GE通用电气管理模式

The Heritage Founded in 1878 by Thomas Alva Edison Merger in 1892 -The Edison General Electric Company - The Thomson-Houston Company One of the 12 stocks that made up the first DJIA index in 1896. In the list continuously since 1907

美国通用电气公司的战略管理模式(GE)

Today’s Basics… Revenue: $125.7 B–Domestic: Foreign ~ 2:1

Net Income $13.7 B Market Capitalization: ~$244B Employees: ~ 310,000 13 major businesses More than 100 countries

…Compare and Contrast’81 Revenue $27.2 B Today $125.7 B

Earnings Market Value BusinessesEmployees

$1.7 B $13 B 43404,000

$13.7 B $244 B 13310,000

The Three FamiliesGE

Long-Cycle Businesses

Short-Cycle Businesses

Financial Services

Long-Cycle BusinessesLong-Cycle Businesses

Aircraft Engines

Power Systems

Medical Systems

Transportation Systems

Short-Cycle BusinessesShort-Cycle Businesses

Consumer Appliances

Industrial Systems

NBC

Plastics

Specialty Materials

Financial ServicesFinancial Services

Commercial Finance

Consumer Finance

Equipment Management

Insurance Business

A Summary of Business FinancesBusinesses GE Capital Power Systems Transportation & Industrial Aircraft Engines Medical & Technical Plastics and Specialty Materials Consumer Products NBC Adjustments Total Revenue % of total 58.4 20.2 11.6 11.4 9.0 7.1 5.8 5.8 -3.6 125.7 45 16 9 9 7 6 4 4

100

The Share of the Pie…GE Businesses Revenue Share4% 4% 6% 7% 45% 9% 9% 16% Medical & Technical Plastics and Specialty Materials Consumer Products NBC Transportation & Industrial Aircraft Engines GE Capital Power Systems

The Share of the Pie…

40%

40%

Long-Cycle Businesses Short-Cycle Businesses Financial Services

20%

The Era: How the Market Valued it

Compare & Contrast with Pre-Welch Era

From Following the Economy…

…To Setting the Pace

The TurnaroundHow did they do it?

Strategic ModelSWOT Vision Restructuring and changeAcquisition New Product / service Extension DiversificationGlobalization

SWOT: 1981Strengths Weakness

Growth Engine

ProductsMarket Penetration Present PresentNew

Present

Market Expansion

Sustaining Competitive advantageBPO Digitization Front-end Focus

New

4 blocks Six Sigma Inertia Best practices

Dynamic Perspective

Jack Welch’s visionBe number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry “A decade from now, I would like General Electric to be perceived 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”

Strategic ModelSWOT Vision Restructuring and changeAcquisition New Product / service Extension DiversificationGlobalization

SWOT: 1981Strengths Weakness

Growth Engine

ProductsMarket Penetration Present PresentNew

Present

Market Expansion

Sustaining Competitive advantageBPO Digitiz

ation Front-end Focus

New

4 blocks Six Sigma Inertia Best practices

Dynamic Perspective

Strategic ModelSWOT Vision Restructuring and changeAcquisition New Product / service Extension DiversificationGlobalization

SWOT: 1981Strengths Weakness

Growth Engine

ProductsMarket Penetration Present PresentNew

Present

Market Expansion

Sustaining Competitive advantageBPO Digitization Front-end Focus

New

4 blocks Six Sigma Inertia Best practices

Dynamic Perspective

SWOT analysis in 1981Strengths Size Diversified portfolio Relations with the government Financial strength Weaknesses Bureaucratic mechanistic organization Many layers from top to bottom Doing it by the book instead of doing it right for the customer, employee or business Businesses as Islands unto themselves

Opportunities Emerging markets Changing business models

Threats The Japanese challenge Recessionary US economy with high interest rates and a strong dollar

本文来源：https://www.bwwdw.com/article/4ixe.html