GEs two-decade

transformation
Group 4
Ajay Chandar
Akash KEsha Agarwal
Shorya Umang Jain

DM
DM
DM
DM

16103
16104
16116
16143

Case Analysis

Restructuring at GE early
1980s

Either #1 or #2 or Sell or Close

Simultaneous divestitures ($11 bn) and acquisitions ($21
bn).

Strategic Playbook:
- Current market dynamics
- Competitors key activities
- GEs business response
- Greatest competitor threat

Redefining the budgeting position

Flattening the organization

Second stage late 1980s

Best practices adopted by employees.

GE went to global markets.

Developed Leaders through 360 degree

feedback

The third wave 1980s

An organization without boundaries

Quality was put into practice

A-players (had courage, energy, vision and

leadership)

Last phase

The Internet was the biggest change.

E-commerce was supported.

Key points

To have a leaner and more efficient organization

The earnings and profit of the organization will

rise as a result of the restructuring.

Learning and unlearning is an important aspect

of any restructuring process.

Its important to keep abreast of changing

business trends.