Case; Ge Growth
1. How difficult was the task facing Immelt assuming the CEO role in 2001? What imperatives where there to change? What incentives to maintain the past?
2. What do you think of the broad objectives Immelt has set for GE? Can a giant global
Conglomerate hope to outperform the overall market growth? Can size and diversity be made an asset rather than a liability?
3. What is your evaluation of the growth strategy (a strategy for a giant global conglomerate with a portfolio of mature industrial businesses) Immelt has articulated? Is he betting on the right things to drive growth?
4. How does this case illustrate how strategic intent needs to be matched by both organizational capability and managerial competence; and show how such assets were developed?
5. Examine how broad strategic objectives can be translated into a program of implement able actions.
6. Demonstrate how Immelt’s strategy went beyond optimization to innovation.
7. Show how this new strategy focused on customers.
8. Analyzes how this new strategy emphased services. Was enough done to balance the portfolio of products and services?
9. After 4 ½ years, did Immelt succeed in his objectives? How well is he implementing his strategy? What are his greatest achievements? What is most worrying to you?
10. Beyond this case: We have the benefit of being 4 years beyond this case. What has happened to GE in that timeframe? How has it changed its strategy? It is currently having trouble with GE Capital and outstanding loans and is divesting itself of NBC to Comcast. What do these situations say about the overall strategy?
11. What advice would you offer to Immelt as he faces the next stage of his leadership of GE?
-Challenge as the CEO role in 2001
• On Friday, September 7, 2001, Jeff Immelt filled in for Jack Welchc as CEO of GE.
• The global economics is faced with turndowns, and four days after his taking office, the 9/11 attacks occurred and the world
2. What do you think of the broad objectives Immelt has set for GE? Can a giant global
Conglomerate hope to outperform the overall market growth? Can size and diversity be made an asset rather than a liability?
3. What is your evaluation of the growth strategy (a strategy for a giant global conglomerate with a portfolio of mature industrial businesses) Immelt has articulated? Is he betting on the right things to drive growth?
4. How does this case illustrate how strategic intent needs to be matched by both organizational capability and managerial competence; and show how such assets were developed?
5. Examine how broad strategic objectives can be translated into a program of implement able actions.
6. Demonstrate how Immelt’s strategy went beyond optimization to innovation.
7. Show how this new strategy focused on customers.
8. Analyzes how this new strategy emphased services. Was enough done to balance the portfolio of products and services?
9. After 4 ½ years, did Immelt succeed in his objectives? How well is he implementing his strategy? What are his greatest achievements? What is most worrying to you?
10. Beyond this case: We have the benefit of being 4 years beyond this case. What has happened to GE in that timeframe? How has it changed its strategy? It is currently having trouble with GE Capital and outstanding loans and is divesting itself of NBC to Comcast. What do these situations say about the overall strategy?
11. What advice would you offer to Immelt as he faces the next stage of his leadership of GE?
-Challenge as the CEO role in 2001
• On Friday, September 7, 2001, Jeff Immelt filled in for Jack Welchc as CEO of GE.
• The global economics is faced with turndowns, and four days after his taking office, the 9/11 attacks occurred and the world