© 2011 General Electric Company
Leadership & Growth A presentation to Ondernemersplatform VKW
“A company’s success is based on three principles:
Talent, Governance and Innovation.
At GE, we are continuously perfecting this principle at
every echelon of our operations.”
Roland E. Teixeira de Mattos Country Executive & Growth Leader, Benelux
3 May 2012
Key statistics • About 300,000 employees
worldwide
• Operating in more than
150 global locations
• Only current DJIA company in
original index
• Rated AA+ with stable outlook by S&P
3 May 2012
4 May 2012
GE around the world
U.S. $70B
Canada & The Americas $13B
Europe $29B
Asia Pacific $23B
Middle East, Africa & Others $12.0B
2011 revenues total $147 billion with about 300,000 employees. 1 Includes U.S. exports to external customers 2 Includes $~5B from “Other Global” areas
4 May 2012
Building competitive advantage
Superior technology
Leadership in growth
markets
Services and customer
relationships
Margin expansion
Smart capital allocation
5 February 2012
Powering Moving Curing Building
For over 130 years
Our Leadership Philosophy
© 2011 General Electric Company
There’s no such thing as a 130-year plan.
At GE, leaders inspire others to be their best.
This is the foundation of our commitment to leadership development. We invest so much in our leaders because they make the people around them better.
And together,
Our culture drives our longevity. Our leaders drive our culture.
We prove ourselves before we lead others
We learn by doing because there is no better way
We build relationships and share knowledge
By leading at all levels, we work as one.
Leaders connect people with the processes that keep us all rising together.
We set clear goals and define how we want them to be accomplished.
We’re committed to developing leaders across the organization.
Our processes help drive results and build on experience.
Improving performance drives us all.
Every year goals and objectives are set for each individual, and their performance is measured against them.
Our G&O system ensures individual and organization goals are aligned and enables feedback throughout the year.
“Performance standards
are about simplicity
and accountability.” Jeff Immelt
CEO Blog, 2011
Our Growth Values show us how to perform.
Imagination
& Courage
External Focus Clear Thinker Inclusiveness Expertise
They are embedded at every level of the company and are supported by one unifying principle: always act with unyielding integrity.
At GE, leaders learn by doing.
80%
happens on the job:
challenging job assignments
stretch opportunities
visibility and accountability
candid assessment and feedback
Learning platforms help build on experience:
Crotonville Leadership
functional skills
business knowledge
20%
Leadership Programs target emerging talent and develop our future leaders.
some programs have existed for over a century
1/3 of our most senior leaders graduated from a Leadership
Program
3000+ on program today
100+ years
OMLP FMP EEDP ITLP HRLP
Business leadership and
industry domain program Controllership, compliance
and operations program
Accelerator programs help experienced leaders prepare for emerging challenges.
Sales and marketing leadership program
Corporate
Leadership Staff
Corporate Audit Staff
Crotonville is where GE leaders come together to learn from each other.
At Crotonville we inspire, connect and develop the GE leaders of today and tomorrow.
Crotonville establishes our leadership curriculum and is the heart of GE culture.
Munich, Germany
Rio, Brazil
Bangalore, India
Abu Dhabi, UAE
Shanghai, China
first corporate university founded
1956 1000+ customers
per year
90% of our senior leaders have been through Crotonville
5 global locations:
The LIR program lets our most experienced guide our most promising. The Leader in Residence program allows senior GE leaders to spend time at Crotonville to help develop the next generation of GE leaders.
The Employee Management System tracks goals and measures performance.
It includes tools to gauge: Accomplishments
Strengths
Development Needs
Career Interests
Development Plan
EMS is a chance for all leaders to assess and develop their strengths and plan the future of their career.
Current Assignment
Performance Growth Values
Rating Summary
Career & Development
Approve Appraisal
Session C helps us put the right people in the right places to meet our goals.
The process includes: EMS
9 Block
Succession Planning
Session C helps us develop our leaders and track the effectiveness of the entire organization.
Session C is a constant and robust process.
Functional Reviews
CEO Visits
Session C Wrap
GE Board Compensation
Committee Teleconference Follow Ups
CII Reviews
GE Board Review
9 Block helps ensure differentiation and develop talent within GE.
Excellent
Strong Contributor
Development Needed
Role Model
Excellent
Development Needed
EXCEEDS EXPECTATIONS
CONSISTENTLY MEETS
EXPECTATIONS
DEVELOPMENT NEEDED
DEVELOPMENT NEEDED
CONSISTENTLY MEETS EXPECTATIONS EXCEEDS EXPECTATIONS
Pe
rfo
rma
nc
e
Values
Unsatis-factory
Dev. Needed
Dev. Needed
21st Century Leadership Journey
Leadership Roundtable Leadership as it was and as it should be
Executive Development Class Global input on leadership
J. Immelt Dinners New leadership learnings
External research including HBR, CLC, Conf Board
Internal Dialogues What is a 21st century leader?
Leader in Residence Connecting established and emerging leaders
Contemporized Growth Values
Reimagining Crotonville Content , experience, environment
2009
2010
2012 +
Global New Directions Harnessing the next generation’s insights
2011
© 2011 General Electric Company