Ge 5e6j2p

NAMRATA NAIK 16030241174

MISSION STATEMENT “No public mission statement, instead its governed by four ideals” Imagine Lead Build Solve In 2011, Fortune ranked GE the 6th largest firm in the U.S., and the 14th most profitable. Other rankings for 2011/2012 include the following: #18 company for leaders (Fortune) #6 best global brand (Interbrand) #82 green company (Newsweek) #91 most ired company (Fortune) #19 most innovative company (Fast Company). For 2012, GE's brand was valued at $28.8 billion. CEO Jeff Immelt had a set of changes in the presentation of the brand commissioned in 2004, after he took the reins as chairman, to unify the diversified businesses of GE

Genpact formerly known as GE Capital International Services (GECIS) was established by GE in late 1997 as its captive India-based BPO. GE sold 60% stake in Genpact to General Atlantic and Oak Hill Capital Partners in 2005 and hived off Genpact into an independent business. GE is still a major client to Genpact getting its services in customer service, finance, information technology and analytics In May 2007, GE acquired Smiths Aerospace for $4.8 billion In 2007, GE Oil & Gas acquired Vetco Gray for $1.9 billion,[39][40] followed by the acquisition of Hydril Pressure & Control in 2008 for $1.12 billion In 2007, GE Oil & Gas acquired Vetco Gray for $1.9 billion,[39][40] followed by the acquisition of Hydril Pressure & Control in 2008 for $1.12 billion In August 2010, GE Healthcare signed a strategic partnership to bring cardiovascular Computed Tomography (CT) technology from start-up Arineta Ltd. of Israel to the hospital market In October 2010, General Electric acquired gas engines manufacture Dresser Inc. for a $3 billion deal and also bought a $1.6 billion portfolio of retail credit cards from CitigroupInc

On October 14, 2010, GE announced the acquisition of data migration & SCADA simulation specialists Opal Software In June 2012, CEO and President of GE said that the company would invest ₹3 billion to accelerate its businesses in Karnataka In October 2012, General Electric Company acquired $7 billion worth of bank deposits from Metlife Inc In January 2016, Haier Group acquired General Electric's appliance division for $5.4 billion In October 2016, GE Renewable Energy agreed to pay €1.5 billion to Doughty Hanson & Co for LM Wind Power during 2017 In April 2017, GE announced the name of their $200 million corporate headquarters would be "GE Innovation Point". The groundbreaking ceremony for the 2.5-acre, 800person campus will be held on May 8, 2017, and a completion date is sometime in mid2019

DURING THE LEADERSHIP OF JACK WELCH

1. In addition to continuously stretching performance targets through strategic planning, financial control, and human resource management, Welch introduced periodic corporate initiatives which became known as GE’s Operating System 2. Work-Out -was a forum where a cross section of employees from each business was asked to talk openly about the management practices in their part of the business without fear of retribution 3. Boundaryless Organization -cross-business learning and the integration of key suppliers into GE’s end-to-end processes. 4. Globalization -aimed at exploiting international economies of scale across GE’s business portfolio and taking advantage of global opportunities as they arise 5. Six Sigma- The methodology, developed by Motorola, was implemented by GE on an unprecedented scale throughout the whole organization. It is a comprehensive quantitative system for defining, measuring, analyzing, improving and controlling every aspect of corporate processes 6. Digitization -This initiative was introduced in 1999 with the launch of Welch’s destroyyour-business.com program where line managers were encouraged to visualize how their business might be ‘crushed by the dotcom juggernaut

UNDER THE LEADERSHIP OF JEFFREY IMMELT 2001-PRESENT

GE’s Growth Strategy: The Immelt Initiative •Technical leadership: Believing that technology had been at GE’s core since the day Thomas Edison founded the company, Immelt committed to technical leadership as a key driver of future growth. •Services acceleration: By building service businesses on its massive installed base of aircraft engines, power turbines, locomotives, medical devices, and other hardware, Immelt believed GE could better serve customers while generating high margins and raising entry barriers. • Commercial excellence: Reflecting his own sales and marketing background, Immelt committed to creating a world-class commercial culture to overlay the engineering bias and financial orientation of GE’s dominant business approach under Welch. • Globalization: Building on an old Welch initiative, Immelt committed to expanding GE’s sourcing strategy and market access worldwide, in particular focusing on its underexploited opportunities in developing world countries such as China and India.

•Growth platforms: Finally, he recognized that significant resource reallocation would be necessary to build new business platforms capitalizing on “unstoppable trends” that would provide growth into the future.

COMMUNICATION STYLE

UNDERSTANDING THE GAPS

UNTAPPING THE GAPS

UNDERSTANDING ONE OF THE INNOVATIVE PRODUCT OF GE

PORTFOLIO SEGMENTATION

ASSET PERFORMANCE MAINTENANCE

REFERENCES •

https://www.idoub.com/doc/89692934/Porter-5-Forces-Analysis-for-GE

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http://www.wikiwealth.com/five-forces:general-electric

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http://mmoore.ba.ttu.edu/ValuationReports/GeneralElectric.pdf

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https://prezi.com/nnbx9-eoqz/general-electric-company/

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http://www.porteranalysis.com/porters-five-forces-analysis-of-generalelectric/

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https://www.geinstruments.com/library/technologies-and-innovations

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https://www.ge.com/uk/sites/www.ge.com.uk/files/ge-digital-industrialtransformation-playbook