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http://www.ge.com/stories/building-greenville.htmlhttp://www.ge.com/stories/powering-gas-engines.htmlhttp://www.ge.com/stories/curing-through-advanced-technologies.htmlhttp://www.ge.com/stories/moving-aircraft-engines.html

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ID# 101 0017 030ohammedAftab ID# 101 0101 030

ivu DasGupta

ID# 093 0242 530arihaTabassum ID# 101 0044 030oushinAkhter ID# 093 194 530eeshan

Rahman

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Founded:1878 in Menlo Park, New Jersey by Thomas AlvaEdison

Motto:We bring good things to life.

Developed into highly Centralized and tightly controlledmodelby 1930s.

Shift towards Decentralizationin the 1950s.

Started developing Strategic Planning Systemby the 1960s.

Reorganization of GE started by Reg Jones 1973 (e.g. SBU,

groups, Divisions etc.)

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MEASURESOPTED BY

IMMELT

Cut coststhroughlayoffs

Introduced a

Customer Serviceprogram ACFC

focused onCustomer Centricstrategy

RestructuredGE business

Invested $100

million in R&D toform Global

Research Center

in 2003, NBC Vivendiwas formedwith

combined revenue of$13 Billion

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Good Strategist (Introduced 6-SigmaManagement Process)

Focus on :

Acquisition Focus more on Job Rotation

Short term demand

AutocraticMake Decision Alone Charismatic Democratic - Solicits input from

group for decisions

Jack Welch

Innovative in R&D

Focus on : New Values

Innovation & R&D

Long term strategies

Retain managers to make themspecialistNew Business (Energy, CustomizedMedicine)Natural Leader

Jeff.R.Immelt

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Challenges in

1981

Recession

High interest rates

A strong dollarimpeded exports

Highestunemployment rates

Strongcompetition

from thecompetitors

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Methods ofcontinuous

Growth Downsizing

Self-confidence,simplicityand speed

SharedValues

Boundarylessness

Work-Out

Stretch

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Developing1. Changing the Hardware2. Changing the Software3. Boundaryless Behavior4. Growing Rapidly into theNext Century

Has thirst to learn, the compulsionto share and the bias for actionthe soulof a small company

Eliminating the BIG COMPANYdrawbacks

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Have a Passion for Excellence and Hate Bureaucracy

Committed to Work-Out

Behave in a Boundary less Fashion

Create a Clear, Simple, Reality Based Vision

Stretch , Set Aggressive Goals , Reward Progress

See the Change as Opportunity Not Threat

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360-degree

appraisal

system and

reward

Concentration

was on

development of

the A players

VALUECREATED

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CHANGE

Complexity andBureaucracy

occursDecision

maybe basedon Vagueinformation

No specificguidelineMay lead to

Failure

Lost faith inLeaders

DemotivatedEmployees

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Barriers

HorizontalBarriers

VerticalBarriers

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Attributes most important to thecustomerCritical to Quality

Failing to deliver what thecustomer wantsDefect

What your process can deliverProcess Capability What the customer sees and feels

Variation Ensuring consistent, predictable

processes to improveStable Operations Designing to meet customer

needs and process capability

Design for Six

Sigma

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Revenueshave

risen to$100

billion, up11%

Earnings have

increased to $9.3billion,up 13%

Earnings persharehave

grownto $2.80,

up 14%

Operatingmargin

has risento a

record16.7%

Working

capitalturns have

risensharply to9.2%, up

from1997's

record of7.4

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