GES JEFF IMMELT: THE VOYAGE FROM MBA TO CEO

Syndicate 5 (X-47):
1. 2. 3. 4. 5.

Meilina M (29112120) Reza AP (29112127) Sufian (29112017) Rohimat Efendi (29112132) Martadinata (29112122)

Writers profile
Professor Christopher A. Bartlett ; and Research associate: Andrew N. McLean - The original version: GEs talent machine: the making of a CEO

General Electric (GE) History

Founded: 1878 in Menlo Park, New Jersey Founder: Thomas Alva Edison Slogan: We bring good things to life The Company was incorporated in 1892 (merged EELC with Thomson-Houston Electric company) Established an industrial research laboratory in 1900 1930s Highly centralized 1950s towards decentralization 1960s Profitless Growth 1970s Strategic planning systems

GEs business structure

Commercial Finance Energy Transportation Health Care

Infrastructure

Leaders in GE (Succession)

Thomas Alva Edison (1892) Charles Coffin (1894) Gerard Swope (1922) Charles Wilson (1940) Ralph Cordiner (1950) Fred Borch (1964) Reginad Jones (1972) Jack Welch (1981) Jeff R. Immelt (2001)

The Succession Planning Process

Building on the foundation laid by Coffin GEs HR management practices: Building the

talent machine (leadership development) Session C (Annual leadership & organizational talent Reviews) by Cordiner Type 4 managers by Welch GEs businesses performance as proving ground Grooming and testing the potential leaders

Jeff Immelt (Profile)

Joined GE Plastic in 1982 Various global leadership positions over year career

in GE Become CEO in September 7, 2001 New slogan: Imagination at work Barrons wie named Mr. Immelt one of the worlds best CEOs Earned a BA degree in applied mathematics from Darthmouth College in 1978 and an MBA from Harvard university in 1982 Spends 25 days a year on succession planning and cultivating future GE leaders

Immelts achievments
Sept 2003 asks for 5 IBs per dept. Nov 2003 selects 34 IBs (Innovation

Breakthrough) Feb 2004 Monthly reviews of each IB begins Sept 2004 Ecomagination project begins Jan 2005 CECOR framework initiated

Current Trends
Growth as a process: - Technology - Customers - Globalization - Commercial excellence - Innovation - Growth leaders

GE under Immelt
Release of Annual report in March 2002 Redesigning of CEO compensation package Acquisition with Vivendi Universals American

assets value at US $ 14 billion Invested in various research centers Promoted external communications Cultural shift from performance to customer satisfaction an value

Continued.
External recruitment for senior position Diversity in work force people oriented approach Establishment of a commercial council innovative Break-through program Launch of projects ranging from creating

microjet engines to desalination

Immelts Leadership Style

Customer Centric company Focus on innovation Retain managers to make them

specialist Focus on long term strategies Natural leader

Current Trends (contd)

Ranked 9th on Fortune magazines 50 most

desirable MBA employer list (April 2004) In 2005 GE launched its Ecomagination initiative in an attempt to position itself as a green company In Fortune Magazines 2005 Global most admired Companies list, GE ranked firs overall (February 2005) In Fortune Magazines 2006 Americas most admired Companies list, GE ranked first overall (March 2006) Revenue as on 31-3-2006: $163.391 billion Net earnings as on 31-3-2006: $20.829 billion No. of employees (2004) 315,000

The prevailing culture in GE

Innovation: a place for creating and bringing

big ideas to life People attributes: vision, passion an deep sensitivity to the big issues that challenge the world around them Work environment: an invigorating place to work Leadership & learning: developing skills and energizing employees

The Denison model: Organizational Culture & Leadership development

Mission Adaptability Involvement Consistency

Successful organizations have strengths across all four traits of the Denison model: they know where they are going and how they are going to get there they continually seek to understand the external environment and meet the needs of their customers they involve and engage their employees and build a sense of shared ownership and teamwork they have values, systems and processes in place to promote consistent behavior and to execute against the mission

Mission: Vision shared common desired of future state bteween organization and employee Adaptability: Customer Focus understand the need of customers Organizational Learning - create an environment where people can learning through their workplace

Involvement Capability Development organization bench strenght improve Consistency Core Values leaders reinforce the values and systems that are basis of organization Coordination & Integration employees share common perspective that allow them work effectively

GE Leadership culture

JEFF Imelts Leadership style

New York Times 04 December 2010 In the wake of the world's financial crisis, GE CEO Jeff Immelt focuses the company on building from its strengths: innovation and manufacturing.

Jeff Immelt Leadership Understand Breadth, Depth, and Context Leaders learn constantly and also have to learn how to teach Like people attitude

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