全球最知名公司成功之道解读之二--GE通用电气管理模式PPT课件.ppt

Foundedin1878byThomasAlvaEdisonMergerin1892TheEdisonGeneralElectricCompanyTheThomson HoustonCompanyOneofthe12stocksthatmadeupthefirstDJIAindexin1896 Inthelistcontinuouslysince1907 TheHeritage 美国通用电气公司的战略管理模式 GE Today sBasics Revenue 125 7BDomestic Foreign 2 1NetIncome 13 7BMarketCapitalization 244BEmployees 310 00013majorbusinessesMorethan100countries CompareandContrast TheThreeFamilies Long CycleBusinesses GE Short CycleBusinesses FinancialServices Long CycleBusinesses Long CycleBusinesses AircraftEngines PowerSystems MedicalSystems TransportationSystems Short CycleBusinesses Short CycleBusinesses ConsumerAppliances IndustrialSystems SpecialtyMaterials NBC Plastics FinancialServices FinancialServices CommercialFinance ConsumerFinance EquipmentManagement InsuranceBusiness ASummaryofBusinessFinances TheShareofthePie TheShareofthePie TheEra HowtheMarketValuedit Compare ContrastwithPre WelchEra FromFollowingtheEconomy ToSettingthePace TheTurnaround Howdidtheydoit SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange JackWelch svision Benumber1or2 Fix sellorclose Welchsetthestandardforeachbusinesstobecomethe 1or 2competitorinitsindustry Adecadefromnow IwouldlikeGeneralElectrictobeperceivedasaunique high spirited entrepreneurialenterprise themostprofitable highlydiversifiedcompanyonearth withworldqualityleadershipineveryoneofitsproductlines SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange SWOTanalysisin1981 JackWelch svision Benumber1or2 Fix sellorclose Welchsetthestandardforeachbusinesstobecomethe 1or 2competitorinitsindustry Adecadefromnow IwouldlikeGeneralElectrictobeperceivedasaunique high spirited entrepreneurialenterprise themostprofitable highlydiversifiedcompanyonearth withworldqualityleadershipineveryoneofitsproductlines SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange BusinessRestructuring GE McKinseyMatrix QuestionmarkAppliancesSpecialtyMaterials WinnerAircraftEnginesPowerSystems WinnerMedicalSystemsCapital LoserConsumerElectronics AverageBusinessPlasticsIndustrialSystems WinnerTransportation LoserCentralA CHousewaresCoalmining Loser ProfitProducerLighting High Medium Low Low Medium High MarketAttractiveness CompetitivePosition Reorganizationofbusinesses Changingcompositionofbusinesses BusinessRestructuring cont d SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange ScientificManagement Vs Transformationalleadership WritingSpeakerCautiousAggressiveHarmonyConfrontationalSystemorientedIndividualorientedIntegrationthrucommitteesThruProcessesReliesonReportsOnemployeefeedbackAvoideduncertaintyAccepteditControlledchangeReveledinchange ReginaldJonesJackWelch Path breakingLeadershipofGE Groomingagenerationofleaders TypeIIIGotridoffquickly TypeIStar TypeIIGivenanotherchance TypeIVAskedtoleave Low High High Low TeamValues Performance Leadersofthefuture The4EsEnergy excitedbyideasbecauseoftheopportunitybringsEnergize infectingeveryonewiththesameenthusiasmforanideaEdge theabilitytomaketoughdecisionsExecute theabilitytoturnvisionintoresults Work out wasaprocessinitiatedbyJackWelchandJamesBaughmantoaddresstheissueofincreasingproductivitybychangingthein houseculturetoreflectthatofansmallfirm characterizedbySpeedSimplicitySelfConfidence Work out Self Confidence Simplicity Speed OrganizationalRestructuring Work out Culturein1980 sFinetunedFinancialAnalysisLongStrategicDeliberationsCentralizedControlsMultilevelApprovals Cultureinlate1980 s 1990 sSpeedSimplicitySelfConfidence Work outProcess TransformationofcultureatGEtosustaingrowth productivity OrganizationalRestructure Work out Implementationofatypicalin house workout ConsultantassignedtoeachGEbusinesstofacilitate3 dayoff sites Groupsof40 100employeesinvitedtoshareviewsabouttheirbusinessandhowitmightbeimproved UnitBosspresentschallenge problemandleavesfacilitatorswithemployeestolistproblems debatesolutions andpreparepresentations Results analysisandrecommendations werepresentedtotheUnitBossonthefinalday Immediatedecisions yes no takenontheproposalsbytheUnitBoss Deadlinesfixedtoreviewadditionalinformation Promptactionandfollow uponproposals OrganizationalRestructure Work out Implementationofatypicalin house workout Work outOrganization Participation ProblemPresentation Evaluation ResultPresentation Decision Action Followup Resultsof Work out 1981 1988 1992 2 productivityannually 4 productivityannually Work out Process SalientFeaturesof Work out Culturecharacterizedbyspeed simplicityandself confidence Ideassolicitedfromeveryone everywhere Noboundariescreatedbyorganizationalhierarchy Nodocumentation Focusonturningtalkintoaction Focusonaddressingrealproblemsandsolutions Nofunctionalspecializationandhierarchicalpowerdifferencesinhibitingflowsandimplementationofaction Promptactioninformationregardlessofthesource Closingtheloop Followingupondecisionsandlearningbydoing OrganizationalRestructure Work out DomesticOperation ForeignOperation GE BoundrylessOrganization Engineering Manufacturing Marketing Sales CustomerService TraditionalStructureGeographicallySegmentedBoundbyFunctionalbarriersNoideasharingLabeldependent BoundrylessStructureGE ASeamlessOrganizationIntegratedApproach NoFunctionalBarriersBonusandoptionslinkedtoideageneration sharingNoLabeldependence OrganizationalRestructure BoundrylessBehavior WorkoutsBoundrylessBehavior OrganizationalChangeleadingtoSuperiorCustomerResponsiveness DifferentiatingFactor ValueCreation CompetitiveAdvantage Organizationalchange competitiveadvantage OrganizationalRestructure SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange Markets GrowthEngine Markets GrowthEngine Markets GrowthEngine Focusonbuildingblocksofcompetitiveadvantage MarketPenetration MarketPenetration MarketPenetration CoreBusiness HighTechnology Services InvestinimprovingQuality Efficiency stayontheleadingedgebyinvestinginR D Achievesuperiorcustomerresponsiveness ThreeCircleConcept threeparallelapproaches GE sforayintotheServicesIndustrywas2 prongedTooffsetthedependenceofGEonitsindustrialproductswithinitsexistingmarketandhelpitsbusinessesreachthe 1position Tocountertheslumpinthedemandforexistingproductsbyprovidingvalue addedservicesBenefits HugegrowthpotentialforGEandResultinincreasedrevenuethroughvalue addedservices e g ServicebasedtechnologiessuchasrealtimemonitoringcapabilitiesdevelopedbyGE sMedicalSystemstobetransferredtotherealtimemonitoringofAircraftEnginesandPowerBusinessUnits Product ServiceExtensions ServiceExtensionsinexistingmarketswererealizedbyacquisitionssuchas 1 5billionjetengineservicebusiness 600millionpurchaseofaglobalpowergenerationequipmentservicecompany ServiceExtensions RevenueGrowth MarketExpansion Globalization Why 6 Vs12 Cost QualityAdvantage IntellectualCapital Diversification CreatingvaluebyDecreasingoverallportfoliorisk longcycle shortcyclebusinessesSuperiorInternalGovernanceviaMacro managementTransferringcompetencies boundarylessbehaviorEconomiesofscope DestroyingvaluebybloatedbureaucracyInformationoverloadLackofCoordination How Smartbombing ThinkGlobalActLocal DevelopedGlobalMarkets EmergingGlobalMarkets FactorEndowments IntensityofRivalry LocalDemandConditions Competitiveness NationalCompetitiveAdvantage Issues Porter sDiamond MarketExpansion Globalization GlobalizationforMarketexpansionanddiversification Product ServiceExtension Diversification Acquisitions Why Quickerwaytoachievesignificantgrowth Lesseruncertainty Highbarrierstoentry maturebusinesses Industrial NBCFinancialServicesa Deals34525610110813495TBD a FinancialServicesDataincludes cash debt stock AssetPortfolioDealsb TotalConsideration TransactionValueb ACQUISITIONSCRITICALTOGE SGROWTH Acquisitions SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange SustainingCompetitiveAdvantage WhatDoesSixSigmaDoForGE 1995PRODUCTIVITY 1997PRODUCTDESIGN 1998 THECUSTOMER 1999FULFILLMENT 2000DIGITIZATION EvolutioninGE DrivesCustomerCentricityImprovesProduct ServiceCapabilityReducesCostsImprovesPerformanceReliabilityFoundationfore Business Digitization Resultsfrom6Sigma HEAD SPINE CHESTABDOMENPELVIS LIVER 1minute 19seconds 9million 2minutes 15seconds 1million 3minutes 17seconds 4million 20seconds 06seconds 6million ExamTimeBefore ExamTimeAfter ProceduresperYear GEMSLightSpeedCTScanner Abdomen liver spine kidney Head skull brain ImageSpeeds Productsfrom6Sigma Benchmarking BestPracticesharing BenchmarkingFirstcarriedoutin1988 againstFord HewlettPackard Xerox andToshibaononlyproductivitydimensionsCurrently usedfortarget settingforallprocessesandfunctionsConductedusing PEERnext andeOPTIMISsoftwaretoolsBestPracticessharingSixSigmatrackerforeachbusinessandSixSigmacafe acrossGEAdoptionofBestPracticesinstitutionalizedvia CopyCat AwardAggressivelydrivenbyGEOperatingsystem Overcominginertia TransitionState Current State Improved State Monitoringprogress Makingchangelast Mobilizingcommitment Shapingavision Creatingasharedneed SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspective 4blocks SixSigma Inertia Bestpractices Leadership Boundarylessness Values StrategicModel Front endFocus Digitization BPO andchange BusinessProcessOutsourcing BenefitsofOutsourcing ProvideCapacity CreateStrategicAdvantage MovetoVariableCost BetterProcessDelivery RemoteprocessingofBack endoperationsLeveragestheintellectualtalentandprocessingcostdifferentialofdevelopingcountries Eg UnderwritingprocessforGEcreditcards Mortgage SFGetc foranycustomerinUSAandEuropetakeplaceinDelhi India DigitizationistransformingeverythingGEdoes AutomatingworkflowandleveragingtheinternetiscrucialtothefuturesuccessofGEMakingGEfaster leanerandsmarterevenasGEbecomebigger Results 7billionworthofgoodsandservicesweresoldoverthenetin2000 6billionwasconductedononlineauctions 1 5billiongeneratedbyGEinoperatingmarginimprovementsin2001 E business Digitization Thisisthequoteoftheday fromJeff sanalystmeetingafterSep11th2001 GEisbuilttooutperform saidImmelt whoalsopredicteddouble digitgrowthin2002 Iwaschairmanfortwodays andthenIhadjetswithmyengineshitabuildingIinsuredwhichwascoveredbyanetworkIowned andwestillgrew 2001 earningsby11percent Ithinkwe reinprettygoodshape Appendix GEE BusinessInternetStrategies Strategy Definition Whatisit Examples Visual Disintermediation Aggregation CommunityPortal PermeatetheCustomer sSpace Customer SpecifiedProductsandTerms DynamicPricing Takeoverorremembercustomer sdataandremembertheirprocessesorpreferences Getbetweenthebuyerandseller Createacommunityofbuyersandsellers TakeouttheMiddleMan Letthecustomerintodesigndataandprocesses CreateaMarket GEAppliancesPurchasingappliancesonlineisavailableforcustomersalongwithsparesandaccessories DirectSelling Provideabroadrangeofproductinformation GELightingDetailedandvisualproductinformationcategorizedforhome businessorautomotiveuse GESupplyCreatesnetworkforcommunicationbetweenallsuppliers Provideproductsandservicestomembers Rememberthecustomerspreferences paymentmethods recentpurchases etc GEFinancialNetworkProvidesOnlineinsuranceQuotesandpaymentfacility Also updatescustomersofnewoffers Customerdesigns configurestheirownproduct GELightingThereissoftwaretodownloadthathelpsdecidetheperfectlight Auctions GEXchangeElectronicExchangethatallowscustomerstonametheirownprices Co MarketingRelationships ServicePartnership Extendserviceintothecustomer sorganization Sharecustomerstocreateamorecompellingproduct GEMedicalSystemsOtherconsumableDiagnosticproductsofsupplierscanbepurchasedalongwithCTscanspares DirectSellingandAdvertising Ensuringthatthecustomerneedsaremet GEAircraftEngineswouldkeepaninventoryofengine sinstocktomeetrequire mentsandneeds Equity Warrants GEistryingtosecureeitherequityorwarrantsfromallthevendorsthatitisworkingwithtodevelopit se businessstrategies E businessVendorGoals Securevaluablerevenues internetcompaniestradeatsalesmultiples GetinstantaneouscredibilitywithmarketplacethroughGEreference endorsement GEBusinessesGoals Recoverconsulting licensecostsBroadenpartneringrelationshipsSecureequityupsideopportunitywithhighgrowth emerginge businesscompanies GEEquityGoals PutmoneytoworkandmaximizeROISupportGEbusinessesbyinvestinginstrategiccompanies Equity thedirectownershipinacompany Mutuallybeneficialrelationship Warrant aninstrumentthatgivestheholdertherighttoacquireacertainnumberofsharesofthecapitalstockofacompanyonorbeforeacertaindateforacertainprice GEE BusinessInternetStrategies ServiceExtensions RevenueGrowth Innovation ObjectiveapproachtowardsthecustomerLookfortechnologyplatformsCreategamechangingtechnologies remotediagnosticscapabilitySolveGE scrticaltechnicalchallenges LowNoxemmissionsSharetechnologiesacrossbusinessesSourcetechnologyworldwideDeveloptechnicalhumanresourceForexample GEresearchersdevelopedductiletungsten manynewtypesofengineeringplastics man madediamond andmajorimprovementsincomputedtomographyandmagneticresonanceimaging GE90engine theworld smostpowerful efficientandquietengine Oneofthemajortechnologyadvancesinvolvedinthisprogramisacompositefanblademadeofapolymer basedmaterialthatistwiceasstrongassteelathalftheweight 1997Performix X rayTube1998LightSpeed CTSmallMotorproductsUltem1285Spectra GasRange1999Spectra ElectricRangeAdvantium SpeedOvenTritonDishwasherCeramicMetalHalideLampsT5FluorescentLampSignaOpenSpeed MROQ1050CforCompactDiscAC6000Locomotive 2000orlaterNewDesigns5000ProjectsfocusedonNew6SigmaTechnology NewProcessestotheGEBusinesses AllofGEProductsDesignedforSixSigma Productsfrom6Sigma CustomerIssueAssemblyLineEfficiency CustomerResultsOutputfrom450 800Units DayWIP 85 1MMCostOut FloorCareManufacturer Plastics SixSigma theCustomerSixSigmaApproachidentifiesFactorsimpactingWorkFlow GEResults2MMlb ShareShift 1 5MMGrowthProgram Efficiency 17Days4Days2Days GESilicones DeliverytoRequest CustomerResponsiveness SalesDoubleDigitVolumeGrowthInternetWebSalesBoomingSalesForceMoreTimetoSellvs ChasingOrderStatusOpMarginUp20 On timeReliabilitygivesCustomer45daysmoreElectricitySales GEPowerSystems OEE Customers RevenueImpactedByVariation Quality Sizeofcirclecorrespondstonumberofqualifiedworkersavailable CapabilitiesofworkersForeignlanguages PrimarilyEnglish Qualityofwork workethicCostdifferential LocationAttractivenessInfrastructureCommunicationBasicInfrastructureCountryrisks FDIIncentivesAttractiveIncentivesPoliticalenvironmentTimeZoneattractiveness Singapore Hongkong China Holland Ireland Australia UK India Philippines Mexico High High Low Low MigrationStrategy SelectOrganizationToBenchmark PrepareForTheVisit VisitTheOrganization Debrief DevelopAnActionPlan RetainAndCommun