1. Jeffrey
Immelt
The growth story of the GE empire under
the two emperors
---Presented by GROUP 1 :
Seunghyuk Choi
Cesar Bravo De Rueda Sandoval
Tanay Agarwal
Narisa Luanporn
Anudeep Paduru
Paloma Aguirre munoz

2. Junior engineer in Pittsfiel, Mass
Reason
Bureaucracy,
1961: About to quit
Felt underappreciated
Dinner with Reuben Gutoff
Decides to continue
at GE
Later he became Vice President of
GE in 1972  Senior Vice 1981: Became CEO
President in 1977  Vice
Chairman in 1979

3. M.B.A. from Harvard Business
School
1982: Joined GE
His father managed
General Electric
Aircraft Engines
Vice president of GE home Division
appliance
VP of GE international marketing and
manufacturing
President of GE medicals 2001: Became CEO

4. JACK WELCH JEFFREY IMMELT
Imposing leadership
More people-oriented
Efficiency:
paternal-like personality
- Strong business and
PARADIGM Effectiveness-oriented:
down-sizing
- Growth engines for the
- Top 2 positions or “fix,
future
sell or close”
Risk-taking , sophisticated
marketing and innovation
Cost cutting, efficiency and Growth:
dealmaking -external growth
Six Sigma: - marketing
-quality and cost -Commercial council- 12
METHODOLOGY
- Session C- management member board(from
appraisal, development, different departments) in
planning reviews marketing- ideas discussed
-Wanted generalists -Removing the rotation and
made specialists
-More openness and trust
European Union
TARGET MARKET Developing countries
USA

5. JACK WELCH JEFFREY IMMELT
“real time planning” Long-term strategy
Cash generator: Growth engine:
PORTFOLIO
- Finance -Infrastructure(focus on
- Services green energy)
RESPONSIBILITY Within the law Social responsability
- Domestic competition - Economic global
- Recession and High slowdown
interest rates, strong - Recent terrorist attacks
EXTERNAL CONDITIONS
dollar (September 11, 2001)
- High unemployment - Increased to global
competition
ORGANIZATIONAL He removed the “sectors” He made the 11 business
STRUCTURE layer units into 6 in 2005.

6.  Under his tenure, GE’s market cap grew  $18 billion
to $500 billion
 Shareholders received 23% per annum return during
his tenure.
 Promote-from-within strategy
 Work-Out  Boundarylessness  Best Practices
 Stretch
 Last strategic initiative: E-business

7.  "Imagination Breakthrough" proposals per year
 receive billions in funding.
 each one has to give GE incremental growth of at least $100
million.
 Welcoming outsiders into the highest ranks
 More investment in R & D.
 Tying executives' compensation to their ability
 to come up with ideas
 show improved customer service
 generate cash growth
 boost sales instead of simply meeting bottom-line targets.

8.  Welch made the brand
stronger in the United
states.
 Entry into Europe, Asia
in difficult conditions
 Immelt- : Revenues from
emerging markets like
China, India, Turkey, East
ern Europe, Russia and
south America
  Create or expand
research centers in New
York, China, Germany, In
dia, Brazil

9.  The success of
both the CEOs
are different-
 Expansion
wise
 Stock price
wise

10. Thank you for your attention