Ge Jack Welch
Ge Jack Welch
Ge Jack Welch
Transformation
Jack Welchs
Leadership
Group 1
12P139 Ishpreet
Singh
12P141 Karan
Jaidka
12P142 Kshitij
Agrawal
Neutron JACK
When joined GE the U.S. economy had lot
of problems:-
A Players and
Four Es
360
Degree
Weeding
out
feedback
Autocratic
process
Leaders
Welch's Vision
Services
GECC
Information
Construction &
Engineering
Nuclear Services
Support
Ladd Petroleum
Semi Conductor
GE Trading Co.
Utah Mining
decade
from
now, I would like
General Electric
to be perceived
as
a
Unique,
high-spirited,
Entrepreneurial
enterprisethe
most profitable,
highly diversified
Outside
company on the
Housewares
Central Air-Conditioning earth, with world
TV&Audio
quality
Cable
leadership
in
Mobile
every one of its
Power Delivery
product lines. -Radio Stations
Jack Welch
Technology
Industrial
Electronics
Medical Systems
Material
Aerospace
Aircraft Engines
Core
Lighting
Major Appliance
Motor
Transportation
Turbine
Construction
Equipment
Ventures
Calma
Downsizing
elimination of
about 123,450
jobs
Destaffing
elimination of an
additional 122,700
jobs
Work Out
Best
Practices
Software Initiatives
Work Out
To
get
unnecessary
bureaucratic work out of
the system
Forum in which employees
and their bosses could
work out new ways of
dealing with each other
Groups
of
40-100
employees were invited to
share views about the
business and how it can be
improved 3-Day session,
Best
Practices
It was about increasing
productivity
through
Competitive Intelligence
[best practices of Ford,
HP, Xerox, Toshiba]
Through best practices
realization by managers
that
they
were
measuring/
managing
wrong things
Going Global
Opportunity
Working
Philosoph
y
Developing Leaders
People were GEs key assets and are company's
resource.
Develop leaders aligned to GEs new vision and
culture. Work Out Idea striked.
Characterizations of Leaders
First
Delivers
commitments
and share
values.
Second
Third
Doesnt meet
commitment
and doesnt
share values.
Misses
Commitments
but shares
Values
Fourth
Delivers
commitments
but doesnt
share values.
Autocrat and
need to weed
out from GE
Boundaryless
Company
The Boundaryless
company we envision
will remove the barriers
among engineering,
manufacturing,
marketing, sales, and
customer service; it will
recognize no
distinctions between
domestic and foreign
operation
Manage
r
accountabl
e HIT
Higher
Goals
not
accountable H
TC
Basic
Targets
E
STR
Rewarde
d
Service Business
Future => offset slow growth in Products, started focus on
added value services.
Medical Business -> In Site
Real time diagnostic concepts applied in Aircraft and Power
systems.
Biggest growth opportunities => Providing service to customer.
Making existing assets of Customers more productive.
1980
1995
1990
2; 15%
Selling
Products to
1; 85%
Customers
2; 45%
Product
s
Products
1; 55%
2; 55%
TRANSITIO
N
Services
1; 45%
Product
s
1998
1; 33%
Helping our
2; 67%
customers
win
Black Belts
4 weeks training
5 Months
implementation
6 weeks of
instruction in
statistic , data
analysis and
other six sigma
tools
Master Black
Belts
Full time six
sigma
instructors
mentored the
Black Belt
candidates
through the two
years process
Edge
Energy
Energize
others
E-Business
Each unit had full time dyb.com team
focused to redefine the business
model.
Welch thought GE was late entrant to
Internet.
Through the process of Six Sigma,
GE has done the hard work which is
needed to support e-business.
Early results of digitizing the
company was success.
Reduced
Hierarchy, so
as to have
maximum
Control
Increased
focus
1.
Product
to
on MDI
service
Constant
2.
Staff of
Evolution
Process
Incentives
Work-Out
Speed, simplicity
& Confidence
Welch
s
FORC
E
Model
Long term
Results such as
stock option
based incentive
Thank You