General Electric -Strategic Management
BPMN 3023 STRATEGIC MANAGEMENT
Semester 2, Session 2014/2015
Group L
Prepared to: BADRUDDIN BIN A.RAHMAN
Prepared by:
STRATEGIC AUDIT:
GENERAL ELECTRIC (GE)
WILLIAM TEH CHUN ZIAN
CHAN SHIEN LING
ONG WEI LING
CHEW SHWU LING
CHONG WEY LEONG
MOW WIN FAI
GAN MEI YEE
SIM HONG PING
ONG TENG BIN
ATIKAH BT AZMI
219081
219250
220125
220213
220310
220752
220857
221580
221691
221789
Current Situation
Earnings per share
9.4%
Operating earnings per share
9.3%
Strategic Posture
MISSION
to inventing the next industrial era, to build, move, power, and cure the world.
OBJECTIVES
double-digit EPS growth and margin expansion
free cash flow and dispositions $12B - $15B
In GE Capital operating, targeting EPS could be lower if ENI reduced faster than expected
Cash returned $12B - $30B : dividend and synchrony slitoff ， to be return to investor, around $12 billion to $30 billion.
STRATEGIES
Be in markets Where We Win - recognized infrastructure leadership and reduced the size of GE capital.
Build Competitive Advantage - The GE Store focus on leadership in industrial internet and horizontal capability in technology, growth markets, services, lean structure.
Value Creation - Operational execution important by focused on cost reduction and returns maximization.
Unified Team - Integrated culture change which include lean management, speed
& competitiveness, commercial intensity, and digital capability.
Policies
Strategic Manager
Strategic Manager
Board of Director
Top Management
17 People
18 People
Board of Director
Strategy
Board members focus on the areas that are important to shareowners Regulatory and
Compliance matters
Leadership
development
Risk
management
BOD
The GE Board held 14 meetings (2014)
Including 3 meetings of the independent directors of the Board.
Each outside Board member is expected to visit at least 2 GE businesses without the involvement of corporate management in order to develop his/her own feel for the
Semester 2, Session 2014/2015
Group L
Prepared to: BADRUDDIN BIN A.RAHMAN
Prepared by:
STRATEGIC AUDIT:
GENERAL ELECTRIC (GE)
WILLIAM TEH CHUN ZIAN
CHAN SHIEN LING
ONG WEI LING
CHEW SHWU LING
CHONG WEY LEONG
MOW WIN FAI
GAN MEI YEE
SIM HONG PING
ONG TENG BIN
ATIKAH BT AZMI
219081
219250
220125
220213
220310
220752
220857
221580
221691
221789
Current Situation
Earnings per share
9.4%
Operating earnings per share
9.3%
Strategic Posture
MISSION
to inventing the next industrial era, to build, move, power, and cure the world.
OBJECTIVES
double-digit EPS growth and margin expansion
free cash flow and dispositions $12B - $15B
In GE Capital operating, targeting EPS could be lower if ENI reduced faster than expected
Cash returned $12B - $30B : dividend and synchrony slitoff ， to be return to investor, around $12 billion to $30 billion.
STRATEGIES
Be in markets Where We Win - recognized infrastructure leadership and reduced the size of GE capital.
Build Competitive Advantage - The GE Store focus on leadership in industrial internet and horizontal capability in technology, growth markets, services, lean structure.
Value Creation - Operational execution important by focused on cost reduction and returns maximization.
Unified Team - Integrated culture change which include lean management, speed
& competitiveness, commercial intensity, and digital capability.
Policies
Strategic Manager
Strategic Manager
Board of Director
Top Management
17 People
18 People
Board of Director
Strategy
Board members focus on the areas that are important to shareowners Regulatory and
Compliance matters
Leadership
development
Risk
management
BOD
The GE Board held 14 meetings (2014)
Including 3 meetings of the independent directors of the Board.
Each outside Board member is expected to visit at least 2 GE businesses without the involvement of corporate management in order to develop his/her own feel for the