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Case Study from the year 2017 in the subject Economy - Theory of Competition, Competition Policy, grade: B, University of Northampton, language: English, abstract: GE one of the most successful companies all over the world and it is managers factory. GE working in many fields, the main reason of its success the management way and the high innovative technology used in its products also, it is offering a high level of customer service for its high quality products as they are customer driven company GE give more interest to the customer’s needs and working on solving their problems. GE not only working in the US but it is working in many countries around the world; it entered the global markets to find solutions to the local market’s problems by its initiative products. Core competencies for GE are Technology & innovation, brilliant customer service, Product quality, Global presence. GE has many strategic plans for the future like superior technology and leading in the developing markets. GE was leaded many great CEO’s but most people affected its performance were Jack Welch and Jeff Immelt they have two different strategies and different leadership style, but both of them added too much to the company. General Electric Company founded in 1892 as a result of the merge between Thomas Edison’s business interests and Charles Coffin’s Thomson- Houston Electric Company; there are more than 300,000 employees in more than 100 countries working with GE. GE’s vision “We bring good things to life” and its mission is to build, move, power and cure the world by its technology and advanced solutions to seek solutions to their customers and society.
Academic Paper from the year 2018 in the subject Business economics - Business Management, Corporate Governance, grade: 2.9, The University of Sydney, language: English, abstract: The purpose of this paper is to present a comprehensive analysis on Generic Electric (GE) two decade transformation accomplished by the company’s former CEO, Jack Welch. The paper comprise an external analysis of the industry environment, an internal analysis of the company, an analysis of the fit between the firm’s competencies and its strategic choices, an analysis of the organization's design, and an analysis of the strategic leadership of the firm. As CEO of GE, Jack Welch's management became well-known and prominent, with little reliance on bureaucracy and outdated business processes. The primary concern for Mr. Welch was to acquire new businesses and make sure that each business unit in GE was functioning appropriately. Throughout his management, GE improved rapidly in terms of revenue, culture and leadership. The culture of learning and innovation helped Welch as well as the company in confronting the critics as the company expanded dramatically.
The focus of this research paper is to perform a structural analysis of General Electric (GE) as it strives to attain global competitive advantage in light of new leadership strategies. In addition, the paper presents recommendations to enable a structural design that establishes alignment between General Electric's (GE's) structure and its newly established strategies. GE's new strategies focus on customer value, innovation, leadership in technology, commercial excellence, globalization, and market segmentation based on growth leadership. First, the analysis will focus on factors that influence the level of synthesis between GE's technical core and its peripheral components. Second, the paper identifies and evaluates several interrelated sub-systems relationships that impacts the synergistic alignment between GE's technical core and its peripheral components. These interrelated sub-system relationships provide the key to establishing a foundation for determining an optimal structure aligned with GE's strategies. In summary, this paper evaluates GE's current technical core and peripheral components from a systems perspective to make structural recommendations on how to best align GE's structure with its newly established strategies.
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Now beyond its eleventh printing and translated into twelve languages, Michael Porter’s The Competitive Advantage of Nations has changed completely our conception of how prosperity is created and sustained in the modern global economy. Porter’s groundbreaking study of international competitiveness has shaped national policy in countries around the world. It has also transformed thinking and action in states, cities, companies, and even entire regions such as Central America. Based on research in ten leading trading nations, The Competitive Advantage of Nations offers the first theory of competitiveness based on the causes of the productivity with which companies compete. Porter shows how traditional comparative advantages such as natural resources and pools of labor have been superseded as sources of prosperity, and how broad macroeconomic accounts of competitiveness are insufficient. The book introduces Porter’s “diamond,” a whole new way to understand the competitive position of a nation (or other locations) in global competition that is now an integral part of international business thinking. Porter's concept of “clusters,” or groups of interconnected firms, suppliers, related industries, and institutions that arise in particular locations, has become a new way for companies and governments to think about economies, assess the competitive advantage of locations, and set public policy. Even before publication of the book, Porter’s theory had guided national reassessments in New Zealand and elsewhere. His ideas and personal involvement have shaped strategy in countries as diverse as the Netherlands, Portugal, Taiwan, Costa Rica, and India, and regions such as Massachusetts, California, and the Basque country. Hundreds of cluster initiatives have flourished throughout the world. In an era of intensifying global competition, this pathbreaking book on the new wealth of nations has become the standard by which all future work must be measured.
We conducted quantitative case analysis of inflation-adjusted profitability and relative market value at General Electric over a half-century, to examine the influence of Jack Welch and others as CEO and of various strategic and environmental factors. Over the first decade of Welch's leadership, there was no improvement in GE's real ROE. However, there was market value increase, and later there were improvements in both measures due to declining competition. Over 90% of variances in real profitability and comparative market value were explained using measures often considered in strategy--changes in competitive environment, leadership and corporate culture, labor relations and plant closings, and economic and financial environments. It appears that systematic appraisal of corporations can aid understanding of factors that determine profitability and market value.
EBOOK: Strategy: Analysis and Practice
Seminar paper from the year 2006 in the subject Economics / Business: Business Management, Corporate Governance, grade: 1.9, Napier University Edinburgh (Napier University Business School), course: International Business Strategy, 4 entries in the bibliography, language: English, abstract: General Electric Medical Systems (GEMS) is the world's leading manufacturer of diagnostic imaging equipment and part of the Milwaukee, US-based General Electric. The following evaluation conducts a strategic analysis of its internal resource capability, how it shaped its competitive strategy and a profound evaluation of its international strategy.
Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That's what makes emerging high-growth industries so attractive. Although they lack a proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough. But constructing tomorrow's businesses while simultaneously sustaining excellence in today's, demands a delicate balance. It is a quest fraught with contradiction and paradox. Until now, there has been little practical guidance. Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday's successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed. The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more. Breakthrough growth opportunities can make or break companies and careers. Ten Rules for Strategic Innovators is every leader's guide to execution in unexplored territory.
How could General Electric--perhaps America's most iconic corporation--suffer such a swift and sudden fall from grace? This is the definitive history of General Electric's epic decline, as told by the two Wall Street Journal reporters who covered its fall. Since its founding in 1892, GE has been more than just a corporation. For generations, it was job security, a solidly safe investment, and an elite business education for top managers. GE electrified America, powering everything from lightbulbs to turbines, and became fully integrated into the American societal mindset as few companies ever had. And after two decades of leadership under legendary CEO Jack Welch, GE entered the twenty-first century as America's most valuable corporation. Yet, fewer than two decades later, the GE of old was gone. ​Lights Out examines how Welch's handpicked successor, Jeff Immelt, tried to fix flaws in Welch's profit machine, while stumbling headlong into mistakes of his own. In the end, GE's traditional win-at-all-costs driven culture seemed to lose its direction, which ultimately caused the company's decline on both a personal and organizational scale. Lights Out details how one of America's all-time great companies has been reduced to a cautionary tale for our times.