美国通用电气GE战略管理模式课件

Foundedin1878byThomasAlvaEdisonMergerin1892TheEdisonGeneralElectricCompanyTheThomson-HoustonCompanyOneofthe12stocksthatmadeupthefirstDJIAindexin1896.Inthelistcontinuouslysince1907TheHeritage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:~310,00013majorbusinessesMorethan100countriesTheThreeFamiliesLong-CycleBusinessesGEShort-CycleBusinessesFinancialServicesLong-CycleBusinessesLong-CycleBusinessesAircraftEnginesPowerSystemsMedicalSystemsTransportationSystemsShort-CycleBusinessesShort-CycleBusinessesConsumerAppliancesIndustrialSystemsSpecialtyMaterialsNBCPlasticsASummaryofBusinessFinancesTheShareofthePie…TheShareofthePie…Compare&ContrastwithPre-WelchEraFromFollowingtheEconomy……ToSettingthePaceSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeJackWelch’svisionBenumber1or2(Fix,sellorclose)Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry

“Adecadefromnow,IwouldlikeGeneralElectrictobeperceivedasaunique,high-spirited,entrepreneurialenterprise...themostprofitable,highlydiversifiedcompanyonearth,withworldqualityleadershipineveryoneofitsproductlines”SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeStrengths

SizeDiversifiedportfolioRelationswiththegovernmentFinancialstrengthWeaknesses

BureaucraticmechanisticorganizationManylayersfromtoptobottomDoingitbythebookinsteadofdoingitrightforthecustomer,employeeorbusinessBusinessesasIslandsuntothemselvesOpportunitiesEmergingmarketsChangingbusinessmodelsThreats

TheJapanesechallengeRecessionaryUSeconomywithhighinterestratesandastrongdollarSWOTanalysisin1981JackWelch’svisionBenumber1or2(Fix,sellorclose)Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry

“Adecadefromnow,IwouldlikeGeneralElectrictobeperceivedasaunique,high-spirited,entrepreneurialenterprise...themostprofitable,highlydiversifiedcompanyonearth,withworldqualityleadershipineveryoneofitsproductlines”SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeReorganizationofbusinessesChangingcompositionofbusinesses

ScientificManagementVsTransformationalleadershipWriting

Speaker

Cautious AggressiveHarmony

Confrontational

System

oriented

Individual

orientedIntegrationthrucommittees

ThruProcesses

Relieson Reports OnemployeefeedbackAvoideduncertainty AccepteditControlledchange

ReveledinchangeReginaldJones JackWelchPath-breakingLeadershipofGE

GroomingagenerationofleadersTypeIIIGotridoffquicklyTypeIStarTypeIIGivenanotherchanceTypeIVAskedtoleaveLowHighHighLowTeamValuesPerformanceLeadersofthefutureThe4Es

Energy-excitedbyideasbecauseoftheopportunitybringsEnergize-infectingeveryonewiththesameenthusiasmfor anideaEdge-theabilitytomaketoughdecisionsExecute-theabilitytoturnvisionintoresults“Work-out”wasaprocessinitiatedbyJackWelchandJamesBaughmantoaddresstheissueofincreasingproductivitybychangingthein-houseculturetoreflectthatofansmallfirm,characterizedby

SpeedSimplicitySelfConfidence“Work-out”Self-ConfidenceSimplicitySpeedOrganizationalRestructuring-“Work-out”Culturein1980’sFinetunedFinancial

AnalysisLongStrategicDeliberationsCentralizedControlsMultilevelApprovalsCultureinlate1980’s–1990’sSpeedSimplicitySelfConfidenceWork-outProcessTransformationofcultureatGEtosustaingrowth&productivityOrganizationalRestructure–“Work-out”Implementationofatypicalin-house“workout”·ConsultantassignedtoeachGEbusinesstofacilitate3-dayoff-sites·

Groupsof40–100employeesinvitedtoshareviewsabouttheirbusiness

andhowitmightbeimproved.·

UnitBosspresentschallenge/problemandleavesfacilitatorswith

employeestolistproblems,debatesolutions,andpreparepresentations.·

Results(analysisandrecommendations)werepresentedtotheUnitBosson

thefinalday.·

Immediatedecisions“yes/no”takenontheproposalsbytheUnitBoss.

·

Deadlinesfixedtoreviewadditionalinformation·Promptactionandfollow-uponproposalsOrganizationalRestructure–“Work-out”Implementationofatypicalin-house“workout”Work-out

OrganizationParticipationProblemPresentationEvaluationResultPresentationDecisionAction/

FollowupResultsof“Work-out”:1981198819922%productivityannually4%productivityannually“Work-out”ProcessSalientFeaturesof“Work-out”·Culturecharacterizedbyspeed,simplicityandself-confidence.·

Ideassolicitedfromeveryone,everywhere·

Noboundariescreatedbyorganizationalhierarchy.·

Nodocumentation·

Focusonturningtalkintoaction.·

Focusonaddressingrealproblemsandsolutions·

Nofunctionalspecializationandhierarchicalpowerdifferences

inhibitingflowsandimplementationofaction.·Promptactioninformationregardlessofthesource.·Closingtheloop-FollowingupondecisionsandlearningbydoingOrganizationalRestructure–“Work-out”DomesticOperationForeignOperationGE:BoundrylessOrganizationEngineeringManufacturingMarketingSalesCustomerServiceTraditionalStructureGeographicallySegmentedBoundbyFunctionalbarriersNoideasharingLabeldependentBoundrylessStructureGE:ASeamlessOrganizationIntegratedApproach–No

FunctionalBarriersBonusandoptionslinkedto

ideageneration&sharingNoLabeldependenceOrganizationalRestructure-BoundrylessBehaviorWorkouts

BoundrylessBehaviorOrganizationalChangeleadingtoSuperiorCustomerResponsivenessDifferentiatingFactorValueCreationCompetitiveAdvantageOrganizationalchangecompetitiveadvantageOrganizational

RestructureSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeMarketsGrowthEnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarketExpansionPresentNewProductsAcquisitionGlobalizationMarketsGrowthEnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarketExpansionPresentNewProductsAcquisitionGlobalizationMarketsGrowthEnginePresentNewPresentNewFourPillarsProduct/serviceExtensionDiversificationMarketExpansionPresentNewProductsAcquisitionGlobalization

FocusonbuildingblocksofcompetitiveadvantageQualityInnovationCustomerResponsivenessEfficiency

MarketPenetrationMarketPenetrationMarketPenetrationCoreBusinessHighTechnologyServicesInvestinimprovingQuality&EfficiencystayontheleadingedgebyinvestinginR&DAchievesuperiorcustomerresponsivenessThreeCircleConcept:threeparallelapproachesGE’sforayintotheServicesIndustrywas2-pronged

TooffsetthedependenceofGEonitsindustrialproductswithinits

existingmarketandhelpitsbusinessesreachthe#1position.Tocountertheslumpinthedemandforexistingproductsby

providingvalue-addedservicesBenefits:

HugegrowthpotentialforGEandResultinincreasedrevenuethroughvalue-addedservices.

e.g.:ServicebasedtechnologiessuchasrealtimemonitoringcapabilitiesdevelopedbyGE’sMedicalSystemstobetransferredtotherealtimemonitoringofAircraftEnginesandPowerBusinessUnits.

Product/ServiceExtensionsServiceExtensionsinexistingmarketswererealizedbyacquisitionssuchas$1.5billionjetengineservicebusiness$600millionpurchaseofaglobalpowergeneration

equipmentservicecompanyServiceExtensions:RevenueGrowthMarketExpansion(Globalization)Why? -6%Vs12% -Cost&QualityAdvantage -IntellectualCapitalDiversification

CreatingvaluebyDecreasingoverallportfoliorisk.–longcycle&shortcyclebusinessesSuperiorInternalGovernanceviaMacro-managementTransferringcompetencies–boundarylessbehaviorEconomiesofscopeAbalancingactBureau-cracyValueDestroyingvaluebybloatedbureaucracyInformationoverloadLackofCoordinationHow?Smartbombing:ThinkGlobalActLocal -DevelopedGlobalMarkets -EmergingGlobalMarketsFactorEndowmentsIntensityofRivalryLocalDemandConditionsCompetitivenessNationalCompetitiveAdvantageIssues:Porter’sDiamondMarketExpansion(Globalization)GlobalizationforMarketexpansionanddiversificationProduct/ServiceExtension&Diversification:AcquisitionsWhy? -Quickerwaytoachievesignificantgrowth -Lesseruncertainty -Highbarrierstoentry(maturebusinesses)Industrial/NBC

FinancialServicesa)#Deals 34 52 56 101 108 134 95 TBDa)FinancialServicesDataincludes(cash,debt,stock)AssetPortfolioDeals

b)TotalConsiderationTransactionValueb)ACQUISITIONSCRITICALTOGE’SGROWTH...AcquisitionsSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeQualityFourPillarsContinuousImprovementBestpracticesOvercomeInertiaSustainingCompetitiveAdvantageSixSigmaEvolutionWhatDoes

SixSigma

DoForGE?1995PRODUCTIVITY1997PRODUCTDESIGN1998@THECUSTOMER1999FULFILLMENT2000DIGITIZATIONEvolution

inGE

DrivesCustomerCentricityImprovesProduct/ServiceCapabilityReducesCostsImprovesPerformanceReliabilityFoundationfore-Business/Digitization$600$500$450$380$200$2500$1200$700$170CostBenefit1996CostBenefit1997CostBenefit1998CostBenefit1999CostBenefit20006SigmaCost6SigmaProductivityDelightingCustomersResults

from6Sigma

$2500$3.0B$0.5B$2.5BHEADSPINECHEST

ABDOMEN

PELVISLIVER1minute19seconds9million2minutes15seconds1million3minutes17seconds4million20seconds06seconds6millionExamTimeBefore

ExamTimeAfterProceduresperYearGEMSLightSpeedCTScannerAbdomen:liver,spine,kidneyHead:skull,brainImageSpeeds

BeforeAfterProducts

from6Sigma

Benchmarking&BestPracticesharingBenchmarkingFirstcarriedoutin1988,againstFord,HewlettPackard,Xerox,andToshibaononlyproductivitydimensionsCurrently,usedfortarget-settingforallprocessesandfunctionsConductedusing‘PEERnext’andeOPTIMIS

softwaretoolsBestPracticessharingSixSigmatrackerforeachbusinessandSixSigmacafe’acrossGEAdoptionofBestPracticesinstitutionalizedvia‘CopyCat’AwardAggressivelydrivenbyGEOperatingsystemOvercominginertiaTransitionStateCurrentStateImprovedStateMonitoringprogressMakingchangelastMobilizingcommitmentShapingavisionCreatingasharedneedSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeBusinessProcessOutsourcingBenefitsofOutsourcingProvideCapacityCreateStrategicAdvantageMovetoVariableCostBetterProcessDeliveryRemoteprocessingofBack-endoperationsLeveragestheintellectualtalentandprocessingcostdifferentialofdevelopingcountriesEg.UnderwritingprocessforGEcreditcards,Mortgage,SFGetc.foranycustomerinUSAandEuropetakeplaceinDelhi,India.DigitizationistransformingeverythingGEdoes;Automatingworkflowandleveragingtheinternetiscrucialtothe

futuresuccessofGEMakingGEfaster,leanerandsmarterevenasGEbecome

bigger.Results:$7billionworthofgoodsandservicesweresold

overthenetin2000.$6billionwas

conductedononlineauctions~$1.5billiongeneratedbyGEinoperatingmargin

improvementsin2001E-business/DigitizationThisisthequoteoftheday...fromJeff'sanalystmeetingafterSep11th2001

``GEisbuilttooutperform,''saidImmelt,whoalsopredicteddouble-digitgrowthin2002.``Iwaschairmanfortwodays,andthenIhadjetswithmyengineshitabuildingIinsuredwhichwascoveredbyanetworkIowned,andwestillgrew(2001)earningsby11percent.Ithinkwe'reinprettygoodshape.''Appendix

GEE-BusinessInternetStrategiesStrategyDefinitionWhatisit?ExamplesVisualDisintermediationAggregationCommunityPortalPermeatetheCustomer’sSpaceCustomer-SpecifiedProductsandTermseee$$DynamicPricingeeTakeoverorremembercustomer’sdataandremembertheirprocessesorpreferencesGetbetweenthebuyerandsellerCreateacommunityofbuyersandsellersTakeouttheMiddleManLetthecustomerintodesigndataandprocessesCreateaMarketGEAppliancesPurchasingappliancesonlineisavailableforcustomersalongwithsparesandaccessoriesDirectSellingProvideabroadrangeofproductinformationGELightingDetailedandvisualproductinformationcategorizedforhome,businessorautomotiveuseGESupplyCreatesnetworkforcommunicationbetweenallsuppliersProvideproductsandservicestomembersRememberthecustomerspreferences,paymentmethods,recentpurchases,etc.GEFinancialNetworkProvidesOnlineinsuranceQuotesandpaymentfacility.Also,updatescustomersofnewoffersCustomerdesigns/configurestheirownproductGELightingThereissoftwaretodownloadthathelpsdecidetheperfectlightAuctionsGEXchangeElectronicExchangethatallowscustomerstonametheirownpricesCo-MarketingRelationshipsServicePartnershipExtendserviceintothecustomer’sorganizationSharecustomerstocreateamorecompellingproductGEMedicalSystemsOtherconsumableDiagnosticproductsofsupplierscanbepurchasedalongwithCTscansparesDirectSellingandAdvertisingeeEnsuringthatthecustomerneedsaremetGEAircraftEngineswouldkeepaninventoryofengine’sinstocktomeetrequire-mentsandneeds.Equity/Warrants:GEistryingtosecureeitherequityorwarrantsfromallthevendorsthatitisworkingwithtodevelopit’se-businessstrategiesE-businessVendorGoals:Securevaluablerevenues(internetcompaniestradeatsalesmultiples)GetinstantaneouscredibilitywithmarketplacethroughGEreference/endorsementGEBusinessesGoals:Recoverconsulting/licensecostsBroadenpartneringrelationshipsSecureequityupsideopportunitywithhighgrowth,emerginge-businesscompaniesGEEquityGoals:PutmoneytoworkandmaximizeROISupportGEbusinessesbyinvestinginstrategiccompaniesEquity:thedirectownershipinacompanyMutuallybeneficialrelationship:Warrant:aninstrumentthatgivestheholdertherighttoacquireacertainnumberofsharesofthecapitalstockofacompanyonorbeforeacertaindateforacertainprice

GEE-BusinessInternetStrategiesServiceExtensions:RevenueGrowthInnovationObjectiveapproachtowardsthecustomerLookfortechnologyplatformsCreategamechangingtechnologies-remotediagnosticscapabilitySolveGE’scrticaltechnicalchallenges–LowNoxemmissionsSharetechnologiesacrossbusinessesSourcetechnologyworldwideDeveloptechnicalhumanresource

Forexample,GEresearchersdevelopedductiletungsten,manynewtypesofengineeringplastics,man-madediamond,andmajorimprovementsincomputedtomographyandmagneticresonanceimaging.GE90engine-theworld'smostpowerful,efficientandquietengine.Oneofthemajortechnologyadvancesinvolvedinthisprogramisacompositefanblademadeofapolymer-basedmaterialthatistwiceasstrongassteelathalftheweight.1997

Performix™X-rayTube

1998

LightSpeed™CT

SmallMotorproducts

Ultem1285

Spectra™GasRange

1999

Spectra™ElectricRange

Advantium™SpeedOven

TritonDishwasher

CeramicMetalHalideLamps

T5FluorescentLamp

SignaOpenSpeed™MR

OQ1050CforCompactDisc

AC6000Locomotive2000orlaterNewDesigns5000Projectsfocusedon

New6SigmaTechnology&NewProcessestotheGEBusinesses

AllofGEProductsDesignedforSixSigmaProducts

from6Sigma

CustomerIssueAssemblyLineEfficiencyCustomerResultsOutputfrom450è800Units/DayWIPê85%$1MMCostOutFloorCareManufacturer

– PlasticsAirlines

– EnginesBuilders

– AppliancesHospitals

– MedicalRetailers– Lighting– AppliancesOEMs– Vendor– CEFUtilities– PowerSys.– IndustrialSys.SixSigma@theCustomer

SixSigmaApproachidentifies

FactorsimpactingWorkFlowGEResults

2MMlb.ShareShift$1.5MMGrowthProgramEfficiencyVariationfromRequest2/99 10/99 Today 17Days 4Days2DaysGESilicones

-DeliverytoRequestCustomerResponsivenessSales DoubleDigitVolumeGrowthInternet WebSalesBoomingSalesForce MoreTimetoSellvs.ChasingOrderStatusOpMargin Up20+%CustomerPowerPlantEquipmentavailability'98Baseline2Q'993Q'994Q'992000On-timeReliabilitygivesCustomer45daysmoreElectricitySalesGEPowerSystems-OEE

Customers’RevenueImpactedByVariation30231450Days5DaysQuality45DayVariationReductionSizeofcirclecorrespondstonumberofqualifiedworkersavailableCapabilitiesofworkersForeignlanguages(PrimarilyEnglish)Qualityofwork&workethicCostdifferentialLocationAttractivenessInfrastructureCommunicationBasicInfrastructureCountryrisks&FDIIncentivesAttractiveIncentivesPoliticalenvironmentTimeZoneattractivenessSingaporeHongkongChinaHollandIrelandAustraliaUKIndiaPhilippinesMexicoHighHighLowLowMigrationStrategySelectOrganizationToBenchmarkPrepareFor