GE通用电气管理模式

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:1981StrengthsWeakness4blocks SixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeJackWelchsvisionBenumber1or2(Fix,sellorclose)Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry“A decade from now,I would like General Electricto 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”SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocks SixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocks SixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeStrengthsSizeDiversifiedportfolioRelationswiththegovernmentFinancialstrengthWeaknessesBureaucraticmechanisticorganizationManylayersfromtoptobottomDoingitbythebookinsteadofdoingitrightforthecustomer,employeeorbusinessBusinessesasIslandsuntothemselvesOpportunitiesEmergingmarketsChangingbusinessmodelsThreatsTheJapanesechallengeRecessionaryUSeconomywithhighinterestratesandastrongdollarSWOTanalysisin1981JackWelchsvisionBenumber1or2(Fix,sellorclose)Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry“A decade from now,I would like General Electricto 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”SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocks SixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeBusinessRestructuringGE-McKinseyMatrixQuestion markAppliances Specialty MaterialsWinner Aircraft Engines Power SystemsWinnerMedical SystemsCapitalLoser Consumer ElectronicsAverage Business PlasticsIndustrial SystemsWinnerTransportationLoser Central A/CHouse waresCoal miningLoserProfit ProducerLightingHighMediumLowLowMediumHighMarketAttractivenessCompetitivePositionReorganizationofbusinessesChangingcompositionofbusinessesBusinessRestructuring.contdToFromFourNineDe-layeringofhierarchicallevelsEvaluatedagainstexternalcompetitionInternalcomparisonswithpastperformanceFocusofBudgetingprocessRealtimeplanningStrategicPlanningprocessPlanningprocessSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocks SixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeScientificManagementVsTransformationalleadershipWritingSpeakerCautiousAggressiveHarmonyConfrontationalSystemorientedIndividualorientedIntegrationthrucommitteesThruProcessesReliesonReportsOnemployeefeedbackAvoideduncertaintyAccepteditControlledchangeReveledinchangeReginaldJonesJackWelchPath-breakingLeadershipofGE GroomingagenerationofleadersTypeIIIGotridoffquicklyTypeIStarTypeIIGivenanotherchanceTypeIVAskedtoleaveLowHighHighLowTeamValuesPerformanceLeadersofthefutureThe4EsEnergy-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:1981StrengthsWeakness4blocks SixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeMarketsGrowthEnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalizationMarketsGrowthEnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalizationMarketsGrowthEnginePresentNewPresentNewFour PillarsProduct/serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalizationFocusonbuildingblocksofcompetitiveadvantageQualityInnovationCustomerResponsivenessEfficiencyMarketPenetrationMarketPenetrationMarketPenetrationCoreBusinessHighTechnologyServicesInvestinimprovingQuality&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/NBC Financial Services a)#Deals34525610110813495TBDa)Financial Services Data includes(cash,debt,stock)Asset Portfolio Dealsb)Total ConsiderationTransaction Value b)ACQUISITIONS CRITICAL TO GES GROWTH.AcquisitionsSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocks SixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeQualityFourPillarsContinuousImprovementBestpracticesOvercomeInertiaSustainingCompetitiveAdvantageSixSigmaEvolutionWhat Does Six SigmaSix Sigma Do For GE?1995 1995 PRODUCTIVITYPRODUCTIVITY1997 1997 PRODUCT DESIGNPRODUCT DESIGN1998 1998 THE CUSTOMERTHE CUSTOMER1999 1999 FULFILLMENTFULFILLMENT2000 2000 DIGITIZATIONDIGITIZATIONEvolutioninGE Drives Customer Centricity Improves Product/Service Capability Reduces Costs Improves Performance Reliability Foundation for e-Business/Digitization$600$500$450$380$200$2500$1200$700$170Cost Benefit1996Cost Benefit1997Cost Benefit1998Cost Benefit1999Cost Benefit20006 Sigma Cost6 Sigma ProductivityDelighting CustomersResultsfrom6Sigma$2500$3.0B$0.5B$2.5$2.5B BHEADSPINECHESTABDOMENPELVISLIVER1 minute19 seconds9 million2 minutes 15 seconds1 million3 minutes 17 seconds4 million20 seconds 06 seconds6 millionExam TimeBeforeExam TimeAfterProceduresper YearGEMS LightSpeed CT Scanner Abdomen:liver,spine,kidneyHead:skull,brainImage SpeedsImage Speeds Before Before After After After Productsfrom6SigmaBenchmarking&BestPracticesharingBenchmarkingFirstcarriedoutin1988,againstFord,HewlettPackard,Xerox,andToshibaononlyproductivitydimensionsCurrently,usedfortarget-settingforallprocessesandfunctionsConductedusingPEERnextandeOPTIMISsoftwaretoolsBestPracticessharingSixSigmatrackerforeachbusinessandSixSigmacafeacrossGEAdoptionofBestPracticesinstitutionalizedviaCopy CatAwardAggressivelydrivenbyGEOperatingsystemOvercominginertiaTransition StateCurrentStateImprovedStateMonitoringprogressMakingchangelastMobilizingcommitmentShapingavisionCreatingasharedneedSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocks SixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeBusinessProcessOutsourcingBenefitsofOutsourcingProvideCapacityCreateStrategicAdvantageMovetoVariableCostBetterProcessDeliveryRemoteprocessingofBack-endoperationsLeveragestheintellectualtalentandprocessingcostdifferentialofdevelopingcountriesEg.UnderwritingprocessforGE credit cards,Mortgage,SFG etc.foranycustomerinUSAandEuropetakeplaceinDelhi,India.Digitization is transforming everything GE does;AutomatingworkflowandleveragingtheinternetiscrucialtothefuturesuccessofGEMakingGEfaster,leanerandsmarterevenasGEbecomebigger.Results:$7billionworthofgoodsandservicesweresoldoverthenetin2000.$6billionwasconductedononlineauctions$1.5billiongeneratedbyGEinoperatingmarginimprovementsin2001E-business/DigitizationThisisthequoteoftheday.fromJeffsanalystmeetingafterSep11th2001GE is built to outperform,said Immelt,who also predicted double-digit growth in 2002.I was chairman for two days,and then I had jets with my engines hit a building I insured which was covered by a network I owned,and we still grew(2001)earnings by 11 percent.I think were in pretty good shape.AppendixGEE-BusinessInternetStrategiesStrategyDefinitionWhat is it?ExamplesVisualDisintermediationAggregationCommunity PortalPermeate theCustomers SpaceCustomer-SpecifiedProducts and Termseee$Dynamic PricingeeTakeoverorremembercustomersdataandremembertheirprocessesorpreferencesGetbetweenthebuyerandsellerCreateacommunityofbuyersandsellersTakeouttheMiddleManLetthecustomerintodesigndataandprocessesCreateaMarketGEAppliancesPurchasingappliancesonlineisavailableforcustomersalongwithsparesandaccessoriesDirectSellingProvideabroadrangeofproductinformationGELightingDetailedandvisualproductinformationcategorizedforhome,businessorautomotiveuseGESupplyCreatesnetworkforcommunicationbetweenallsuppliersProvideproductsandservicestomembersRememberthecustomerspreferences,paymentmethods,recentpurchases,etc.GEFinancialNetworkProvidesOnlineinsuranceQuotesandpaymentfacility.Also,updatescustomersofnewoffersCustomerdesigns/configurestheirownproductGELightingThereissoftwaretodownloadthathelpsdecidetheperfectlightAuctionsGEXchangeElectronicExchangethatallowscustomerstonametheirownpricesCo-Marketing RelationshipsService PartnershipExtendserviceintothecustomersorganizationSharecustomerstocreateamorecompellingproductGEMedicalSystemsOther consumable Diagnostic products of suppliers can be purchased along with CT scan spares DirectSellingandAdvertisingeeEnsuringthatthecustomerneedsaremetGEAircraftEngineswouldkeepaninventoryofenginesinstocktomeetrequire-mentsandneeds.Equity/Warrants:GEistryingtosecureeitherequityorwarrantsfromallthevendorsthatitisworkingwithtodevelopitse-businessstrategiesE-business Vendor Goals:Securevaluablerevenues(internetcompaniestradeatsalesmultiples)GetinstantaneouscredibilitywithmarketplacethroughGEreference/endorsementGE Businesses Goals:Recoverconsulting/licensecostsBroadenpartneringrelationshipsSecureequityupsideopportunitywithhighgrowth,emerginge-businesscompaniesGE Equity Goals:PutmoneytoworkandmaximizeROISupportGEbusinessesbyinvestinginstrategiccompaniesEquity:thedirectownershipinacompanyMutually beneficial relationship:Warrant:aninstrumentthatgivestheholdertherighttoacquireacertainnumberofsharesofthecapitalstockofacompanyonorbeforeacertaindateforacertainpriceGEE-BusinessInternetStrategiesServiceExtensions:RevenueGrowthInnovationObjectiveapproachtowardsthecustomerLookfortechnologyplatformsCreategamechangingtechnologies-remotediagnosticscapabilitySolveGEscrticaltechnicalchallengesLowNoxemmissionsSharetechnologiesacrossbusinessesSourcetechnologyworldwideDeveloptechnicalhumanresourceForexample,GEresearchersdevelopedductiletungsten,manynewtypesofengineeringplastics,man-madediamond,andmajorimprovementsincomputedtomographyandmagneticresonanceimaging.GE90engine-theworldsmostpowerful,efficientandquietengine.Oneofthemajortechnologyadvancesinvolvedinthisprogramisacompositefanblademadeofapolymer-basedmaterialthatistwiceasstrongassteelathalftheweight.1997Performix X-ray Tube1998LightSpeed CTSmall Motor productsUltem 1285 Spectra Gas Range1999 Spectra Electric RangeAdvantium Speed OvenTriton DishwasherCeramic Metal Halide LampsT5 Fluorescent LampSigna OpenSpeed MROQ 1050C for Compact DiscAC6000 Locomotive2000 or later New Designs5000 Projects focused onNew 6 Sigma Technology&New Processes to the GEBusinessesAll of GE Products Designed for Six SigmaAll of GE Products Designed for Six SigmaProducts Products from 6 from 6 SigmaSigma Customer IssueAssembly Line EfficiencyCustomer ResultsOutput from 450 800 Units/DayWIP 85%$1MM Cost OutFloor Care ManufacturerFloor Care Manufacturer PlasticsAirlinesAirlines EnginesBuildersBuilders AppliancesHospitalsHospitals MedicalRetailersRetailers Lighting AppliancesOEMsOEMs Vendor CEFUtilitiesUtilities Power Sys.Industrial Sys.Six Sigma the Customer Six Sigma Approach identifies Factors impacting Work FlowGE Results 2MM lb.Share Shift$1.5MM Growth ProgramEfficiencyVariation from Request2/99 10/99Today17 Days 4 Days 2 DaysGE SiliconesGE Silicones-Delivery to RequestCustomer Responsiveness Customer Responsiveness Sales Sales Double Digit Volume GrowthDouble Digit Volume GrowthInternet Internet Web Sales BoomingWeb Sales BoomingSales Force Sales Force More Time to Sell vs.Chasing Order StatusMore Time to Sell vs.Chasing Order StatusOp Margin Op Margin Up 20+%Up 20+%Customer Power Plant Equipment availability98Baseline2Q993Q994Q992000On-time Reliability gives Customer 45 days more Electricity SalesOn-time Reliability gives Customer 45 days more Electricity SalesGE Power SystemsGE Power Systems-OEECustomers Revenue Impacted By Variation30231450Days5 5 DaysDaysQuality Quality 45 45 Day Variation ReductionDay Variation ReductionSize of circle corresponds to number of qualified workers availableCapabilities of workersForeign languages(Primarily English)Quality of work&work ethic Cost differentialLocation Attractiveness Infrastructure CommunicationBasic Infrastructure Country risks&FDI IncentivesAttractive IncentivesPolitical environment Time Zone attractivenessSingaporeHongkongChinaHollandIrelandAustraliaUKIndiaPhilippinesMexicoHighHighLowLowMigration StrategySelectOrganizationToBenchmarkPrepareForTheVisitVisitTheOrganizationDebrief&DevelopAnActionPlanRetainAndCommunicateIdentifyProcessToBenchmarkBenchmarking:A Six Step ProcessSelectprocessanddefinedefectandopportunitiesMeasurecurrentprocesscapabilityandestablishgoalUnderstanddetailedprocesswhichneedsimprovementOutlineindustries/functionswhichperformyourprocessFormulatelistofworldclassperformersContacttheorganizationandnetworkthroughthekeycontactResearchtheorganizationandgroundyourselfintheirprocessesDevelopadetailedquestionnairetoobtaindesiredinformationSetuplogisticsandsendpreliminarydocumentstoorganizationFeelcomfortablewithandconfidentaboutyourhomeworkFostertherightatmospheretomaximizeresultsConcludeinthankingorganizationandensurefollow-upifnecessaryReviewteamobservationsandcompilereportofvisitCompilelistofbestpracticesandmatchtoimprovementneedsStructureactionitems,identifyowners&moveintoimprovephaseReportouttobusinessmanagement&6sleadersPostfindingsand/orvisitreportonlocalserver/6sbulletinboardEnterinformationonGEIntranetbenchmarkingprojectdatabaseBenchmarking-The ProcessKnowledgeSystemsCultureFunctionalExcellenceBusiness SuccessThe Value(in the case of R&D)1.ShortdevelopmentcyclesmakeGEmoreagileinaverycompetitiveenvironment.2.R&Dpredictability:Useofknowledge-sharingandmanagementgreatlyincreasesprobabilitytomakeoptimaluseofwindowsofopportunity(Competitively-externalreadiness/SupplyandS&Morganization-internalreadiness).Value propositionDecentralized Input and RetrievalCorporateFunctionsBusinessUnitsCountryOrganizationsWorldwideCommonInformationPoolandKnowledgeSharingSystemsExternal:DatabasesOnlineJournalsMarket/CountryProfilesCompetitiveInformationExperts/ConsultantsInternal:MarketAnalysesCustomerAnalysesCompetitiveAnalysesExperts/KnowHowKnowledgeMgmtProjectsTracker-Tracker-BusinessInformationSystemsBusinessInformationSystemsThe Basic ConceptThe Model