美国通用电气公司的战略管理模式
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Power Systems
Transportation & Industrial Aircraft Engines
Medical & Technical
Plastics and Specialty Materials Consumer Products
NBC
The Share of the Pie…
Total
Revenue % of total
58.4
45
20.2
16
11.6
9
11.4
9
9.0
7
7.1
6
5.8
4
5.8
4
-3.6
125.7
100
The Share of the Pie…
GE Businesses Revenue Share
4% 4% 6% 7%
45% 9%
9%
16%
GE Capital
Jack Welch’s vision
Be number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry
“A decade from now, I would like General Electric to 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”
BPO Digitization Front-end Focus
4 blocks Six Sigma Inertia Best practices
SWOT analysis in 1981
Strengths Size Diversified portfolio Relations with the government Financial strength
60% 51%
50%
40%
30%
26%
20%
39% 30%
35% 19%
10%
0% Core businesses Technology businesses Service businesses
1981 1991
Business Restructuring…. cont’d
Planning process
Opportunities Emerging markets Changing business models
Threats The Japanese challenge Recessionary US economy with high interest rates and a strong dollar
Focus of Budgeting process
De-layering of hierarchical levels
“A decade from now, I would like General Electric to 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”
4 blocks Six Sigma Inertia Best practices
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Restructuring
and change
Acquisition
Globalization
Growth Engine
The Heritage
•Founded in 1878 by Thomas Alva Edison •Merger in 1892
-The Edison General Electric Company - The Thomson-Houston Company •One of the 12 stocks that made up the first DJIA index in 1896. In the list continuously since 1907
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage
Dynamic Perspective
BPO Digitization Front-end Focus
美国通用电气公司的战略管理模式（GE）
Today’s Basics…
•Revenue: $125.7 B
–Domestic: Foreign ~ 2:1
•Net Income $13.7 B •Market Capitalization: ~$244B •Employees: ~ 310,000 •13 major businesses •More than 100 countries
Loser
Central A/C House wares Coal mining
Loser
Profit Producer
Lighting
Low
Low
Competitive Position
Reorganization of businesses
Changing composition of businesses
Transportation Systems
Short-Cycle Businesses
Short-Cycle Businesses
Consumer Appliances
Industrial Systems
NBC
Plastics
Specialty Materials
Financial Services
…Compare and Contrast
Revenue
’81 $27.2 B
Today $125.7 B
Earnings Market Value Businesses Employees
$1.7 B $13 B 43 404,000
$13.7 B $244 B 13 310,000
The Three Families
New Product / service Diversification Extension
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage
Dynamic Perspective
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Restructuring
and change
Acquisition
Globalization
Growth Engine
New Product / service Diversification Extension
ห้องสมุดไป่ตู้
Dynamic Perspective
BPO Digitization Front-end Focus
4 blocks Six Sigma Inertia Best practices
Jack Welch’s vision
Be number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry
…To Setting the Pace
The Turnaround
How did they do it?
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Restructuring
and change
Acquisition
Globalization
Financial Services
Commercial Finance
Consumer Finance
Equipment Management
Insurance Business
A Summary of Business Finances
Businesses
GE Capital Power Systems Transportation & Industrial Aircraft Engines Medical & Technical Plastics and Specialty Materials Consumer Products NBC Adjustments
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage
Dynamic Perspective
BPO Digitization Front-end Focus
4 blocks Six Sigma Inertia Best practices
Business Restructuring…GE-McKinsey Matrix
Medium High
Market Attractiveness
Question mark
Appliances Specialty Materials
Winner
Aircraft Engines Power Systems
Loser
Average Business
Consumer Electronics Plastics
Industrial Systems
Winner
Medical Systems Capital
Winner
Transportation
40%
40%
Long-Cycle Businesses
Short-Cycle Businesses
Financial Services
20%
The Era: How the Market Valued it
Compare & Contrast with Pre-Welch Era
From Following the Economy…
GE
Long-Cycle Businesses
Short-Cycle Businesses
Financial Services
Long-Cycle Businesses
Long-Cycle Businesses
Aircraft Engines
Power Systems
Medical Systems
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Restructuring
and change
Acquisition
Globalization
Growth Engine
New Product / service Diversification Extension
Weaknesses Bureaucratic mechanistic organization Many layers from top to bottom Doing it by the book instead of doing it right for the customer, employee or business Businesses as Islands unto themselves
Growth Engine
New Product / service Diversification Extension
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage
Transportation & Industrial Aircraft Engines
Medical & Technical
Plastics and Specialty Materials Consumer Products
NBC
The Share of the Pie…
Total
Revenue % of total
58.4
45
20.2
16
11.6
9
11.4
9
9.0
7
7.1
6
5.8
4
5.8
4
-3.6
125.7
100
The Share of the Pie…
GE Businesses Revenue Share
4% 4% 6% 7%
45% 9%
9%
16%
GE Capital
Jack Welch’s vision
Be number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry
“A decade from now, I would like General Electric to 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”
BPO Digitization Front-end Focus
4 blocks Six Sigma Inertia Best practices
SWOT analysis in 1981
Strengths Size Diversified portfolio Relations with the government Financial strength
60% 51%
50%
40%
30%
26%
20%
39% 30%
35% 19%
10%
0% Core businesses Technology businesses Service businesses
1981 1991
Business Restructuring…. cont’d
Planning process
Opportunities Emerging markets Changing business models
Threats The Japanese challenge Recessionary US economy with high interest rates and a strong dollar
Focus of Budgeting process
De-layering of hierarchical levels
“A decade from now, I would like General Electric to 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”
4 blocks Six Sigma Inertia Best practices
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Restructuring
and change
Acquisition
Globalization
Growth Engine
The Heritage
•Founded in 1878 by Thomas Alva Edison •Merger in 1892
-The Edison General Electric Company - The Thomson-Houston Company •One of the 12 stocks that made up the first DJIA index in 1896. In the list continuously since 1907
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage
Dynamic Perspective
BPO Digitization Front-end Focus
美国通用电气公司的战略管理模式（GE）
Today’s Basics…
•Revenue: $125.7 B
–Domestic: Foreign ~ 2:1
•Net Income $13.7 B •Market Capitalization: ~$244B •Employees: ~ 310,000 •13 major businesses •More than 100 countries
Loser
Central A/C House wares Coal mining
Loser
Profit Producer
Lighting
Low
Low
Competitive Position
Reorganization of businesses
Changing composition of businesses
Transportation Systems
Short-Cycle Businesses
Short-Cycle Businesses
Consumer Appliances
Industrial Systems
NBC
Plastics
Specialty Materials
Financial Services
…Compare and Contrast
Revenue
’81 $27.2 B
Today $125.7 B
Earnings Market Value Businesses Employees
$1.7 B $13 B 43 404,000
$13.7 B $244 B 13 310,000
The Three Families
New Product / service Diversification Extension
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage
Dynamic Perspective
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Restructuring
and change
Acquisition
Globalization
Growth Engine
New Product / service Diversification Extension
ห้องสมุดไป่ตู้
Dynamic Perspective
BPO Digitization Front-end Focus
4 blocks Six Sigma Inertia Best practices
Jack Welch’s vision
Be number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry
…To Setting the Pace
The Turnaround
How did they do it?
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Restructuring
and change
Acquisition
Globalization
Financial Services
Commercial Finance
Consumer Finance
Equipment Management
Insurance Business
A Summary of Business Finances
Businesses
GE Capital Power Systems Transportation & Industrial Aircraft Engines Medical & Technical Plastics and Specialty Materials Consumer Products NBC Adjustments
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage
Dynamic Perspective
BPO Digitization Front-end Focus
4 blocks Six Sigma Inertia Best practices
Business Restructuring…GE-McKinsey Matrix
Medium High
Market Attractiveness
Question mark
Appliances Specialty Materials
Winner
Aircraft Engines Power Systems
Loser
Average Business
Consumer Electronics Plastics
Industrial Systems
Winner
Medical Systems Capital
Winner
Transportation
40%
40%
Long-Cycle Businesses
Short-Cycle Businesses
Financial Services
20%
The Era: How the Market Valued it
Compare & Contrast with Pre-Welch Era
From Following the Economy…
GE
Long-Cycle Businesses
Short-Cycle Businesses
Financial Services
Long-Cycle Businesses
Long-Cycle Businesses
Aircraft Engines
Power Systems
Medical Systems
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Restructuring
and change
Acquisition
Globalization
Growth Engine
New Product / service Diversification Extension
Weaknesses Bureaucratic mechanistic organization Many layers from top to bottom Doing it by the book instead of doing it right for the customer, employee or business Businesses as Islands unto themselves
Growth Engine
New Product / service Diversification Extension
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage