GE’s Talent Machine: The Making of a CEO - Case Study Report of Findings and Recommendations For: Professor Ernest Jewell MGT 500 Human Behaviorin Organizations 11/28/2011 Table of Contents Executive Summary 1 Analysis 2 Human Resource Management for Growth 2 Communication 3 Recommendations 4 The Vitality Curve 4 Recruitment 5 Executive Brands 5 Lessons Learned 6 Meritocracy 6 Recruiting 6 Communication 7 Executive
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GE’s Talent Machine: The Making of a CEO General Electric (GE) is a true global company with attendance in more than 100 countries. Clearly‚ with a workforce of more than 320’000 employees‚ GE also has to have proper human resources processes established. Its energetic Business Operation Model and sophisticated and evolved human resources strategy are results of the steady growth over more than 130 years of corporate history. Since its incorporation in 1878‚ many CEOs have shaped the company’s products
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General Electric -Talent Machine | | Human Resources | General Electric (GE) is a true global company with presence in more than 100 countries. Clearly‚ with a workforce of more than 320’000 employees‚ GE also has to have proper human resources processes established. Its dynamic Business Operation Model and sophisticated and evolved human resources strategy are results of the steady growth over more than 130 years of corporate history. Since its incorporation in 1878‚ many CEOs have shaped the
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1. Introduction General Electric (GE) was founded 1878 by Thomas Edison. This American company is nowadays very well-known due to its multinationality‚ to its conglomeration of corporations and also to its excellent performance on the segments in which operates (infrastructure‚ capital finance and media). However‚ over the years this firm has also been outstanding when it comes to Human Resources (HR) practices having previously been referred to as a CEO factory. This report will be performed
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how has GE been able to create a surplus? What philosophy policies and practices have made it a “CEO factor6y” as Fortune and Economist call it? Really producing sufficient quality top executives is very difficult task for companies‚ but if we see case of General Electric‚ it was producing managers not only for own‚ GE was producing these executives in enough quantity to meet the need of industry. The philosophy adopted by GE includes some techniques‚ policies and practiceswhich enable GE to fill
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development is a heavy priority for GE. The company put a great emphasis on building leaders. Four successive CEO each made contributions to the development of management talent. The CEO Cordiner implemented a decentralization practice that broke the company into various departments. The new company structure was more manageable but required more delegation. As a result of the decentralized structure‚ GE put a great emphasis on developing organizational learning. GE spent a lot of money on management
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CEO Jeffrey Immelt and the reinvention of GE 8 July‚ 2014 It has been 13 years since Jeffrey Immelt took the reins of American colossus General Electric from the legendary Jack Welch. Having weathered the early years‚ besieged by a storm of economic and business challenges‚ Immelt is at last taking steps to realise his own vision for GE – which includes moving away from finance‚ and becoming a more agile and globalised company‚ focused on its core identity as a maker of industrial equipment
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Decision Analysis ------------------------------------------------- GE‘s Imagination Breakthrougs: The Evo Project The case GE´s Imagination Breakthroughs: The Evo Project is a really interesting case‚ it talks about the dramatic change that the company General Electric had to face in order to grow‚ and the process that the CEO had to pass in his first years in charge of the company. It also takes us in the quest of understanding and analyzing one of the main bets of the new CEO Jeff Immelt
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Welch became CEO of General Electric in April 1981. At 45 years old‚ he inherited a company that was severely decentralized and was organized with layers and layers of upper management. Immediately‚ he changed the old management style in order to correspond to the new changing environment and social needs. Furthermore‚ he created an environment that could work together and communicate effectively to grow and become a world class company. As soon as Welch took his new position‚ the new CEO portrayed
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WHY CEO‚S FAIL A lot of CEOs don’t succeed‚ and some who do‚ do so only for a short time. I have come to the conclusion that there are a number of different reasons that CEOs fail. Here are 10 of the most common ones. OUTLIVE THE FOUNDER/CEO ROLE There comes a time when the most successful founder has to step aside and hand over to professional management‚ and I have seen too many founders who did not see that their time had come and gone. BELIEVE THEIR OWN MARKETING CEOs who lose
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