美国通用电气公司的战略管理模式GE

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1、Founded in 1878 by Thomas Alva EdisonMerger in 1892-The Edison General Electric Company-The Thomson-Houston CompanyOne of the 12 stocks that made up the first DJIA index in 1896.In the list continuously since 1907The Heritage美國通用電氣公司的戰略管理模式GETodays BasicsRevenue:$125.7 BDomestic:Foreign 2:1Net Incom

2、e$13.7 BMarket Capitalization:$244BEmployees:310,00013 major businessesMore than 100 countriesCompare and Contrast81TodayRevenue$27.2B$125.7BEarnings$1.7B$13.7BMarket Value$13B$244BBusinesses4313Employees404,000310,000The Three FamiliesLong-Cycle BusinessesGEShort-Cycle BusinessesFinancial ServicesL

3、ong-Cycle BusinessesLong-Cycle BusinessesAircraft EnginesPower SystemsMedical SystemsTransportation SystemsShort-Cycle BusinessesShort-Cycle BusinessesConsumer AppliancesIndustrial SystemsSpecialty MaterialsNBCPlasticsFinancial ServicesFinancial ServicesCommercial FinanceConsumer FinanceEquipment Ma

4、nagementInsurance BusinessA Summary of Business FinancesThe Share of the PieThe Share of the PieThe Era:How the Market Valued itCompare&Contrast with Pre-Welch EraFrom Following the EconomyTo Setting the PaceThe TurnaroundHow did they do it?SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadv

5、antageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSix SigmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitizationBPOandchangeJackWelchsvisionBenumber1or2(Fix,sellorclose)Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry“Adecad

6、efromnow,IwouldlikeGeneralElectrictobeperceivedasaunique,high-spirited,entrepreneurialenterprise.themostprofitable,highlydiversifiedcompanyonearth,withworldqualityleadershipineveryoneofitsproductlinesSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981Strength

7、sWeakness4blocksSix SigmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitizationBPOandchangeSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSix SigmaInertiaBest practicesLeadershipBoundary le

8、ssnessValuesStrategic ModelFront-end FocusDigitizationBPOandchangeStrengths SizeDiversifiedportfolioRelationswiththegovernmentFinancialstrengthWeaknesses BureaucraticmechanisticorganizationManylayersfromtoptobottomDoingitbythebookinsteadofdoingitrightforthecustomer,employeeorbusinessBusinessesasIsla

9、ndsuntothemselvesOpportunitiesEmergingmarketsChangingbusinessmodelsThreats TheJapanesechallengeRecessionaryUSeconomywithhighinterestratesandastrongdollarSWOT analysis in 1981JackWelchsvisionBenumber1or2(Fix,sellorclose)Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry“Adecad

10、efromnow,IwouldlikeGeneralElectrictobeperceivedasaunique,high-spirited,entrepreneurialenterprise.themostprofitable,highlydiversifiedcompanyonearth,withworldqualityleadershipineveryoneofitsproductlinesSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981Strength

11、sWeakness4blocksSix SigmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitizationBPOandchangeBusiness RestructuringGE-McKinsey MatrixQuestion markAppliances Specialty MaterialsWinnerAircraft EnginesPower SystemsWinner Medical SystemsCapital LoserConsumer Elect

12、ronicsAverage Business PlasticsIndustrial SystemsWinnerTransportationLoser Central A/CHouse waresCoal miningLoserProfit Producer LightingHighMediumLowLowMediumHighMarketAttractivenessCompetitivePositionReorganization of businessesChanging composition of businessesBusiness Restructuring.contdToFromFo

13、urNineDe-layering of hierarchical levelsEvaluated against external competitionInternal comparisons with past performanceFocus of Budgeting processReal time planningStrategic Planning processPlanning processSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981St

14、rengthsWeakness4blocksSix SigmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitizationBPOandchangeScientific ManagementVsTransformational leadershipWriting Speaker CautiousAggressiveHarmony Confrontational System orientedIndividual orientedIntegrationthrucomm

15、ittees ThruProcesses ReliesonReportsOnemployeefeedbackAvoideduncertaintyAccepteditControlledchangeReveledinchangeReginaldJonesJackWelchPath-breaking Leadership of GE Grooming a generation of leadersTypeIIIGot rid off quicklyTypeIStarTypeIIGiven another chanceTypeIVAsked to leaveLowHighHighLowTeamVal

16、uesPerformanceLeaders of the futureThe 4 EsEnergy-excited by ideas because of the opportunity bringsEnergize-infecting everyone with the same enthusiasm for an ideaEdge-the ability to make tough decisionsExecute-the ability to turn vision into results“Work-out was a process initiated by Jack Welch a

17、nd James Baughman to address the issue of increasing productivity by changing the in-house culture to reflect that of an small firm,characterized by Speed Simplicity Self Confidence“Work-outSelf-ConfidenceSimplicitySpeedOrganizational Restructuring-“Work-outCulture in 1980s Fine tuned Financial Anal

18、ysis Long Strategic Deliberations Centralized Controls Multilevel ApprovalsCulture in late 1980s 1990sSpeed Simplicity Self ConfidenceWork-out ProcessTransformation of culture at GE to sustain growth&productivityOrganizational Restructure “Work-outImplementationofatypicalin-house“workoutConsultantas

19、signedtoeachGEbusinesstofacilitate3-dayoff-sitesGroupsof40100employeesinvitedtoshareviewsabouttheirbusinessandhowitmightbeimproved.UnitBosspresentschallenge/problemandleavesfacilitatorswithemployeestolistproblems,debatesolutions,andpreparepresentations.Results(analysisandrecommendations)werepresente

20、dtotheUnitBossonthefinalday.Immediatedecisions“yes/notakenontheproposalsbytheUnitBoss.DeadlinesfixedtoreviewadditionalinformationPromptactionandfollow-uponproposalsOrganizational Restructure “Work-outImplementation of a typical in-house“workoutWork-out OrganizationParticipationProblem PresentationEv

21、aluationResult PresentationDecisionAction/Follow upResultsof“Work-out:1981198819922%productivityannually4%productivityannually“Work-out ProcessSalientFeaturesof“Work-outCulturecharacterizedbyspeed,simplicityandself-confidence.Ideassolicitedfromeveryone,everywhereNoboundariescreatedbyorganizationalhi

22、erarchy.NodocumentationFocusonturningtalkintoaction.FocusonaddressingrealproblemsandsolutionsNofunctionalspecializationandhierarchicalpowerdifferencesinhibitingflowsandimplementationofaction.Promptactioninformationregardlessofthesource.Closingtheloop-FollowingupondecisionsandlearningbydoingOrganizat

23、ional Restructure “Work-outDomesticOperationForeignOperationGE:BoundrylessOrganizationEngineeringManufacturingMarketingSalesCustomerServiceTraditional StructureGeographicallySegmentedBoundbyFunctionalbarriersNoideasharingLabeldependentBoundryless StructureGE:ASeamlessOrganizationIntegratedApproachNo

24、FunctionalBarriersBonusandoptionslinkedtoideageneration&sharingNoLabeldependenceOrganizational Restructure-Boundryless BehaviorWorkoutsBoundryless BehaviorOrganizational Change leading to Superior Customer ResponsivenessDifferentiating FactorValue CreationCompetitive AdvantageOrganizational change c

25、ompetitive advantageOrganizational RestructureSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSix SigmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitizationBPOandchangeMarketsGrowth EngineP

26、resentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalizationMarketsGrowth EnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalizationMarketsGrowth

27、 EnginePresentNewPresentNewFour PillarsProduct/serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalizationFocusonbuildingblocksofcompetitiveadvantageQualityInnovationCustomerResponsivenessEfficiencyMarketPenetrationMarket PenetrationMarketPenetrationCoreBusinessHighTech

28、nologyServicesInvestinimprovingQuality&EfficiencystayontheleadingedgebyinvestinginR&DAchievesuperiorcustomerresponsivenessThreeCircleConcept:threeparallelapproachesGEsforayintotheServicesIndustrywas2-pronged TooffsetthedependenceofGEonitsindustrialproductswithinitsexistingmarketandhelpitsbusinessesr

29、eachthe#1position.Tocountertheslumpinthedemandforexistingproductsbyprovidingvalue-addedservicesBenefits:HugegrowthpotentialforGEandResultinincreasedrevenuethroughvalue-addedservices.e.g.:ServicebasedtechnologiessuchasrealtimemonitoringcapabilitiesdevelopedbyGEsMedicalSystemstobetransferredtotherealt

30、imemonitoringofAircraftEnginesandPowerBusinessUnits.Product/Service ExtensionsServiceExtensionsinexistingmarketswererealizedbyacquisitionssuchas$1.5billionjetengineservicebusiness$600millionpurchaseofaglobalpowergenerationequipmentservicecompanyService Extensions:Revenue GrowthMarket Expansion(Globa

31、lization)Why?-6%Vs12%-Cost&QualityAdvantage-IntellectualCapitalDiversificationCreatingvaluebyDecreasingoverallportfoliorisk.longcycle&shortcyclebusinessesSuperiorInternalGovernanceviaMacro-managementTransferringcompetenciesboundarylessbehaviorEconomiesofscopeA balancing actBureau-cracyValueDestroyin

32、gvalueby bloated bureaucracy Information overload Lack of CoordinationHow?Smartbombing:ThinkGlobalActLocal-DevelopedGlobalMarkets-EmergingGlobalMarketsFactorEndowmentsIntensity of RivalryLocalDemandConditionsCompetitivenessNationalCompetitiveAdvantageIssues:PortersDiamondMarket Expansion(Globalizati

33、on)GlobalizationforMarketexpansionanddiversificationProduct/ServiceExtension&Diversification:AcquisitionsWhy?-Quicker way to achieve significant growth-Lesser uncertainty-High barriers to entry(mature businesses)Industrial/NBCFinancialServicesa)#Deals34525610110813495TBDa)FinancialServicesDatainclud

34、es(cash,debt,stock)AssetPortfolioDealsb)TotalConsiderationTransaction Valueb)ACQUISITIONS CRITICAL TO GES GROWTH.AcquisitionsSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSix SigmaInertiaBest practicesLeadershipBoundary lessnessVa

35、luesStrategic ModelFront-end FocusDigitizationBPOandchangeQualityFourPillarsContinuousImprovementBestpracticesOvercomeInertiaSustaining Competitive AdvantageSix Sigma EvolutionWhat Does Six SigmaSix Sigma Do For GE?1995PRODUCTIVITY1995PRODUCTIVITY1997PRODUCT DESIGN1997PRODUCT DESIGN1998 THE CUSTOMER

36、1998 THE CUSTOMER1999FULFILLMENT1999FULFILLMENT2000DIGITIZATION2000DIGITIZATIONEvolution in GE 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 Benefit1996Cos

37、t Benefit1997Cost Benefit1998Cost Benefit1999Cost Benefit20006Sigma Cost6Sigma ProductivityDelighting CustomersResults from 6 Sigma$2500$3.0B$0.5B$2.5$2.5B BHEADSPINECHESTABDOMENPELVISLIVER1minute19seconds9million2minutes15seconds1million3minutes17seconds4million20seconds 06seconds6millionExam TimeB

38、eforeExam TimeAfterProceduresper YearGEMS LightSpeed CT ScannerAbdomen:liver,spine,kidneyHead:skull,brainImage SpeedsImage Speeds BeforeBeforeAfterAfterAfterProducts from 6 Sigma Benchmarking&Best Practice sharingBenchmarkingFirst carried out in 1988,against Ford,Hewlett Packard,Xerox,and Toshiba on

39、only productivity dimensionsCurrently,used for target-setting for all processes and functionsConducted usingPEERnext andeOPTIMIS software toolsBestPracticessharingSix Sigma tracker for each business and Six Sigma cafe across GEAdoption of Best Practices institutionalized viaCopy Cat AwardAggressivel

40、y driven by GE Operating systemOvercoming inertiaTransition StateCurrentStateImprovedStateMonitoringprogressMakingchangelastMobilizingcommitmentShapingavisionCreatingasharedneedSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSix Sig

41、maInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitizationBPOandchangeBusiness Process OutsourcingBenefitsofOutsourcingProvideCapacityCreateStrategicAdvantageMovetoVariableCostBetterProcessDeliveryRemote processing of Back-end operationsLeverages the intellect

42、ual talent and processing cost differential of developing countriesEg.Underwriting process forGE credit cards,Mortgage,SFG etc.for any customer in USA and Europe take place in Delhi,India.Digitization is transforming everything GE does;Automatingworkflowandleveragingtheinternetiscrucialtothefuturesu

43、ccessofGEMakingGEfaster,leanerandsmarterevenasGEbecomebigger.Results:$7billionworthofgoodsandservicesweresoldoverthenetin2000.$6billionwasconductedononlineauctions$1.5billiongeneratedbyGEinoperatingmarginimprovementsin2001E-business/DigitizationThisisthequoteoftheday.fromJeffsanalystmeetingafterSep1

44、1th2001GE 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.

45、Appendix GE E-Business Internet StrategiesStrategyDefinitionWhat is it?ExamplesVisualDisintermediationAggregationCommunity PortalPermeate theCustomers SpaceCustomer-SpecifiedProducts and Termseee$Dynamic PricingeeTakeoverorremembercustomersdataandremembertheirprocessesorpreferencesGetbetweenthebuyer

46、andsellerCreateacommunityofbuyersandsellersTakeouttheMiddleManLetthecustomerintodesigndataandprocessesCreateaMarketGEAppliancesPurchasingappliancesonlineisavailableforcustomersalongwithsparesandaccessoriesDirectSellingProvideabroadrangeofproductinformationGELightingDetailedandvisualproductinformatio

47、ncategorizedforhome,businessorautomotiveuseGESupplyCreatesnetworkforcommunicationbetweenallsuppliersProvideproductsandservicestomembersRememberthecustomerspreferences,paymentmethods,recentpurchases,etc.GEFinancialNetworkProvidesOnlineinsuranceQuotesandpaymentfacility.Also,updatescustomersofnewoffers

48、Customerdesigns/configurestheirownproductGELightingThereissoftwaretodownloadthathelpsdecidetheperfectlightAuctionsGEXchangeElectronicExchangethatallowscustomerstonametheirownpricesCo-Marketing RelationshipsService PartnershipExtendserviceintothecustomersorganizationSharecustomerstocreateamorecompell

49、ingproductGEMedicalSystemsOther consumable Diagnostic products of suppliers can be purchased along with CT scan sparesDirectSellingandAdvertisingeeEnsuringthatthecustomerneedsaremetGEAircraftEngineswouldkeepaninventoryofenginesinstocktomeetrequire-mentsandneeds.Equity/Warrants:GEistryingtosecureeith

50、erequityorwarrantsfromallthevendorsthatitisworkingwithtodevelopitse-businessstrategiesE-business Vendor Goals:Securevaluablerevenues(internetcompaniestradeatsalesmultiples)GetinstantaneouscredibilitywithmarketplacethroughGEreference/endorsementGE Businesses Goals:Recoverconsulting/licensecostsBroade

51、npartneringrelationshipsSecureequityupsideopportunitywithhighgrowth,emerginge-businesscompaniesGE Equity Goals:PutmoneytoworkandmaximizeROISupportGEbusinessesbyinvestinginstrategiccompaniesEquity:thedirectownershipinacompanyMutually beneficial relationship:Warrant:aninstrumentthatgivestheholdertheri

52、ghttoacquireacertainnumberofsharesofthecapitalstockofacompanyonorbeforeacertaindateforacertainprice GE E-Business Internet StrategiesServiceExtensions:RevenueGrowthInnovationObjective approach towards the customerLook for technology platformsCreate game changing technologies-remote diagnostics capab

53、ilitySolve GEs crtical technical challenges Low Nox emmissionsShare technologies across businessesSource technology worldwideDevelop technical human resourceFor example,GE researchers developed ductile tungsten,many new types of engineering plastics,man-made diamond,and major improvements in compute

54、d tomography and magnetic resonance imaging.GE 90 engine-the worlds most powerful,efficient and quiet engine.One of the major technology advances involved in this program is a composite fan blade made of a polymer-based material that is twice as strong as steel at half the weight.1997Performix X-ray

55、 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 Locomotive2000or later New Designs5000 Projects focused onNew 6 Sigma T

56、echnology&New Processes to the GEBusinessesAll of GE Products Designed for Six SigmaAll of GE Products Designed for Six SigmaProductsProducts from 6 Sigmafrom 6 Sigma Customer IssueAssembly Line EfficiencyCustomer ResultsOutput from 450 800 Units/DayWIP 85%$1MM Cost OutFloor Care ManufacturerFloor C

57、are Manufacturer PlasticsAirlinesAirlines EnginesBuildersBuilders AppliancesHospitalsHospitals MedicalRetailersRetailers Lighting AppliancesOEMsOEMs Vendor CEFUtilitiesUtilities PowerSys.IndustrialSys.Six Sigma the CustomerSix Sigma Approach identifies Factors impacting Work FlowGE Results2MM lb.Sha

58、re Shift$1.5MM Growth ProgramEfficiencyVariation from Request2/9910/99Today17Days 4 Days 2 DaysGE SiliconesGE Silicones-Delivery to RequestCustomer ResponsivenessCustomer ResponsivenessSales Sales Double Digit Volume GrowthDouble Digit Volume GrowthInternet Internet Web Sales BoomingWeb Sales Boomin

59、gSales 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 PlantEquipment availability98Baseline2Q993Q994Q992000On-time Reliability gives Customer 45 days more Electricity SalesOn-time Reliability gives

60、Customer 45 days more Electricity SalesGE Power SystemsGE Power Systems-OEECustomersRevenue ImpactedBy Variation30231450Days5Days5DaysQualityQuality45Day Variation Reduction45Day Variation ReductionSize of circle corresponds to number of qualified workers availableCapabilities of workersForeign lang

61、uages(Primarily English)Quality of work&work ethic Cost differentialLocation Attractiveness InfrastructureCommunicationBasic InfrastructureCountry risks&FDI IncentivesAttractive IncentivesPolitical environment Time Zone attractivenessSingaporeHongkongChinaHollandIrelandAustraliaUKIndiaPhilippinesMex

62、icoHighHighLowLowMigration StrategySelectOrganizationToBenchmarkPrepareForTheVisitVisitTheOrganizationDebrief&DevelopAnActionPlanRetainAndCommunicateIdentifyProcessToBenchmarkBenchmarking:A Six Step ProcessSelectprocessanddefinedefectandopportunitiesMeasurecurrentprocesscapabilityandestablishgoalUnd

63、erstanddetailedprocesswhichneedsimprovementOutlineindustries/functionswhichperformyourprocessFormulatelistofworldclassperformersContacttheorganizationandnetworkthroughthekeycontactResearchtheorganizationandgroundyourselfintheirprocessesDevelopadetailedquestionnairetoobtaindesiredinformationSetuplogi

64、sticsandsendpreliminarydocumentstoorganizationFeelcomfortablewithandconfidentaboutyourhomeworkFostertherightatmospheretomaximizeresultsConcludeinthankingorganizationandensurefollow-upifnecessaryReviewteamobservationsandcompilereportofvisitCompilelistofbestpracticesandmatchtoimprovementneedsStructure

65、actionitems,identifyowners&moveintoimprovephaseReportouttobusinessmanagement&6sleadersPostfindingsand/orvisitreportonlocalserver/6sbulletinboardEnterinformationonGEIntranetbenchmarkingprojectdatabaseBenchmarking-The ProcessKnowledgeSystemsCultureFunctionalExcellenceBusiness SuccessThe Value(in the c

66、ase of R&D)1.Short development cycles make GE more agile in a very competitive environment.2.R&D predictability:Use of knowledge-sharing and management greatly increases probability to make optimal use of windows of opportunity(Competitively-external readiness/Supply and S&M organization-internal readiness).Value propositionDecentralized Input and RetrievalCorporateFunctionsBusinessUnitsCountryOrganizationsWorldwideCommonInformationPoolandKnowledgeSharingSystemsExternal:DatabasesOnlineJournalsMa