GE_Case Study (1)

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GENERAL ELECTRIC COMPANY CASE STUDY

ARTICLE · MARCH 2014

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Dr. Osako Marie Ngoie (Djemo)

Argosy University, Chicago, United States

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Running head: GENERAL ELECTRIC COMPANY

General Electric Company Case Study

Osako Marie Ngoie (Djemo)

Argosy University – Chicago

DBA Program


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GENERAL ELECTRIC COMPANY 2

Table of Contents

Abstract …………………………………………………………………………………………4

Introduction ……………………………………………………………………………………. 5

Background of GE Company ………………………………………………………………….. 6

Literature Review…………..………………………………………………………………. … 7

The Characteristics of Innovation and Change in GE Organization ………………………….. 8

GE Challenges and Commitments ……………………………………………………………. 9

SWOT Analysis of GE …………………………………………………………………….......10

Analysis and Evaluation ………………………………………………………… 11

Structure Idea Management (SIM) and the System of GE Company ……………………….. 12

The diffusion innovation theory ……………………………………………………………... 13

The diffusion innovation process ………………………………………………… 14

Inter and Intra-Networking Effects on organizations ………………………………………… 15

GE core aspect of leadership …………………………………………………………………. 16

Executive Leaders ………………………………………………………………… 16

Board of Directors…………………………………………………………………...16

Effects of Leadership Ethics ………………………………………………………………….. 17


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Abstract

This paper discusses different characteristics of innovation and change within General Electric

(GE) Company. Corporations are highly challenged in the business environment by the

competitors and the customer’s satisfaction. The advanced pace in technology and the

globalization aspect have allowed many corporations as well as individuals to use their

creativity abilities and leadership skills to innovate new products and services, also new ways of

perceiving and presenting things. The change in people’s needs and socio-environmental

expectations has led GE Company to work through imagination by turning challenges into

opportunities and weaknesses into strengths. Innovation is the game to play in order to remain

successful and sustainable in the current global marketplace for all industries.

Keywords: Leading Innovation, Change, and General Electric Company,


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Introduction

The globalization and the competition on the marketplace have led many organizations

to improve their products and services through innovation. Creativity plays a leadership role for

a successful innovation. However, does every new or creative idea lead to innovation? Should

the company credit the success of innovation to individuals (personnel) with new ideas working

toward innovating new products and services? Or should the company credit the leadership

momentum of innovative skill? Why some of the companies are successfully innovative while

others fail to implement their new ideas in order to produce innovative results? Do the diffusion

of innovations and innovation process play a grand role for the organizations success?

In this paper, General Electric (GE) Company is considered to be a case study to answer

these questions. GE is one of the highly innovative companies in the world. GE works on

toughest challenges to transform imagination trough creativity into innovations. They find

solutions for energy, health and home, transportation and finance. This company differentiates

itself by building, powering, moving and curing the world. GE ensures that they invest in their

leadership, personnel, and work environment to support the creativity and innovation.

The organization of this paper includes the Background of GE company, Literature

review, The characteristics of innovation and change in GE organization, The GE Challenges

and Solution Commitments, The SWOT Analysis of GE, SIM and the System of GE, The

diffusion innovation theory,

Corning’s Five-Stage Stage-Gate Innovation Process,

Application

of the Innovation Process, Inter and Intra-networking effects on organizations, The role of

Leadership, Role of Ethics and Responsibility, Principles and practices for implementing

innovation at GE, Research Summary, and Conclusion.


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Background of GE Company

From the earliest days, GE Company has used the tools of research, combined with a

little inspiration, to create the world of tomorrow. The legacy of GE’s originality offers a rich

history based on the following question: “Why predict the future when you can create it?” For

over 130 years, GE has continued to innovate what has yet to be imagined.

Thomas Alva Edison opened a laboratory in Menlo Park, New Jersey in 1876 where he

was able to explore the possibilities of generator and other electrical devices that he had seen in

the Exposition. From that laboratory, Edison came up with the greatest invention of the age - a

successful radiant electric lamp. Edison brought his various businesses together in 1890 and

established the Edison General Electric Company.

Awkwardly, The Thomson-Houston Company emerged during that same period as a

dominant electrical innovation company led by Charles A. Coffin and became the Edison

General Electric Company’s competitor. Coffin is a former shoe manufacturer from Lynn,

Massachusetts. Both business expanded and realized that either company could not produce

complete electrical installations relying solely on their own patents and technologies. Therefore,

the two companies decided to combine their business in 1892. They called the new organization

General Electric (GE) Company.

Many of the Edison's early business contributions are still part of GE today. Some of

these contributions include lighting, transportation, industrial products, power transmission, and

medical equipment. Earlier of 1890s, GE produced its first appliances electric fans at the Ft.

Wayne electric works while a full line of heating and cooking devices were settled in 1907. The

U.S. government started to search for a company that could develop the first airplane engine

"booster" for the inexperienced U.S. aviation industry in 1976 and identified GE Aircraft


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Engines that was established since 1987. Edison's experiments with plastic threads for light

bulbs in 1893 led to the first GE Plastics department, created in 1930.

Literature Review

Some people may argue that individuals with creativity ideas are more important for an

innovative company, but others will argue that the leadership plays a very important role for an

innovative company. Both views may be considered true at certain extends. However, the

perspective of supporting the leaders seems to be more relevant as the organizations have to

invest in their leaders to ensure that they do develop their own innovative thinking capabilities

and also have the ability to develop their employees’ and teams’ innovative-creativity skills.

Rowe and Nejad (2009) stipulate that most of the leaders’ strategies consider human capital as

an important factor in innovation and the creation of core competencies, and they expend

considerable effort sustaining the health of this resource (human capital). Therefore, the core

aspects of leadership are important to leading innovation and change within an organization.

Hobcraft and Phillips (2012) provide the abilities of leaders to support their importance

in leading innovation and changes within an organization. Leaders are able to link innovation to

strategies; they create focus, engagement and passion for innovation; they direct funds and

resources to good innovation programs; they speed good ideas to market as new business

models, products and services; and they ensure defined innovation processes in order to produce

sustainable innovations. Leaders play a vital role in the success or failure of innovation.

Innovation can be misunderstood and not explicit enough. Therefore, leaders have the duty to

clarify the role of each participant for accountability purposes. Also, leaders have to make sure

that the company has built an accurate innovative culture through organizational culture.


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GE is one of the world’s largest innovative Companies. GE believes that imagination

equals innovation. The company is determined to solve the world’s biggest problems by putting

their collective imagination to work for a better future. The chairman and CEO of GE, Jeff

Immelt, agree that building strong leaders is a strategic imperative. When times are easy,

leadership can be taken for granted but when the world is turbulent, great leaders are

appreciated. GE culture is among its innovations. GE leaders have built the company’s

innovative culture by providing a place for creating and bringing big ideas to life. GE culture is

the unifying force for its many business units around the world.

The Characteristics of Innovation and Change in GE Organization

In today world of competition, companies are forced to meet the dynamic change of the

economy, customers’ satisfaction, socio-environmental requirements, etc. Companies have to

adjust to new competitions and new ways of doing business. Therefore, innovation is a must in

order to sustain and remain successful. Having a change management control process in place

ahead of time may reduce the cost of hindrances to leading innovation and changes.

The growth of a company is a process. GE Company needed to get out of the basement

in order to grow and be innovation driven. This describes a necessary practice for implementing

innovative processes for GE Company. GE is a great company, very innovative with big vision.

Despite all the threats and weaknesses that can slow the company’s performance and efficiency,

the strengths and opportunities build the company and allow it to survive through tough moment

in business. The “GE advantage” policy allows the company to achieve the competition

advantage and enhance the customer values. GE understands the importance of the employees’

system of innovation while ensuring a great leadership in order to be and remain successful and

competitive in the current marketplace.


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The SWOT Analysis of GE

Strengths Weaknesses

Global recognition

Global strength and competitiveness

Diversified business portfolio and line

of operation

Strong research & development

(R&D)

Order backlog guarantees business

flow in the future

Excellent management & Strong

culture in terms of people, systems,

technology and measures

Environmental initiatives

Economic Leader

Under-performing energy sector

Bets on financial markets have proven

unsuccessful with economic turmoil

Weak revenue growth of industrial

segment

Underperforming in Asian markets

Leveraged

Generates more than half of its profits

from GE capital services, hard hit by

the economic downturn of 2008.

Threat to flexibility

Opportunities Treats

Development of infrastructure

Aviation industry growth

Increasing global exploration and

production

Servicing and regeneration of

commercial airplanes around the

world customer services initiative

Rise of competition

Information security

Senior management - weak

performance by GE has put doubts on

Jeff Immelt's ability to be the next

Jack Welch


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Mergers and acquisitions

Research and development

Rising commodity prices

Exposure to financial markets and

crisis

World economic slowdown in the

US and Eurozone, two of the most

important markets for GE

Media depictions

Analysis and Evaluation

The number of strengths in the above table indicates that GE Company is growing and

enhancing its profitability. Its global recognition, strengths strategies and competitiveness allow

GE to be in a favorable position as compared to its competitors, in the same sector. The use of

business units for management presents an effective way to manage the sprawling company.

This situation not only reduces the possibility of overpowering senior management with work

but likewise promotes productivity based on accountability expected from the business unit

managers. The company undertakes multi-activities which highly contribute to effectiveness.

This is enhanced by the mergers and acquisitions that have diversified the company's product

range and in turn leading to improvement on profits incurred.

GE strengths and opportunities have a lot of constraints. Countless threats and

weaknesses have creep up the performance of the company at some extend by presenting

r estrictions on the company's management. Some of the threat elements to the company’s

survival include high levels of competition, financial crises and risk of information loss.


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Weaknesses within the company including the poor productivity of the energy sector and

flexibility threat could impact negatively on the company.

In order to reduce the impact of threats and weaknesses, the company could use the

strengths and opportunities to alleviate them. The efficient management can also be used to

prevent loss of data through implementing proper control measures and to avoid losses which

could exemplify the situation caused by the financial crisis. And now, GE has a new theory that

is changing the way of doing their business called “GE Advantage” where GE is pride on

driving consistency, operational excellence, and enhanced customer value. For this reason, the

company is placing some big bets on 40 high impact projects that will help increase its speed to

market, improve the quality of its products and services, significantly reduce costs, and drive

competitive advantage for its customers and the company.

Structure Idea Management (SIM) and the System of GE Company

Structured Idea Management (SIM) can be defined as a structured process of effectively

collecting, evaluating and managing ideas from employees and any other stakeholder in order to

turn best ideas into innovation. In other words, SIM is a process where creativity and structure

are pooled to find efficiently optimal innovative solutions. SIM empowers companies to

continuously innovate, grow and remain competitive.

The Structured Idea Management Process


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professor of rural sociology, Everett Rogers, in his book “Diffusion of innovations”. According

to professor Rogers, the diffusion is the process by which an innovation is communicated

through certain frequencies over time among the members of a social system.

The diffusion innovation process

It appears that many organizations are predominantly interested in the diffusion process.

This is explained by the fact that the diffusion innovation theory defines the success and failure

of any new products introduced in the market. The diffusion innovation process is related to the

decision making process. Therefore, it’s absolutely rational for an organization to understand

the theory of diffusion innovation and its process in order to be able to manage and extend the

range of the new products or services.

The process of diffusion innovation goes through five stages (Rogers, 1962): awareness,

interest, evaluation, trial, and adoption. Rogers mentioned that the diffusion process was first

identified by Ryan and Gross in 1943. In the later editions, Rogers changed the terminology of

the five stages of diffusion process into: knowledge, persuasion, decision, implementation, and

confirmation. Nonetheless, the descriptions of stages remained similar trough editions.

The graphical presentation of the process

1. Five Stage innovation process

Source: Rogers (1962)


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2. Logistic function innovation process, “S curve”

Source: Rogers (1962)

Comment: This graphic demonstrates consecutive groups of consumers adopting the

new technology (blue curve) and its market share (yellow curve) which will ultimately reach the

satiety level. In mathematics the “S curve” is known as the logistic function.

Corning’s Five-Stage Stage-Gate Innovation Process

Marketplace competition and customer’s satisfaction have challenged organizations to

emphasize on products innovation. The Corning’s five-stage stage-gate process provides a way

of developing profitable new products. With this process, the project management teams are

able to move through the production system more proficiently. The Five-Stage Stage-Gate

process was created by Dr. Robert G. Cooper and Dr. Scott J. Edgett.

The development of Corning’s Five-Stage Stage-Gate process is accepted and adopted

as a project management technique for managing innovation and developing new products. This

adoption has been endorsed after a careful study of how successful project teams work toward

developing winning new products. The model of stage-gate optimizes the efficiency of a new

product development process and allows the management to detect and kill poor projects at a


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very early stage. Therefore, the management of the model is focused on potentially winning

projects.

Corning’s Five-Stage Stage-Gate Process model

Source: Dr. Robert Cooper and Dr. Scott Edgett

According to Cooper and Scott (1996), the corning’s Five-Stage Stage-Gate System is

defined as a conceptual and operational road map for moving a new-product project from idea

to launch. This process allows management and verification of the products’ development from

one stage to the other. The Stage-Gate Product Innovation system has been referred to as the

single most important discovery in product innovation

The Stages of the process

Each stage in the process is a decision point that leads to a Go/kill or prioritization decision

point. The structure of each stage is similar to the chart below:



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The Gates of the process

The Gates in the process are decision points where non well-performed projects are discarded

and resources are allocated to the best projects. The Gates systems deal with three quality

issues: quality of execution; business rationale; and the quality of the action plan. The structure

of each gate process is similar to the Chart below:


Cooper and Scott (1996) established some benefits of using the Stage-Gate system:

Accelerates speed-to-market

Increases likelihood of product success

Introduces discipline into an ordinarily chaotic process

Reduces re-work and other forms of waste

Improves focus via gates where poor projects are killed

Achieves efficient and effective allocation of scarce resources

Ensures a complete process – no critical steps are omitted

Application of the Innovation process

Leadership

Leadership innovative skill is very important to any stage-gate process. There are multiple

levels of approval in a stage-gate process to keep a new product in development. This allows for


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The organizational learning processes

The corning’s Five-Stage stage gate process is a well-established process system that has been

adopted by many innovative industries to develop and produce new products. However, every

organization can adapt this process to meet its mission and its goals. The review process after

every set of results should empower the organization by working toward correcting their

mistakes and improve the future outcome process. This review phase can be identified as a

learning process. The more the organization reviews the processed innovation results the more it

improves its future outcome.

Inter and Intra-Networking Effects on Organizations

The need for innovation is often refer to as a foremost reason for the development of

network forms of organizations. Obviously, Networks work to the advantage of the innovation

spread. According to Robertson, Scarborough, and Swan (2002), Innovation is considered to be

an iterative, recursive and episodic process surrounding the design and development, diffusion

and implementation of new ideas for the adopting organization.

The inter-networking diffusion can be understood as the spread of a new idea or any

innovation from one person or organization to the other until it reaches a critical mass within the

network, a point at which the diffusion is self-sustaining and speedily disperses throughout.

While the intra-networking diffusion understanding relies on how an innovation or a new idea

diffuses within an organization of adoption. The intra-networking diffusion tries to establish the

understanding of how the innovation, once adopted, is integrated into the network of the

adopted organization through innovation use.


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Considering the above understanding, both inter and intra-networking effects of

diffusion innovation on organization are critical for the diffusion process. These inter and intra-

networking diffusion innovation complements each other and completes the diffusion of

innovative process.

Role of Leadership at GE

GE's Chairman and CEO, Jeff Immelt, has worked very hard since he started his tenure

in 2001 to transform GE into a leader in essential themes tied to world development, such as

emerging markets, environmental solutions, demographics and digital connections. Mr. Immelt

also laid the vision for GE's ambitious “ecomagination” initiative and has been named one of

the "World's Best CEOs" three times by Barron's.

Executive Leaders

The men and women who are driving GE's many businesses are highly considered as the

top leaders in their industries. They are the new generation of leaders and each is leading their

respective organizations to become closer to their customers, while finding new operational

efficiencies and ways to work toward a distinguished future.

Board of Directors

GE's Board of Directors provide comprehensive oversight of the major strategic issues

of the company while ensuring that the company serves the interests of shareowners and other

key stakeholders with the highest standards of integrity and compliance. However, critics and

wise counselors are among some social issues that are raised most of the time to ensure that the

company is serving equally.


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Role of Ethics and Responsibility

Leaders are called to set an example for its followers. They play a responsible role

within the organization. Leaders are considered to be role model for the employees, or their

team members; therefore they can have tremendous impact on their life, behavior, moral,

productivity, efficiency, etc. Leaders demonstrate ethical behaviors when they are doing what is

morally right, just, and good, and when they help to elevate followers’ moral awareness and

moral self-actualization. According to Zhu (Spring 2008), ethical leadership encompasses more

than the fostering of ethical behaviors.

Ethical leadership can have positive or negative effects on organizational performance.

Innovative organizational processes are supported and enhanced by leadership ethics and values

because it fosters the development of one of the most crucial success elements; trust. An

innovative organization engages everyone throughout the organization in the task of developing

and implementing new ways to reach the organization's goals. The leadership can affect

ethically or unethically the organizational innovation and change.

For instance, corruption among leaders within the organization of innovation and change

must not be tolerated as it will spoil the workplace and diminish their responsibilities. This

behavior will spread in the organization and affect the trust and collaboration. Meanwhile, the

leadership awareness is a positive attitude that will encourage every worker and stimulate

everyone to do they share of work. The leader’s awareness will affect positively the

performance of the organization innovation and change. Ethics and responsible behaviors are

required for qualified leaders and personnel.


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Research Summary

GE is a great company, very innovative with big vision. GE works on things that matter

with a philosophy of “May the person with the best idea wins”. GE Company understands the

importance of using the brain of the workers. GE knows how to reward and celebrate people

who live at the “value” and standard of the company.The company takes on the toughest

challenges to build better people and better technologies. The company wants to make sure that

they find solutions in energy, health and home, transportation and finance. GE is building,

powering, and moving the world. This company does not just imagine these things but works to

make it happen.

Despite all the treats and weaknesses that can slow the company’s performance and

efficiency, the strengths and opportunities build the company and allow it to survive through

tough moment in business. The “GE advantage” policy allows the company to achieve the

competition advantage and enhance the customer values. GE understands the importance of the

employees’ system of innovation while ensuring a great leadership in order to be and remain

successful and competitive in the current marketplace.

GE also understands that for its employees to flourish their performance, they have to be

placed in a sound work environment. That is why GE is committed to strengthens and use any

opportunity their get to support its leadership culture through systems and policies that foster

open communication, maintain employee and partner privacy. The company fights hard to

reduce its weaknesses and threats while assuring employee health and safety, and reduce the

cost of products to meet customer’s satisfaction.


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Conclusion

In this paper, GE company was used as a case study on organizational Innovation and

change. Different characteristics of innovation and change have been discussed within GE

Company. The competition on the actual marketplace in the world has challenged GE company

to come up with new ideas and innovative ways of developing and producing its products and

services. Dr. Cooper and Edgett have solved the competition argument by producing an

innovative system called corning’s five-stage stage-gate process. This innovative process has

allowed companies, such as GE, to reinvent their ideas and launch new products and services. It

is more effective, efficient, faster process that improves the product innovation results. Leaders

and individuals within organization have to work in network collaborations in order to meet the

goals of their organizations, stand out the competition with innovative products and solve any

financial or sustainability challenges that the organization comes across. The inter and intra-

networking effects are critical for GE diffusion innovation process. That’s why the SIM has

been very well integrated in GE Company, this has allowed the company to become one of the

most innovative, profitable, and admired companies on earth. The SIM can also be used to

resolve resistance to change by communication and management.

Thus, while the current discussion addresses key features of organizational innovation

and change that determine the success and sustainability of GE, more research is necessary to

understand and help GE Company remain competitive in this hungry world of creativity and

innovation. Innovation is the game to play in order to remain successful and sustainable in the

current global marketplace for all industries.


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