全球最知名公司成功之道解读之二GE通用电气管理模式.pptx
Foundedin1878byThomasAlvaEdisonMergerin1892-TheEdisonGeneralElectricCompany-TheThomson-HoustonCompanyOneofthe12stocksthatmadeupthefirstDJIAindexin1896.Inthelistcontinuouslysince1907TheHeritage第一页，共76页。美国通用电气公司的战略(zhnl)管理模式（GE）第二页，共76页。TodaysBasicsRevenue:$125.7BDomestic:Foreign2:1NetIncome$13.7BMarketCapitalization:$244BEmployees:310,00013majorbusinessesMorethan100countries第三页，共76页。CompareandContrast81TodayRevenue$27.2B$125.7BEarnings$1.7B$13.7BMarketValue$13B$244BBusinesses4313Employees404,000310,000第四页，共76页。TheThreeFamiliesLong-CycleBusinessesGEShort-CycleBusinessesFinancialServices第五页，共76页。Long-CycleBusinessesLong-CycleBusinessesAircraftEnginesPowerSystemsMedicalSystemsTransportationSystems第六页，共76页。Short-CycleBusinessesShort-CycleBusinessesConsumerAppliancesIndustrialSystemsSpecialtyMaterialsNBCPlastics第七页，共76页。FinancialServicesFinancialServicesCommercialFinanceConsumerFinanceEquipmentManagementInsuranceBusiness第八页，共76页。ASummaryofBusinessFinances第九页，共76页。TheShareofthePie第十页，共76页。TheShareofthePie第十一页，共76页。TheEra:HowtheMarketValuedit第十二页，共76页。Compare&ContrastwithPre-WelchEra第十三页，共76页。FromFollowingtheEconomy第十四页，共76页。ToSettingthePace第十五页，共76页。TheTurnaroundHowdidtheydoit?第十六页，共76页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第十七页，共76页。JackWelchsvisionBenumber1or2(Fix,sellorclose)Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry“A decade from now,I would like General Electricto be perceived as a unique,high-spirited,entrepreneurial enterprise.the most profitable,highly diversified company on earth,with world quality leadership in every one of its product lines”第十八页，共76页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第十九页，共76页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第二十页，共76页。StrengthsSizeDiversifiedportfolioRelationswiththegovernmentFinancialstrengthWeaknessesBureaucraticmechanisticorganizationManylayersfromtoptobottomDoingitbythebookinsteadofdoingitrightforthecustomer,employeeorbusinessBusinessesasIslandsuntothemselvesOpportunitiesEmergingmarketsChangingbusinessmodelsThreatsTheJapanesechallengeRecessionaryUSeconomywithhighinterestratesandastrongdollarSWOTanalysisin1981第二十一页，共76页。JackWelchsvisionBenumber1or2(Fix,sellorclose)Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry“A decade from now,I would like General Electricto be perceived as a unique,high-spirited,entrepreneurial enterprise.the most profitable,highly diversified company on earth,with world quality leadership in every one of its product lines”第二十二页，共76页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第二十三页，共76页。BusinessRestructuringGE-McKinseyMatrixQuestion markAppliances Specialty MaterialsWinner Aircraft Engines Power SystemsWinnerMedical SystemsCapitalLoser Consumer ElectronicsAverage Business PlasticsIndustrial SystemsWinnerTransportationLoser Central A/CHouse waresCoal miningLoserProfit ProducerLightingHighMediumLowLowMediumHighMarketAttractivenessCompetitivePosition第二十四页，共76页。Reorganizationofbusinesses第二十五页，共76页。Changingcompositionofbusinesses第二十六页，共76页。BusinessRestructuring.contdToFromFourNineDe-layeringofhierarchicallevelsEvaluatedagainstexternalcompetitionInternalcomparisonswithpastperformanceFocusofBudgetingprocessRealtimeplanningStrategicPlanningprocessPlanningprocess第二十七页，共76页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第二十八页，共76页。ScientificManagementVsTransformationalleadershipWritingSpeakerCautiousAggressiveHarmonyConfrontationalSystemorientedIndividualorientedIntegrationthrucommitteesThruProcessesReliesonReportsOnemployeefeedbackAvoideduncertaintyAccepteditControlledchangeReveledinchangeReginaldJonesJackWelchPath-breakingLeadershipofGE第二十九页，共76页。GroomingagenerationofleadersTypeIIIGotridoffquicklyTypeIStarTypeIIGivenanotherchanceTypeIVAskedtoleaveLowHighHighLowTeamValuesPerformance第三十页，共76页。LeadersofthefutureThe4EsEnergy-excitedbyideasbecauseoftheopportunitybringsEnergize-infectingeveryonewiththesameenthusiasmforanideaEdge-theabilitytomaketoughdecisionsExecute-theabilitytoturnvisionintoresults第三十一页，共76页。“Work-out”wasaprocessinitiatedbyJackWelchandJamesBaughmantoaddresstheissueofincreasingproductivitybychangingthein-houseculturetoreflectthatofansmallfirm,characterizedbySpeedSimplicitySelfConfidence“Work-out”Self-ConfidenceSimplicitySpeedOrganizationalRestructuring-“Work-out”第三十二页，共76页。Culturein1980sFinetunedFinancialAnalysisLongStrategicDeliberationsCentralizedControlsMultilevelApprovalsCultureinlate1980s1990sSpeedSimplicitySelfConfidenceWork-outProcessTransformationofcultureatGEtosustaingrowth&productivityOrganizationalRestructure“Work-out”第三十三页，共76页。Implementationofatypicalin-house“workout”ConsultantassignedtoeachGEbusinesstofacilitate3-dayoff-sitesGroupsof40100employeesinvitedtoshareviewsabouttheirbusinessandhowitmightbeimproved.UnitBosspresentschallenge/problemandleavesfacilitatorswithemployeestolistproblems,debatesolutions,andpreparepresentations.Results(analysisandrecommendations)werepresentedtotheUnitBossonthefinalday.Immediatedecisions“yes/no”takenontheproposalsbytheUnitBoss.DeadlinesfixedtoreviewadditionalinformationPromptactionandfollow-uponproposalsOrganizationalRestructure“Work-out”第三十四页，共76页。Implementationofatypicalin-house“workout”Work-outOrganizationParticipationProblemPresentationEvaluationResultPresentationDecisionAction/FollowupResultsof“Work-out”:1981198819922%productivityannually4%productivityannually“Work-out”Process第三十五页，共76页。SalientFeaturesof“Work-out”Culturecharacterizedbyspeed,simplicityandself-confidence.Ideassolicitedfromeveryone,everywhereNoboundariescreatedbyorganizationalhierarchy.NodocumentationFocusonturningtalkintoaction.FocusonaddressingrealproblemsandsolutionsNofunctionalspecializationandhierarchicalpowerdifferencesinhibitingflowsandimplementationofaction.Promptactioninformationregardlessofthesource.Closingtheloop-FollowingupondecisionsandlearningbydoingOrganizationalRestructure“Work-out”第三十六页，共76页。DomesticOperationForeignOperationGE:BoundrylessOrganizationEngineeringManufacturingMarketingSalesCustomerServiceTraditionalStructureGeographicallySegmentedBoundbyFunctionalbarriersNoideasharingLabeldependentBoundrylessStructureGE:ASeamlessOrganizationIntegratedApproachNoFunctionalBarriersBonusandoptionslinkedtoideageneration&sharingNoLabeldependenceOrganizationalRestructure-BoundrylessBehavior第三十七页，共76页。WorkoutsBoundrylessBehaviorOrganizationalChangeleadingtoSuperiorCustomerResponsivenessDifferentiatingFactorValueCreationCompetitiveAdvantageOrganizationalchangecompetitiveadvantageOrganizationalRestructure第三十八页，共76页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第三十九页，共76页。MarketsGrowthEnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalization第四十页，共76页。MarketsGrowthEnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalization第四十一页，共76页。MarketsGrowthEnginePresentNewPresentNewFour PillarsProduct/serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalization第四十二页，共76页。FocusonbuildingblocksofcompetitiveadvantageQualityInnovationCustomerResponsivenessEfficiencyMarketPenetrationMarketPenetration第四十三页，共76页。MarketPenetrationCoreBusinessHighTechnologyServicesInvestinimprovingQuality&EfficiencystayontheleadingedgebyinvestinginR&DAchievesuperiorcustomerresponsivenessThreeCircleConcept:threeparallelapproaches第四十四页，共76页。GEsforayintotheServicesIndustrywas2-prongedTooffsetthedependenceofGEonitsindustrialproductswithinitsexistingmarketandhelpitsbusinessesreachthe#1position.Tocountertheslumpinthedemandforexistingproductsbyprovidingvalue-addedservicesBenefits:HugegrowthpotentialforGEandResultinincreasedrevenuethroughvalue-addedservices.e.g.:ServicebasedtechnologiessuchasrealtimemonitoringcapabilitiesdevelopedbyGEsMedicalSystemstobetransferredtotherealtimemonitoringofAircraftEnginesandPowerBusinessUnits.Product/ServiceExtensions第四十五页，共76页。ServiceExtensionsinexistingmarketswererealizedbyacquisitionssuchas$1.5billionjetengineservicebusiness$600millionpurchaseofaglobalpowergenerationequipmentservicecompanyServiceExtensions:RevenueGrowth第四十六页，共76页。MarketExpansion(Globalization)Why?-6%Vs12%-Cost&QualityAdvantage-IntellectualCapital第四十七页，共76页。DiversificationCreatingvaluebyDecreasingoverallportfoliorisk.longcycle&shortcyclebusinessesSuperiorInternalGovernanceviaMacro-managementTransferringcompetenciesboundarylessbehaviorEconomiesofscopeAbalancingactBureau-cracyValueDestroyingvaluebybloatedbureaucracyInformationoverloadLackofCoordination第四十八页，共76页。How?Smartbombing:ThinkGlobalActLocal-DevelopedGlobalMarkets-EmergingGlobalMarketsFactorEndowmentsIntensityofRivalryLocalDemandConditionsCompetitivenessNationalCompetitiveAdvantageIssues:PortersDiamondMarketExpansion(Globalization)第四十九页，共76页。GlobalizationforMarketexpansionanddiversification第五十页，共76页。Product/ServiceExtension&Diversification:AcquisitionsWhy?-Quickerwaytoachievesignificantgrowth-Lesseruncertainty-Highbarrierstoentry(maturebusinesses)第五十一页，共76页。Industrial/NBC Financial Services a)#DealsDeals34 3452 5256 5610110110810813413495 95TBDTBDa)Financial Services Data includes(cash,debt,stock)Asset Portfolio Dealsb)Total ConsiderationTransaction Value Transaction Value b)b)ACQUISITIONS CRITICAL TO GES GROWTH.ACQUISITIONS CRITICAL TO GES GROWTH.Acquisitions第五十二页，共76页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第五十三页，共76页。QualityFourPillarsContinuousImprovementBestpracticesOvercomeInertiaSustainingCompetitiveAdvantage第五十四页，共76页。Six Sigma EvolutionWhat Does Six SigmaSix Sigma Do For GE?1995 1995 PRODUCTIVITYPRODUCTIVITY1997 1997 PRODUCT DESIGNPRODUCT DESIGN1998 1998 THE CUSTOMERTHE CUSTOMER1999 1999 FULFILLMENTFULFILLMENT2000 2000 DIGITIZATIONDIGITIZATIONEvolutioninGE Drives Customer Centricity Improves Product/Service Capability Reduces Costs Improves Performance Reliability Foundation for e-Business/Digitization第五十五页，共76页。$600$600$500$450$380$200$2500$1200$700$170CostCostBenefitBenefit19961996CostCostBenefitBenefit19971997CostCostBenefitBenefit19981998CostCostBenefitBenefit19991999CostCostBenefitBenefit200020006 6 Sigma CostSigma Cost6 6 Sigma ProductivitySigma ProductivityDelighting CustomersDelighting CustomersResultsfrom6Sigma$2500$3.0$3.0B B$0.5$0.5B B$2.5$2.5$2.5$2.5B B B B第五十六页，共76页。HEADHEADSPINESPINECHESTCHESTABDOMENABDOMENPELVISPELVISLIVERLIVER1 minute19 seconds9 9 millionmillion2 minutes15 seconds1 1 millionmillion3 minutes17 seconds4 4 millionmillion20 seconds06 seconds6 6 millionmillionExam TimeExam TimeBeforeBeforeExam TimeExam TimeAfterAfterProceduresProceduresper Yearper YearGEMS LightSpeed CT Scanner Abdomen:liver,spine,kidneyHead:skull,brainImage SpeedsImage Speeds Before Before After After After Productsfrom6Sigma第五十七页，共76页。Benchmarking&BestPracticesharingBenchmarkingFirstcarriedoutin1988,againstFord,HewlettPackard,Xerox,andToshibaononlyproductivitydimensionsCurrently,usedfortarget-settingforallprocessesandfunctionsConductedusingPEERnextandeOPTIMISsoftwaretoolsBestPracticessharingSixSigmatrackerforeachbusinessandSixSigmacafeacrossGEAdoptionofBestPracticesinstitutionalizedviaCopy CatAwardAggressivelydrivenbyGEOperatingsystem第五十八页，共76页。OvercominginertiaTransition StateTransition StateCurrentCurrentStateStateImprovedImprovedStateStateMonitoringprogressMakingchangelastMobilizingcommitmentShapingavisionCreatingasharedneed第五十九页，共76页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第六十页，共76页。BusinessProcessOutsourcingBenefitsofOutsourcingProvideCapacityCreateStrategicAdvantageMovetoVariableCostBetterProcessDeliveryRemoteprocessingofBack-endoperationsLeveragestheintellectualtalentandprocessingcostdifferentialofdevelopingcountriesEg.UnderwritingprocessforGE credit cards,Mortgage,SFG etc.foranycustomerinUSAandEuropetakeplaceinDelhi,India.第六十一页，共76页。Digitization is transforming everything GE does;AutomatingworkflowandleveragingtheinternetiscrucialtothefuturesuccessofGEMakingGEfaster,leanerandsmarterevenasGEbecomebigger.Results:$7billionworthofgoodsandservicesweresoldoverthenetin2000.$6billionwasconductedononlineauctions$1.5billiongeneratedbyGEinoperatingmarginimprovementsin2001E-business/Digitization第六十二页，共76页。Thisisthequoteoftheday.fromJeffsanalystmeetingafterSep11th2001GE is built to outperform,said Immelt,who also predicted double-digit growth in 2002.I was chairman for two days,and then I had jets with my engines hit a building I insured which was covered by a network I owned,and we still grew(2001)earnings by 11 percent.I think were in pretty good shape.第六十三页，共76页。Appendix第六十四页，共76页。GE E-Business Internet StrategiesStrategyDefinitionWhat is it?ExamplesVisualDisintermediationAggregationCommunity PortalPermeate theCustomers SpaceCustomer-SpecifiedProducts and Termse ee ee e$Dynamic Pricinge ee eTakeoverorremembercustomersdataandremembertheirprocessesorpreferencesGetbetweenthebuyerandsellerCreateacommunityofbuyersandsellersTakeouttheMiddleManLetthecustomerintodesigndataandprocessesCreateaMarketGEAppliancesPurchasingappliancesonlineisavailableforcustomersalongwithsparesandaccessoriesDirectSellingProvideabroadrangeofproductinformationGELightingDetailedandvisualproductinformationcategorizedforhome,businessorautomotiveuseGESupplyCreatesnetworkforcommunicationbetweenallsuppliersProvideproductsandservicestomembersRememberthecustomerspreferences,paymentmethods,recentpurchases,etc.GEFinancialNetworkProvidesOnlineinsuranceQuotesandpaymentfacility.Also,updatescustomersofnewoffersCustomerdesigns/configurestheirownproductGELightingThereissoftwaretodownloadthathelpsdecidetheperfectlightAuctionsGEXchangeElectronicExchangethat
