(XXXX1109)美国通用电气(GE)战略管理模式-76PP.pptx

(XXXX1109)美国通用电气(GE)战略管理模式-76PP.pptx

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Foundedin1878byThomasAlvaEdisonMergerin1892-TheEdisonGeneralElectricCompany-TheThomson-HoustonCompanyOneofthe12stocksthatmadeupthefirstDJIAindexin1896.Inthelistcontinuouslysince1907TheHeritage美国通用电气公司的战略管理模式（GE）TodaysBasicsRevenue:

$125.7BDomestic:

Foreign2:

1NetIncome$13.7BMarketCapitalization:

$244BEmployees:

310,00013majorbusinessesMorethan100countriesCompareandContrast81TodayRevenue$27.2B$125.7BEarnings$1.7B$13.7BMarketValue$13B$244BBusinesses4313Employees404,000310,000TheThreeFamiliesLong-CycleBusinessesGEShort-CycleBusinessesFinancialServicesLong-CycleBusinessesLong-CycleBusinessesAircraftEnginesPowerSystemsMedicalSystemsTransportationSystemsShort-CycleBusinessesShort-CycleBusinessesConsumerAppliancesIndustrialSystemsSpecialtyMaterialsNBCPlasticsFinancialServicesFinancialServicesCommercialFinanceConsumerFinanceEquipmentManagementInsuranceBusinessASummaryofBusinessFinancesTheShareofthePieTheShareofthePieTheEra:

HowtheMarketValueditCompare&ContrastwithPre-WelchEraFromFollowingtheEconomyToSettingthePaceTheTurnaroundHowdidtheydoit?

SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:

1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeJackWelchsvisionBenumber1or2（Fix,sellorclose）Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry“Adecadefromnow,IwouldlikeGeneralElectrictobeperceivedasaunique,high-spirited,entrepreneurialenterprise.themostprofitable,highlydiversifiedcompanyonearth,withworldqualityleadershipineveryoneofitsproductlines”SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:

1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:

1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeStrengthsSizeDiversifiedportfolioRelationswiththegovernmentFinancialstrengthWeaknessesBureaucraticmechanisticorganizationManylayersfromtoptobottomDoingitbythebookinsteadofdoingitrightforthecustomer,employeeorbusinessBusinessesasIslandsuntothemselvesOpportunitiesEmergingmarketsChangingbusinessmodelsThreatsTheJapanesechallengeRecessionaryUSeconomywithhighinterestratesandastrongdollarSWOTanalysisin1981JackWelchsvisionBenumber1or2（Fix,sellorclose）Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry“Adecadefromnow,IwouldlikeGeneralElectrictobeperceivedasaunique,high-spirited,entrepreneurialenterprise.themostprofitable,highlydiversifiedcompanyonearth,withworldqualityleadershipineveryoneofitsproductlines”SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:

1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeBusinessRestructuringGE-McKinseyMatrixQuestionmarkAppliancesSpecialtyMaterialsWinnerAircraftEnginesPowerSystemsWinnerMedicalSystemsCapitalLoserConsumerElectronicsAverageBusinessPlasticsIndustrialSystemsWinnerTransportationLoserCentralA/CHousewaresCoalminingLoserProfitProducerLightingHighMediumLowLowMediumHighMarketAttractivenessCompetitivePositionReorganizationofbusinessesChangingcompositionofbusinessesBusinessRestructuring.contdToFromFourNineDe-layeringofhierarchicallevelsEvaluatedagainstexternalcompetitionInternalcomparisonswithpastperformanceFocusofBudgetingprocessRealtimeplanningStrategicPlanningprocessPlanningprocessSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:

1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeScientificManagementVsTransformationalleadershipWritingSpeakerCautiousAggressiveHarmonyConfrontationalSystemorientedIndividualorientedIntegrationthrucommitteesThruProcessesReliesonReportsOnemployeefeedbackAvoideduncertaintyAccepteditControlledchangeReveledinchangeReginaldJonesJackWelchPath-breakingLeadershipofGEGroomingagenerationofleadersTypeIIIGotridoffquicklyTypeIStarTypeIIGivenanotherchanceTypeIVAskedtoleaveLowHighHighLowTeamValuesPerformanceLeadersofthefutureThe4EsEnergy-excitedbyideasbecauseoftheopportunitybringsEnergize-infectingeveryonewiththesameenthusiasmforanideaEdge-theabilitytomaketoughdecisionsExecute-theabilitytoturnvisionintoresults“Work-out”wasaprocessinitiatedbyJackWelchandJamesBaughmantoaddresstheissueofincreasingproductivitybychangingthein-houseculturetoreflectthatofansmallfirm,characterizedbySpeedSimplicitySelfConfidence“Work-out”Self-ConfidenceSimplicitySpeedOrganizationalRestructuring-“Work-out”Culturein1980sFinetunedFinancialAnalysisLongStrategicDeliberationsCentralizedControlsMultilevelApprovalsCultureinlate1980s1990sSpeedSimplicitySelfConfidenceWork-outProcessTransformationofcultureatGEtosustaingrowth&productivityOrganizationalRestructure“Work-out”Implementationofatypicalin-house“workout”ConsultantassignedtoeachGEbusinesstofacilitate3-dayoff-sitesGroupsof40100employeesinvitedtoshareviewsabouttheirbusinessandhowitmightbeimproved.UnitBosspresentschallenge/problemandleavesfacilitatorswithemployeestolistproblems,debatesolutions,andpreparepresentations.Results（analysisandrecommendations）werepresentedtotheUnitBossonthefinalday.Immediatedecisions“yes/no”takenontheproposalsbytheUnitBoss.DeadlinesfixedtoreviewadditionalinformationPromptactionandfollow-uponproposalsOrganizationalRestructure“Work-out”Implementationofatypicalin-house“workout”Work-outOrganizationParticipationProblemPresentationEvaluationResultPresentationDecisionAction/FollowupResultsof“Work-out”:

1981198819922%productivityannually4%productivityannually“Work-out”ProcessSalientFeaturesof“Work-out”Culturecharacterizedbyspeed,simplicityandself-confidence.Ideassolicitedfromeveryone,everywhereNoboundariescreatedbyorganizationalhierarchy.NodocumentationFocusonturningtalkintoaction.FocusonaddressingrealproblemsandsolutionsNofunctionalspecializationandhierarchicalpowerdifferencesinhibitingflowsandimplementationofaction.Promptactioninformationregardlessofthesource.Closingtheloop-FollowingupondecisionsandlearningbydoingOrganizationalRestructure“Work-out”DomesticOperationForeignOperationGE:

BoundrylessOrganizationEngineeringManufacturingMarketingSalesCustomerServiceTraditionalStructureGeographicallySegmentedBoundbyFunctionalbarriersNoideasharingLabeldependentBoundrylessStructureGE:

ASeamlessOrganizationIntegratedApproachNoFunctionalBarriersBonusandoptionslinkedtoideageneration&sharingNoLabeldependenceOrganizationalRestructure-BoundrylessBehaviorWorkoutsBoundrylessBehaviorOrganizationalChangeleadingtoSuperiorCustomerResponsivenessDifferentiatingFactorValueCreationCompetitiveAdvantageOrganizationalchangecompetitiveadvantageOrganizationalRestructureSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:

1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeMarketsGrowthEnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarketExpansionPresentNewProductsAcquisitionGlobalizationMarketsGrowthEnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarketExpansionPresentNewProductsAcquisitionGlobalizationMarketsGrowthEnginePresentNewPresentNewFourPillarsProduct/serviceExtensionDiversificationMarketExpansionPresentNewProductsAcquisitionGlobalizationFocusonbuildingblocksofcompetitiveadvantageQualityInnovationCustomerResponsivenessEfficiencyMarketPenetrationMarketPenetrationMarketPenetrationCoreBusinessHighTechnologyServicesInvestinimprovingQuality&EfficiencystayontheleadingedgebyinvestinginR&DAchievesuperiorcustomerresponsivenessThreeCircleConcept:

threeparallelapproachesGEsforayintotheServicesIndustrywas2-prongedTooffsetthedependenceofGEonitsindustrialproductswithinitsexistingmarketandhelpitsbusinessesreachthe#1position.Tocountertheslumpinthedemandforexistingproductsbyprovidingvalue-addedservicesBenefits:

HugegrowthpotentialforGEandResultinincreasedrevenuethroughvalue-addedservices.e.g.:

ServicebasedtechnologiessuchasrealtimemonitoringcapabilitiesdevelopedbyGEsMedicalSystemstobetransferredtotherealtimemonitoringofAircraftEnginesandPowerBusinessUnits.Product/ServiceExtensionsServiceExtensionsinexistingmarketswererealizedbyacquisitionssuchas$1.5billionjetengineservicebusiness$600millionpurchaseofaglobalpowergenerationequipmentservicecompanyServiceExtensions:

RevenueGrowthMarketExpansion（Globalization）Why?

-6%Vs12%-Cost&QualityAdvantage-IntellectualCapitalDiversificationCreatingvaluebyDecreasingoverallportfoliorisk.longcycle&shortcyclebusinessesSuperiorInternalGovernanceviaMacro-managementTransferringcompetenciesboundarylessbehaviorEconomiesofscopeAbalancingactBureau-cracyValueDestroyingvaluebybloatedbureaucracyInformationoverloadLackofCoordinationHow?

Smartbombing:

ThinkGlobalActLocal-DevelopedGlobalMarkets-EmergingGlobalMarketsFactorEndowmentsIntensityofRivalryLocalDemandConditionsCompetitivenessNationalCompetitiveAdvantageIssues:

PortersDiamondMarketExpansion（Globalization）GlobalizationforMarketexpansionanddiversificationProduct/ServiceExtension&Diversification:

AcquisitionsWhy?

-Quickerwaytoachievesignificantgrowth-Lesseruncertainty-Highbarrierstoentry（maturebusinesses）Industrial/NBCFinancialServicesa）#Deals34525610110813495TBDa）FinancialServicesDataincludes（cash,debt,stock）AssetPortfolioDealsb）TotalConsiderationTransactionValueb）ACQUISITIONSCRITICALTOGESGROWTH.AcquisitionsSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:

1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeQu