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
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Chapter 8: Diversification: Strategies for Managing a Group of Businesses Diversification and Corporate Strategy A company is diversified when it is in two or more lines of business that operate in diverse market environments Strategy-making in a diversified company is a bigger picture exercise than crafting a strategy for a single line-of-business A diversified company needs a multi-industry‚ multi-business strategy A strategic action plan must be developed Screen graphics
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deal. Alcon is a producer of eye care products such as contact lenses. Google has diversified by investing £124m in a wind power business. To what extent is diversification the best strategy to achieve profitable growth? Justify your answer with reference to Novartis‚ Google and/ or other organisations that you know. (40 marks) Diversification - Practice under which a firm enters an industry or market different from its core business. Growth – The process of improving some measure of an enterprise’s
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moguls: Tyco International and General Electric Corporation. Through thorough research of each company’s shareholder’s equity‚ preferred stock equity‚ market capitalization‚ net profit margins and other factors‚ this paper will review which company’s strategy has presented a greater risk to the shareholder’s investment. It will also determine whether the investors who are assuming the risk have been rewarded with a greater investment. To research this effectively‚ a few figures are necessary to be
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General Electric General Electric (GE) occupied the eighth spot on Fortune 500’s list of companies at the close of 2013. While number eight was a slide from 2012’s number six GE maintains its position‚ as one of the world’s largest and most influential corporations. Today‚ GE’s operates in over 160 countries and is led by Jeffery Immelt. During 2013 GE reported‚ total revenues approached 147 billion USD and profits around 13.6 billion USD. (CNNMoney‚ 2013). GE appears in textbooks from the third
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case study of Jack Welch’s two-decade leadership at GE. During his tenure Welch completely transformed the corporate culture of GE from an inefficient bureaucratic organization to a lean and efficient organization. At his departure from GE in 2001‚ the firm had been named Fortune’s “ Most Admired Company” three years in a row. Our analysis will discuss the steps that Welch undertook to complete this transformation. Welsh vision for GE when he was hired as CEO in April 1981‚ was to have
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Founded by American icon Thomas Edison‚ General electronic (GE) has been admired for his performance and spirit for more than 125 years. The businesses that they invent and build fuel the global economy and improve people’s life. GE is s very large corporation with business in a wide range of industries‚ including‚ aerospace‚ power system‚ health care‚ commercial finance and consumer finance. Today GE has more than 11 technology‚ services and financial business with more than 315‚000 employees in
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take calculated risks. A manager’s independent decision making responsibility results in increased self-confidence. Further‚ exposure to managing diverse businesses‚ results in enhancing the business acumen of high-potential managers. Instilling the ‘GE Attitude’: A personal contact between CEO and high-potential managers develops a in them an attitude that inspires them to re-define the game in addition to meeting targets. Thus‚ creative and practical ideas result‚ contributing further to GE’s growth
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mutually dependent global economy is creating new opportunities for growth¡Xand the corresponding challenges of managing that growth responsibly. In both instances‚ GE¡¦s size is an advantage. GE is solving big needs for countries that need the broad range of infrastructure‚ financing and healthcare that economic growth demands. GE is also solving big needs on behalf of the challenges that face all of us¡Xincluding access to clean water‚ limited natural resources and the need for more energy-efficient
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Planning at GE Oil and Gas GE Oil & Gas was established in 2012 when GE Energy was divided into three new business units of General Electric. Prompted by poor financial performance‚ GE Oil & Gas was created in an effort to simplify business and also make General Electric more visible to its shareholders ("Working Environment | GE.com"‚ n.d.‚ p. 1). GE Oil & Gas has grown to become one of the key players in the energy sector. Operating in more than 100 countries and employing 43‚000 people‚ GE Oil & Gas
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