...GE’s Two-Decade Transformation Case Analysis March 17, 2005 For: Anne Becker From: Scott Ashby 999004953 _ Phil Parkinson Judy Lee 04003094 Gianni Liburdi 049003649 Executive Summary This report’s objective is to provide analysis of the leadership challenge that General Electric (GE) is currently facing, and to recommend solutions. The primary problem is determining what kind of candidate is required to replace retiring CEO Jack Welch. This has left GE to question how much does the company want to change policy over the previous era, and where does the company want to be in future? Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a successful transition from a corporate model that was highly centralized and bureaucratic to one that is dynamic, flexible, and many times more profitable. If GE wishes to sustain and build upon the progress of the Welch era, it would do well to nominate a new CEO from within the organization who is familiar with his brand of leadership, and who can continue to provide it for many years to come. 2 Table of Contents Executive Summary................................................................................................................... 2 Table of Contents ....................................................................................................................... 3 Statement of Problem ...............................
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...In this assignment I was able to use relevant leadership theories to critically analyse and evaluate the leadership of Jack Welch. I first provided a brief insight into Jack’s background, outlining what made John F. Welch into the man we know today as Jack Welch. Secondly, shed some light on the financial position and the culture of General Electric (GE) in the early 80’s when Jack assumed the mantle as its Chairman and CEO. Thirdly, I discussed his changing leadership styles over the years. Finally, I give my opinions on how I would have lead differently if I was faced with the same situations. Table of Contents 1. Introduction 5 2. Welch’s Background 5 3. The situation – GE before Jack Welch 7 4. Jack Welch the leader 7 5. Discussion – How I would lead differently 10 6. Conclusion 11 Reference List 12 1. Introduction Leadership is a complex concept and there are different ways of becoming a leader. Leadership is the process of influencing an organized group toward achieving its goals. (Hughes, Ginnett and Curphy, 2012). Leadership is about influencing and not dominating others, leadership occurs when other people happily accept the goals of as organization as their own (Hogan, 1994). Because the behavioural patterns of employees vary depending on their individual circumstances, it is important that leaders to develop an empathetic approach towards resolving the issues of employees. Leadership theorists associate this ability with emotional...
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...9-399-150 REV: MAY 3, 2005 CHRISTOPHER A. BARTLETT MEG WOZNY GE's Two-Decade Transformation: Jack Welch's Leadership On September 7, 2001, Jack Welch stepped down as CEO of General Electric. The sense of pride he felt about the company's performance during the previous two decades seemed justified judging by the many accolades GE was receiving. For the third consecutive year, it had not only been named Fortune's "Most Admired Company in the United States," but also Financial Times' "Most Admired Company in the World." And, on the eve of his retirement, Fortune had named Welch "Manager of the Century" in recognition of his personal contribution to GE's outstanding 20 year record. Yet while the mood at GE's 2001 annual meeting had clearly been upbeat, some shareholders wondered whether anyone could sustain the blistering pace of change and growth characteristic of the Welch era. And specifically, many worried if any successor could generate the 23% per annum total shareholder return Welch had delivered in his two decades leading GE. It would be a tough act to follow. (See Exhibit 1 for financial summary of Welch’s era at GE.) The GE Heritage Founded in 1878 by Thomas Edison, General Electric grew from its early focus on the generation, distribution, and use of electric power to become, a hundred years later, one of the world’s leading diversified industrial companies. A century later, in addition to its core businesses in power generation, household appliances, and lighting...
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...CORPORATE SOCIAL RESPONSIBILITY (CSR) Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship, social performance, or sustainable responsible business/ Responsible Business) is a form of corporate self-regulation integrated into a business model. CSR policy functions as a built-in, self-regulating mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. The goal of CSR is to embrace responsibility for the company's actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere who may also be considered as stakeholders. The term "corporate social responsibility" came into common use in the late 1960s and early 1970s after many multinational corporations formed the term stakeholder, meaning those on whom an organization's activities have an impact. It was used to describe corporate owners beyond shareholders as a result of an influential book by R. Edward Freeman, Strategic management: a stakeholder approach in 1984. Proponents argue that corporations make more long term profits by operating with a perspective, while critics argue that CSR distracts from the economic role of businesses. Others argue CSR is merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations. CSR is...
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...1 GE’s Two Decade Transformation Team Globalization Case Analysis GE’s Two Decade Transformation: Jack Welch’s Leadership Yasmine Abdo Al-Kouraishi Muhammad Howard Steven D. Johns Kenneth V. Oliver Kimberly N. Lomax AMBA 670 Managing Strategy in the Global Workplace July 25, 2012 2 GE’s Two Decade Transformation Executive Summary Team Globalization has conducted an in depth analysis on General Electric's (GE) two decade transformation achieved by the company’s former Chief Executive Officer (CEO) Jack Welch. This report consists of a reflective examination performed by the team, incorporating perspective gained through professional experience and key concepts gleaned from selected course reading selections. As CEO of GE, Jack Welch's management skills became legendary, with little tolerance for bureaucracy and archaic business processes. Acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was a primary concern for Mr. Welch. Under his guidance, the company expanded dramatically from 1981 to 2001 (GE, 2012). The culture of innovation and learning, which included incorporation of measures related to new product development, technological leadership, and rates of improvement, aided Welch and the company in defying the critics as the company continued to profit. 3 GE’s Two Decade Transformation Introduction Surviving in today’s challenging business environment necessitates innovative thinking in...
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...think that this term better defines what GE did rather than “e-commerce” GE’s CEO, Jack Welch, once described their e-business as, “an elixir, a tonic that has changed the DNA of GE forever.” (Bartlett, 2002) During Welch’s final years as CEO, he was faced with the strategic decision of introducing GE onto the internet. GE Plastics had already begun using the internet as a way to conduct business and Welch used this division as a building block for the conversion to a digital workplace. The difference between GE and so many other companies is their competitive culture and their drive to succeed. Therefore, when Welch introduced his fourth strategic initiative, embracing e-business, he expected the best from his employees, set far-reaching goals, and demanded that all of GE’s large divisions begin to develop their own website. Welch’s expectations and the scope of the fourth strategic push is what differentiate GE’s term of “e-business” from “e-commerce.” As Welch began to realize the potential the internet could have on GE’s businesses, he encouraged all the business leaders to get a mentor to help them understand this potential. He also required regular meetings of all business division heads so they can learn from what other managers experienced as well as create ideas to overcome obstacles. Since GE sees failure as unacceptable, Welch wanted to give his full support to the company during this transition. To motivate employees, Welch used a strategic exercise called Destroy...
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...Change Management GE’s Two Decade Transformation: Jack Welch’s Leadership Answer 1 In April 1981, when Jack Welch became the CEO of GE, US was in recession. There were high interest rates. Strong dollar resulted in country’s highest unemployment rates. In this rapid changing and uncertain environment it was extremely difficult task for him to handle a conglomerate as big as GE and ensure that general confidence among the investors is not lost. His predecessor, Reg Jones, had set the bar extremely high at the company leaving a legacy for Welch to compete with as the new CEO. Also, acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was another challenge. Welch was extremely effective in taking over the GE reins. He challenged each to be ”better than the best” and planned radical changes across the company. Under his guidance, the company expanded dramatically from 1981 to 2001. * He instilled in everyone a culture of innovation and learning, and incorporated measures related to new product development, technological leadership, and rates of improvement. * He set the standard for each of business to become #1 or #2 or get out of business. * Welch categorized business in 3 circles as core, high technology and services and sold off 200 businesses which all together contributed for 25% of sales. * Even budgeting process got radically changed and evaluation started against external competition rather...
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...GE’s Two-Decade Transformation Case Analysis March 17, 2005 For: Anne Becker From: Scott Ashby 999004953 Phil Parkinson _ Judy Lee 04003094 Gianni Liburdi 049003649 Executive Summary This report’s objective is to provide analysis of the leadership challenge that General Electric (GE) is currently facing, and to recommend solutions. The primary problem is determining what kind of candidate is required to replace retiring CEO Jack Welch. This has left GE to question how much does the company want to change policy over the previous era, and where does the company want to be in future? Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a successful transition from a corporate model that was highly centralized and bureaucratic to one that is dynamic, flexible, and many times more profitable. If GE wishes to sustain and build upon the progress of the Welch era, it would do well to nominate a new CEO from within the organization who is familiar with his brand of leadership, and who can continue to provide it for many years to come. 2 Table of Contents Executive Summary................................................................................................................... 2 Table of Contents ....................................................................................................................... 3 Statement of Problem ...........
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...GE’s Two-Decade Transformation Case Analysis March 17, 2005 For: Anne Becker From: Scott Ashby 999004953 _ Phil Parkinson Judy Lee 04003094 Gianni Liburdi 049003649 Executive Summary This report’s objective is to provide analysis of the leadership challenge that General Electric (GE) is currently facing, and to recommend solutions. The primary problem is determining what kind of candidate is required to replace retiring CEO Jack Welch. This has left GE to question how much does the company want to change policy over the previous era, and where does the company want to be in future? Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a successful transition from a corporate model that was highly centralized and bureaucratic to one that is dynamic, flexible, and many times more profitable. If GE wishes to sustain and build upon the progress of the Welch era, it would do well to nominate a new CEO from within the organization who is familiar with his brand of leadership, and who can continue to provide it for many years to come. 2 Table of Contents Executive Summary................................................................................................................... 2 Table of Contents ....................................................................................................................... 3 Statement of Problem ...............................
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...area. In this class I have learned that to be a successful company there is another area of concern that is structure of management and how it affects the company. When looking at General Electric Company and why this company is successful conglomerate company. I had to find out what a conglomerate really details. In Order to be a successful conglomerate Company the company must spread resources into this many unrelated businesses gives great stability even in the event of a complete collapse of one of the market, but it also makes many of the decisions the upper management must make incredibly complex. According to The Financial Times, General Electric (GE) is today the “World’s Most Respected Company” (“Facts”). Most of this admiration is due to the variety of operating segments that the company provides. For example, GE businesses are classified into ten categories: Commercial Finance, Consumer Finance, Consumer and Industrial, Energy, Equipment Services, Healthcare, Infrastructure, Insurance, NBC, and Transportation (“Company”). The conglomerate design is put into use when an entity has holdings in many unrelated businesses. This form is also known has the H-form because it is basically a holding company that comes about from unrelated diversification. This holding company form of organization is similar to product departmentalization but requires less cross entity interaction. Since the branches of the entity are non-related each is completely responsible for its own profits...
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...GE Two-Decade Transformation: Jack Welch’s Leadership 1A. Vision. Mr. Welch started from day one of his tenure as CEO to change the vision of GE as it relates to its employees, management and the aim of its products. His major goal was to fixed those poor achieving product lines that could be fixed, sell those product lines that could be sold but not fixed and drop those product lines that could not be fixed or sold. B. Mission. Mr. Welch mission was to downsize, de-staff and de-layer the GE organization to streamline it to be more efficient and effective. C. Strategies. Mr. Welch brought in various strategies; however, they all had three primary focus points in mind. He wanted to centralize the chain of command structure, while taking out layers of bureaucracy. He wanted input from all sectors of the GE family when determining how to do jobs better. He wanted management to be responsive up as well as down the chain of command. D. Organizational Structure. Mr. Welch knew he badly had to implement a cultural change if he intended to sustain high productivity. He wanted to replicate a small business culture, where ideals were freely shared with management and decisions were made on the spot. He started an initiative called “Work-out,” where employees with the help of a facilitator put their ideals on paper. Once the employee ideals were captured on paper, management was called in to hear the...
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...1 GE’s Two Decade Transformation Team Globalization Case Analysis GE’s Two Decade Transformation: Jack Welch’s Leadership Yasmine Abdo Al-Kouraishi Muhammad Howard Steven D. Johns Kenneth V. Oliver Kimberly N. Lomax AMBA 670 Managing Strategy in the Global Workplace July 25, 2012 2 GE’s Two Decade Transformation Executive Summary Team Globalization has conducted an in depth analysis on General Electric's (GE) two decade transformation achieved by the company’s former Chief Executive Officer (CEO) Jack Welch. This report consists of a reflective examination performed by the team, incorporating perspective gained through professional experience and key concepts gleaned from selected course reading selections. As CEO of GE, Jack Welch's management skills became legendary, with little tolerance for bureaucracy and archaic business processes. Acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was a primary concern for Mr. Welch. Under his guidance, the company expanded dramatically from 1981 to 2001 (GE, 2012). The culture of innovation and learning, which included incorporation of measures related to new product development, technological leadership, and rates of improvement, aided Welch and the company in defying the critics as the company continued to profit. 3 GE’s Two Decade Transformation Introduction Surviving in today’s challenging business environment necessitates...
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...1. Jack Welch launched a number of initiatives on taking charge of GE in 1981. Was there a strategy that was the driving force behind the initiatives? Were the initiatives effective in accomplishing what Welch was aiming for? When Welch became the CEO of GE in 1981, the US economy was reeling under recession. The challenge lied before the Welch to set a strategy to remain profitable through the recession and continue to be so. Welch responded by employing a strong strategy supplemented by the necessary structural changes. Welch followed the strategy of “as a unique, high spirited, entrepreneurial enterprise…… the most profitable, highly diversified company on earth with world quality leadership in every one of its product lines.” Clearly, Welch wanted the GE to be entrepreneurial, most profitable, diversified and quality leader this was the driving force behind the initiatives. Welch took the following initiatives, their effectives is tested below: a) Sell of Close – To be most profitable, GE needed to be in the business in which they had leadership and earning profits. And to come out of the businesses which were not profitable. Welch clearly articulated this by guiding to be either #1 of #2 in business of get out of it. As a result, GE sold more than 200 businesses. This initiatives was in perfect line with the strategy. Only by remaining #1 or #2, GE could remain most profitable. b) Diversification – GE made over 370 acquisitions, clearly moving on its strategy...
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...Case Study Write Up: GE’s Two Decade Transformation: Jack Welch’s Leadership Teri Raven, EMBA 709 “GE’s Two-Decade Transformation” analyzes the leadership of Jack Welch, CEO of General Electric. When he took over GE as CEO in 1981, Jack Welch had big shoes to fill. His predecessor, Reg Jones, had been referred to as a “management legend” and been voted “CEO of the Year” and “CEO of the Decade” 3 and 1 times, respectively. Jones had led the company for 8 years and had done well both professionally and politically. Upon his initiation as CEO in 1981, the Wall Street Journal had already likened Welch’s replacing Jones to replacing a legend with a “live wire.” The business climate was shaky when Welch took over in April 1981, with the economy in recession. Welch had only one option: success. And to achieve success in the current climate, he would need his team to be “better than the best.” In fact, the choices were to be #1, #2, or nothing at all. He soon used this philosophy in his categorization of businesses into core, high-technology, and services. Welch’s 10 year vision was to lead GE to a state in which it would be viewed as “the most profitable, highly diversified company on earth, with world quality leadership in every one of its product lines” (Bartlett/Wozny); he sought to achieve this via a massive restructuring of the business. His philosophy of “fix, sell, or close” businesses was born, yet the reality was often that in the economic state of that time,...
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...I chose Jack Welch as an example of a great leader. He is a strategic thinker, business teacher, a corporate icon, and management theorist. If leadership is an art, then surely Welch has proved himself a master painter. With his unique leadership style and character, Welch made history during his 2-decade journey at General Electric (Twelve Lesson, 2015). While most leaders talk a good game about leadership, he lived it. Welch performed several leadership roles consisting of setting goals, values, managing, achieving workable unity, motivating, explaining, serving as a symbol, and renewing. Welch’s goal was to fix the companies problems and to have the business operating to its full potential. Welch took charge by following a clear plan, and an encouraging leadership style. His goal was to make GE “better than the best ’’ and become the number one or two competitor in the industry. The company defied the critics and grew profitably by instilling innovation, improved management, taking calculates risks, and by motivation and through the development of employees. Welches implementation of the work-out and best practices program helped reframe the company. These programs changed the corporate culture, enhanced communication skills and instilled new business approaches. Welches’ programs added value because they encouraged employees to toss ideas around and to think outside of the old business culture mold. In my opinion, Welch’s approach to leading change was excellent. He embrace...
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