 2006, pp.
60-70.
30. 2 K. Kranhold, “Client-Satisfaction Tool Takes Root; GE
Embraces Measurement of Customers’ Experience; Winning
Back ‘Detractors’,” Wall Street Journal, July 10, 2006.
3 http://hbr.org/2009/10/how-ge-is-disrupting-itself/.
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10 TB0383
The Impact of GE Initiatives
A GE executive had the following to say about initiatives:
We took the initiatives very seriously. Some were a pain, but I
tried to see how they would help my
business. For example, in aircraft engines a Multigenerational
Product Development Plan was ab-
solutely critical. At the Customer, for the Customer was
something we practiced. We would help our
customers implement some of our best practices such as Six
31. Sigma. After 9/11, we had customers who
needed help and we went in to see what we could do. We set up
special courses for our customers at
Crotonville—sometimes Jack [Welch] would show up and hang
out in the bar.
Every business is looking for a best practice to spread. Why
would I want to share a best practice
with another part of the company? Because there are rewards for
me. For example, I might be trying
to sell aircraft engines to a customer and I remember that one of
our lighting guys mentioned some-
thing that might be useful to the customer. I might contact the
light bulb guy to do an assessment in
Brazil. He will do it because it is part of the culture and also
because there are rewards for doing it.
If someone said no I would go around him. I don’t think anyone
ever said no to me.
We often worked with other businesses. In a real case, we had
an aircraft company customer that
was willing to buy from us. They wanted GE Capital to help
control some of their money. When an
aircraft company sells aircraft, their customers need to know
that the company has the financial
32. capital to stay in business and support their products. With GE
Capital involved, the aircraft company
became more creditworthy. The customer wanted GE engines
because the engines were good, and
they wanted GE Capital to because it created legitimacy for
them. GE Capital got involved because
it was good business and because it helped us.
GE Processes
GE used a variety of processes that were shared across the
corporation. These “business rhythms,” or essential
business processes, included Session 1 (strategy and markets);
Session 2 (operating plan), Session D (compliance),
and Session C (ranking). Once a year, all GE salaried employees
were evaluated and ranked in a process known
as Session C. Session C, a performance appraisal and leadership
assessment process developed in the 1950s, was
a vehicle for identifying high-potential individuals across the
firm. It was also a vehicle for the professional de-
velopment of individuals and for considering succession into
management roles. During this process, managers
give their people candid and frank feedback based on
achievement of stretch objectives and demonstration of
company values.12
33. According to a GE executive:
Session C happens every year at the same time. The process
starts in January and the final deadline
is usually in March. There is a set of instructions that identify
the ranking criteria. You need a good
HR manager because every year the criteria and instructions
change a bit. We were allowed to have
some local attributes depending on the nature of the business.
The instructions might say, “Separate employees into 3
categories: the top 10, bottom 10, and
middle 70.” We had to identify high potentials and least
effective. A high potential is someone who
can move two levels of management on the organization chart.
There is a limit to the number of high
potentials, and I usually had to debate with my peers about who
was a high potential. My boss was
the ultimate arbiter. If you made it into the top 10% and were
classified as a high potential, it meant
that your career would change.
I had to do about 7-8 direct reports, and my direct reports would
do their reports, and so on. This
34. would be done for the whole organization in all the different
business units. I had about 200 salaried
employees, and they would all get ranked. Everybody was
graded on the same criteria.
After the rankings were rolled up and everything was approved
by the CEO, the computer was locked
and we would get notices that it was time to do employee
appraisals. We would have to meet with
employees and discuss the appraisal. We had to fill out the
section on areas for improvement. Both
my employee and I would have to acknowledge in the
computerized system that the appraisal was
being done.
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University from January 2017 to July 2017.
TB0383 11
35. There are rules about the distribution of salaries. We were
forced to discriminate between employ-
ees. I also had to make recommendations on stock options.
There were guidelines, such as a certain
percentage has to be given to people who had never received
them.
There was a time when I believed taking out the bottom 10%
was ruthless and uncaring. Over time,
I began to realize that businesses need the right people and that
it is best for the individual and the
company to make the change. You cannot afford to not have the
best team….I had confidence and I
did not find the system threatening. You got a taste for success
and you had to adapt and change. It
is a human system. I think it is as fair as a system like this can
be. I think we generally got it right,
but there were a few exceptions. This was the culture and this
was the way it was done. There were
always a few people who believed that the system was against
them. As a manager, Session C is not
taken lightly because I am getting judged on this.
The Session C process concluded with the CEO going into the
field to each of GE’s businesses to per-
36. sonally review the performance and development plans for GE’s
top managers. At the conclusion of Session C
discussions, the CEO and senior executives agreed and signed
off on developmental actions for each individual.
In doing so, the corporate headquarters at GE “owned” the top
500 leaders and “rented them out” to the firm’s
businesses.13 Managers who tried to hold on to top people and
not share could receive negative evaluations.
According to Susan Peters, GE’s Senior VP Human Resources,
the goal of leadership development:
is [to] find the best people, put them in the top, recognize,
reward them, grow them, ensure that the
people who are really carrying the company are getting the right
feedback and support and train-
ing and development. Those who are not moving apace too get
feedback in development as their
first course of action, but if they cannot make it then we help
them leave with respect and dignity.
We always believe in differentiation. We are more about
guidelines than specific numbers. We don’t
want people to put 10% in this box. We want people to use
judgment in the process. There might be
teams in GE who have no people that are on that list; there are
37. others who have 15%. You have to
talk about it and you have to be fair and give people time.14
Succession planning was another critical HR process. GE
managers in operational roles moved frequently,
usually within a business unit but sometimes across businesses.
Finance, legal, and HR managers would be fre-
quently moved across businesses as a means of sharing ideas
and transferring best practices.
Once a year we had to do succession planning using a formal
system. For my direct reports, I had
to identify 2-3 people per position who could take over the
management positions. I did it with my
organization from the bottom up, and I had had a lot of debates
with my staff. I had to defend my plan
to my boss who had to defend it to his boss. Managers would
get feedback as part of the appraisal
process on where you fit in the organization and where your
career would be going.
Part of the success of the company was the ability to move
people around. Without this system, GE
would not be as successful. There was a time in my career
where I got three job offers in a week. My
38. boss thought I was getting a bit stale in my job, so he put the
word out to HR that I might be interested
in a move. HR is the dealmaker and they know all the top
talents. They make a list for all the jobs. I
was offered two jobs that would have required an international
move and I turned them down. The
third job I took. Can you turn jobs down? Yes, but it needs to be
done quickly and gracefully.
We had to sell ourselves as well as our products. Every year you
are getting judged. Once you change
jobs a few times, you start to believe that you have the set of
skills to be transferable to other jobs.
You look forward to new jobs because there is a network of
people behind you who can help.
Growth and Change
The culture at GE revolved around change. The Change
Acceleration Process (Table 4) was an initiative intro-
duced specifically to help GE managers manage the change
process. Several decades ago, Jack Welch described
change at GE:15
You’ve got to be on the cutting edge of change. You can’t
simply maintain the status quo, because
39. somebody’s always coming from another country with another
product, or consumer tastes change,
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This document is authorized for use only by Patrick Vitale in
BUS400-Spring2017 taught by Michael Roberto, Bryant
University from January 2017 to July 2017.
12 TB0383
or the cost structure does, or there’s a technology breakthrough.
If you’re not fast and adaptable,
you’re vulnerable. This is true for every segment of every
business in every country in the world.
People always ask, “Is the change over? Can we stop now?”
You’ve got to tell them, “No, it’s just
begun.” They must come to understand that it is never ending.
Leaders must create an atmosphere
where people understand that change is a continuing process,
not an event.
40. The changes are always bigger than you initially sense. In the
beginning of something like the de-
fense industry downsizing, people are in denial—they can’t get
themselves to believe how big the
change will be.
How do you bring people into the change process? Start with
reality. Get all the facts out. Give people
the rationale for change, laying it out in the clearest, most
dramatic terms. When everybody gets the
same facts, they’ll generally come to the same conclusion. Only
after everyone agrees on the reality
and resistance is lowered can you begin to get buy-in to the
needed change.
GE recognized that to drive change you need to stick with it.
You drive everyone by using the tools.
You need to get scale so that the tool gets better. You don’t
allow for variation on the tools and initia-
tives because you need to build scale.
Another executive stated:
Change is in the GE DNA. The initiatives were always
changing. Session C was a bit different every
41. year. We were always hearing from Jack Welch about the need
for change. If you are not comfortable
with change, GE is not the place to be.
We were always looking for new ideas and we wanted to share
ideas with each other. We looked
outside our business—Jack used to say don’t look at
competitors; they probably have the same chal-
lenges. We looked outside the business for ideas we could use.
People were encouraged to look at
best practices at other companies.
Conclusion
To conclude, some comments by Jeff Immelt:
Investors often ask how we can execute in a company with such
diverse businesses. We do it by run-
ning the Company with common initiatives around growth and
financial discipline….I want investors
to see that GE is truly more than the “sum of the parts.” The
strength of GE is in the “totality.” It is
the ability to deliver in good times and bad.16
Our ability to create our future is why GE can win any
environment. It starts with a culture—the
42. foundation for any successful enterprise—culture that inspires
our people to improve every day.
Our team is mission-based: We build, move, power, and cure
the world. We believe in a better way;
we constantly learn from our customers, our competition, and
each other. We seek solutions for our
customers and society. And we are “We Company.” We know
that strong teams with great people
outperform individuals. That is why GE works.17
We like the way GE is positioned in the environment: a great
portfolio of world-class, technology-
leading businesses; a strong position in fast-growth global
markets; leading-edge service technolo-
gies that achieve customer productivity; high visibility with a
backlog of $210 billion; and a strong
financial position. We want investors to see GE as a safe, long-
term investment. One with a great
dividend that is delivering long-term growth.
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This document is authorized for use only by Patrick Vitale in
BUS400-Spring2017 taught by Michael Roberto, Bryant
University from January 2017 to July 2017.
43. TB0383 13
Endnotes
1 D. Roberts and J. Authers, “The Harder They Fall,”
www.FT.com, October 27, 2005.
2 K. Kranhold, “For GE, No Lack of Ideas; As Frustrated
Investors Identify Units to Sell, Others Back Status Quo,” Wall
Street Journal, May 9, 2007, p. C1.
3 http://www.forbes.com/sites/georgebradt/2011/09/07/ge-ceo-
jeff-immelts-long-term-view-10-years-in/.
4 T. A. Stewart, “Growth as a Process: An Interview with
Jeffrey R. Immelt,” Harvard Business Review, June 2006, pp.
60-70.
5 http://sloanreview.mit.edu/article/ge-talent-management-
aligning-hiring-with-strategy/.
6 2012 GE Annual Report.
7 K. Brown, “Will GE Be Enjoying the Movie? As it Jumps Into
the Vivendi Deal, Conglomerate is Buying Low, But
Investors Question the Fit,” Wall Street Journal, September 3,
2003, p. C.1.
8
http://www.cbs.com/shows/60_minutes/video/2150575024/why-
44. immelt-sold-nbc-universal.
9 http://sloanreview.mit.edu/article/ge-talent-management-
aligning-hiring-with-strategy/.
10 D. Dammerman, Executive Speeches. October/November,
1998, 13, No. 2, pp. 1-6.
11 http://www.businessweek.com/stories/2005-03-27/the-
immelt-revolution.
12 http://blogs.hbr.org/2011/06/you-get-what-you-expect-from-
p/.
13 R. Fulmer, P. A. Gibbs, M. Goldsmith, 2000. “Developing
Leaders: How Winning Companies Keep on Winning,” Sloan
Management Review, October, pp. 49-59.
14 http://articles.economictimes.indiatimes.com/2013-11-
15/news/44113596_1_leadership-development-development-
theory-things.
15 S. Stratford, “A Master Class in Radical Change,” Fortune,
December 13, 1993, pp. 82-86.
16 2007 GE Annual Report.
17 Ibid.
For the exclusive use of P. Vitale, 2017.
This document is authorized for use only by Patrick Vitale in
BUS400-Spring2017 taught by Michael Roberto, Bryant
University from January 2017 to July 2017.
45. 14 TB0383
Exhibit 1. Summary of GE Businesses
• GE Aviation
2012 Revenue: $20 billion; 2012 Profit: 18.7%; Number of
Employees: 25,000
Aviation Services, Aviation Systems, Business and General
Aviation, Commercial Engines, GE Capital Aviation Services
(GECAS), Marine Engines, Military Engines
• GE Capital
2012 Revenue: $46 billion; 2012 Profit: 3.9%; Number of
Employees: 60,000;
Commercial Lending and Leasing, Consumer, Real Estate,
Energy Financial Services, Aviation Financial Services
• GE Energy Management
2012 Revenue: $7.4 billion; 2012 Profit: 1.8%; Number of
Employees: 30,000
Automation & Process Control, Controls, Critical Power,
46. Drives, Electrical Distribution, Geospatial Systems, High
Voltage Equipment, Industrial Communications, Monitoring
And Diagnostics, Motors And Generators, Power Con-
version, Protection And Control, Smart Metering, Substation
Automation, Utility Operation Systems
• GE Healthcare
2012 Revenue: $18.3 billion; 2012 Profit: 15.9%; Number of
Employees: 46,000
GE Blueprint for Low Dose, GE Healthcare, GE Healthcare
Education, GE Healthcare Life Services, GE Healthcare
News, GE Healthcare Products, GE Healthcare Services, GE
Healthcare Specialties
• GE Home and Business