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In order to make the company successful and create a good image, Immelt had to do some rebuilding. He first had to rebalance the company's portfolio which included investing in media companies in order to be positioned for the digital future. Next, he wanted to place a high priority on servicing the customers through hiring a strong marketing team familiar with customer needs. He knew he had create new processes within the company and began adding platforms such as bioscience and film/DVD to the company. They also expanded into the Hispanic television arena by revamping Telemundo and helping the ailing television station become profitable.
Immelt also did many other things to diversify and increase the profit margin of GE. With the company being as such a large, global conglomerate it is sometimes difficult to outperform in the market, but Immelt proved that this could be done....
Under Welch's leadership, the company focused on a few things and did them very well. Well enough that the company constantly outperformed and saw increases in the double digits many times.
However, Immelt was living in a different climate than his predecessor and had to think outside the box and because of 9/11 was forced to do it quickly. By being forward thinking and investing in technologies that the company had never invested in before, Immelt was able to bring the company back into the double digits that it had enjoyed for years. He was forward thinking in his investment strategies and well as his decision to not only focus on profits, but on the customers and social responsibility. Immelt did not let the fact that GE was such a large conglomerate keep him from believing that the company could begin to grow again. He saw the company's size as a strength and play off of it very well.
CEO General Electric (GE) is one of the world's most renowned companies involved in the production, distribution and the use of electrical products globally. The business was started in 1978. It has developed to be the best performing and highly competitive organizations by providing quality products to its consumers. Much of the performance of the GE Company is highly attributed to the nature of leadership adopted to ensure the maintenance
" (Ying-Feng, 2006) As mention earlier, the leadership at GE was able to pull of years of having the best leadership; for instance, in September 7, 2001, when 44-year-old Jeff Immelt was picked as being the company's twelfth leader after Edison, he faced an intimidating challenge. Not only would he be guiding a $130 billion global company managing businesses from lighting to aircraft engines to monetary services, nonetheless he would do
Growth of GE General Electric was founded in 1878 and became a firm in1890 when Thomas Edison combined his different business ventures ("Thomas Edison & GE"). During this time the Thomson-Houston Company was a competitor with GE. When each of the businesses began to grow neither company was having much success in creating electrical installations with their individual patents and technologies. By1892, the Thomson-Houston Company and GE were merged together
Growth Aided by Data Warehousing Adaptability of data warehousing to changes Using existing data effectively can lead to growth Uses of data warehouses for Public Service Getting investment through data warehouse Using Data Warehouse for Business Information Ongoing changes in Data Warehousing The Origin of Data Warehousing and its current importance Relationship between new operating system and data warehousing Developing Organizations through Data Warehousing Telephone and Data Warehousing Choose your own partner Data Warehousing for Societal Causes Updating inaccessible data Data warehousing for investors Usefulness
GE- A combination of Strategy and technology General Electric: A combination of Strategy and Technology / General Electric: Reasons behind Success The Company Profile General Electric's history forms a significant component of U.S. technological history. GE has progressed from the home lab of Thomas Alva Edison to become one among the world's largest corporations, through the course of electrical technology's advancement from the plainest initial applications to the 21st century's high-tech innovations and
Leadership Defining an Ethical Leader Jeffrey Immelt, General Electric The nature of leadership is multifaceted and often requires the continual mastery of new skills, insights, intelligence and perspectives to stay effective over the long-term. Such is the nature of ethical leadership, which requires a steadfast focus on a core set of ethical principles and values that guide a leader's judgment, ensuring consistency over the long-term. These are also the fundamental aspects of any