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

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1、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$13.7BMark

2、etCapitalization:$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。

3、Long-CycleBusinessesLong-CycleBusinessesAircraftEnginesPowerSystemsMedicalSystemsTransportationSystems第六页，共76页。Short-CycleBusinessesShort-CycleBusinessesConsumerAppliancesIndustrialSystemsSpecialtyMaterialsNBCPlastics第七页，共76页。FinancialServicesFinancialServicesCommercialFinanceConsumerFinanceEquipmen

4、tManagementInsuranceBusiness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。S

5、WOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第十七页，共76页。JackWelchsvisionBenumber1or2(Fix,sellorclose)Welchsetthestanda

6、rdforeachbusinesstobecomethe#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

7、76页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第十九页，共76页。SWOTVisionRestructuringGrowthEngineSustainingCompetitivea

8、dvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第二十页，共76页。StrengthsSizeDiversifiedportfolioRelationswiththegovernmentFinancialstrengthWeaknessesBureaucraticmechanisticorganizat

9、ionManylayersfromtoptobottomDoingitbythebookinsteadofdoingitrightforthecustomer,employeeorbusinessBusinessesasIslandsuntothemselvesOpportunitiesEmergingmarketsChangingbusinessmodelsThreatsTheJapanesechallengeRecessionaryUSeconomywithhighinterestratesandastrongdollarSWOTanalysisin1981第二十一页，共76页。JackW

10、elchsvisionBenumber1or2(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 qu

11、ality 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

12、页。BusinessRestructuringGE-McKinseyMatrixQuestion markAppliances Specialty MaterialsWinner Aircraft Engines Power SystemsWinnerMedical SystemsCapitalLoser Consumer ElectronicsAverage Business PlasticsIndustrial SystemsWinnerTransportationLoser Central A/CHouse waresCoal miningLoserProfit ProducerLigh

13、tingHighMediumLowLowMediumHighMarketAttractivenessCompetitivePosition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-layeringofhierarchicallevelsEvaluatedagainstexternalcompetitionInternalcomparisonswithpastperform

14、anceFocusofBudgetingprocessRealtimeplanningStrategicPlanningprocessPlanningprocess第二十七页，共76页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDi

15、gitizationBPOandchange第二十八页，共76页。ScientificManagementVsTransformationalleadershipWritingSpeakerCautiousAggressiveHarmonyConfrontationalSystemorientedIndividualorientedIntegrationthrucommitteesThruProcessesReliesonReportsOnemployeefeedbackAvoideduncertaintyAccepteditControlledchangeReveledinchangeReg

16、inaldJonesJackWelchPath-breakingLeadershipofGE第二十九页，共76页。GroomingagenerationofleadersTypeIIIGotridoffquicklyTypeIStarTypeIIGivenanotherchanceTypeIVAskedtoleaveLowHighHighLowTeamValuesPerformance第三十页，共76页。LeadersofthefutureThe4EsEnergy-excitedbyideasbecauseoftheopportunitybringsEnergize-infectingever

17、yonewiththesameenthusiasmforanideaEdge-theabilitytomaketoughdecisionsExecute-theabilitytoturnvisionintoresults第三十一页，共76页。“Work-out”wasaprocessinitiatedbyJackWelchandJamesBaughmantoaddresstheissueofincreasingproductivitybychangingthein-houseculturetoreflectthatofansmallfirm,characterizedbySpeedSimpli

18、citySelfConfidence“Work-out”Self-ConfidenceSimplicitySpeedOrganizationalRestructuring-“Work-out”第三十二页，共76页。Culturein1980sFinetunedFinancialAnalysisLongStrategicDeliberationsCentralizedControlsMultilevelApprovalsCultureinlate1980s1990sSpeedSimplicitySelfConfidenceWork-outProcessTransformationofcultur

19、eatGEtosustaingrowth&productivityOrganizationalRestructure“Work-out”第三十三页，共76页。Implementationofatypicalin-house“workout”ConsultantassignedtoeachGEbusinesstofacilitate3-dayoff-sitesGroupsof40100employeesinvitedtoshareviewsabouttheirbusinessandhowitmightbeimproved.UnitBosspresentschallenge/problemandl

20、eavesfacilitatorswithemployeestolistproblems,debatesolutions,andpreparepresentations.Results(analysisandrecommendations)werepresentedtotheUnitBossonthefinalday.Immediatedecisions“yes/no”takenontheproposalsbytheUnitBoss.DeadlinesfixedtoreviewadditionalinformationPromptactionandfollow-uponproposalsOrg

21、anizationalRestructure“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。SalientFe

22、aturesof“Work-out”Culturecharacterizedbyspeed,simplicityandself-confidence.Ideassolicitedfromeveryone,everywhereNoboundariescreatedbyorganizationalhierarchy.NodocumentationFocusonturningtalkintoaction.FocusonaddressingrealproblemsandsolutionsNofunctionalspecializationandhierarchicalpowerdifferencesi

23、nhibitingflowsandimplementationofaction.Promptactioninformationregardlessofthesource.Closingtheloop-FollowingupondecisionsandlearningbydoingOrganizationalRestructure“Work-out”第三十六页，共76页。DomesticOperationForeignOperationGE:BoundrylessOrganizationEngineeringManufacturingMarketingSalesCustomerServiceTr

24、aditionalStructureGeographicallySegmentedBoundbyFunctionalbarriersNoideasharingLabeldependentBoundrylessStructureGE:ASeamlessOrganizationIntegratedApproachNoFunctionalBarriersBonusandoptionslinkedtoideageneration&sharingNoLabeldependenceOrganizationalRestructure-BoundrylessBehavior第三十七页，共76页。Workout

25、sBoundrylessBehaviorOrganizationalChangeleadingtoSuperiorCustomerResponsivenessDifferentiatingFactorValueCreationCompetitiveAdvantageOrganizationalchangecompetitiveadvantageOrganizationalRestructure第三十八页，共76页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:198

26、1StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第三十九页，共76页。MarketsGrowthEnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalizati

27、on第四十页，共76页。MarketsGrowthEnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalization第四十一页，共76页。MarketsGrowthEnginePresentNewPresentNewFour PillarsProduct/serviceExtensionDiversificationMarket ExpansionPresentNewProducts

28、AcquisitionGlobalization第四十二页，共76页。FocusonbuildingblocksofcompetitiveadvantageQualityInnovationCustomerResponsivenessEfficiencyMarketPenetrationMarketPenetration第四十三页，共76页。MarketPenetrationCoreBusinessHighTechnologyServicesInvestinimprovingQuality&EfficiencystayontheleadingedgebyinvestinginR&DAchiev

29、esuperiorcustomerresponsivenessThreeCircleConcept:threeparallelapproaches第四十四页，共76页。GEsforayintotheServicesIndustrywas2-prongedTooffsetthedependenceofGEonitsindustrialproductswithinitsexistingmarketandhelpitsbusinessesreachthe#1position.Tocountertheslumpinthedemandforexistingproductsbyprovidingvalue

30、-addedservicesBenefits:HugegrowthpotentialforGEandResultinincreasedrevenuethroughvalue-addedservices.e.g.:ServicebasedtechnologiessuchasrealtimemonitoringcapabilitiesdevelopedbyGEsMedicalSystemstobetransferredtotherealtimemonitoringofAircraftEnginesandPowerBusinessUnits.Product/ServiceExtensions第四十五

31、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

32、第四十七页，共76页。DiversificationCreatingvaluebyDecreasingoverallportfoliorisk.longcycle&shortcyclebusinessesSuperiorInternalGovernanceviaMacro-managementTransferringcompetenciesboundarylessbehaviorEconomiesofscopeAbalancingactBureau-cracyValueDestroyingvaluebybloatedbureaucracyInformationoverloadLackofCoo

33、rdination第四十八页，共76页。How?Smartbombing:ThinkGlobalActLocal-DevelopedGlobalMarkets-EmergingGlobalMarketsFactorEndowmentsIntensityofRivalryLocalDemandConditionsCompetitivenessNationalCompetitiveAdvantageIssues:PortersDiamondMarketExpansion(Globalization)第四十九页，共76页。GlobalizationforMarketexpansionanddiver

34、sification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 in

35、cludes(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:1981Strength

36、sWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary 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 F

37、or 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 Reliabilit

38、y 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 Produ

39、ctivityDelighting 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 millionmillion2

40、0 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&B

41、estPracticesharingBenchmarkingFirstcarriedoutin1988,againstFord,HewlettPackard,Xerox,andToshibaononlyproductivitydimensionsCurrently,usedfortarget-settingforallprocessesandfunctionsConductedusingPEERnextandeOPTIMISsoftwaretoolsBestPracticessharingSixSigmatrackerforeachbusinessandSixSigmacafeacrossGE

42、AdoptionofBestPracticesinstitutionalizedviaCopy CatAwardAggressivelydrivenbyGEOperatingsystem第五十八页，共76页。OvercominginertiaTransition StateTransition StateCurrentCurrentStateStateImprovedImprovedStateStateMonitoringprogressMakingchangelastMobilizingcommitmentShapingavisionCreatingasharedneed第五十九页，共76页

43、。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第六十页，共76页。BusinessProcessOutsourcingBenefitsofOutsourcingProvideCapaci

44、tyCreateStrategicAdvantageMovetoVariableCostBetterProcessDeliveryRemoteprocessingofBack-endoperationsLeveragestheintellectualtalentandprocessingcostdifferentialofdevelopingcountriesEg.UnderwritingprocessforGE credit cards,Mortgage,SFG etc.foranycustomerinUSAandEuropetakeplaceinDelhi,India.第六十一页，共76页

45、。Digitization is transforming everything GE does;AutomatingworkflowandleveragingtheinternetiscrucialtothefuturesuccessofGEMakingGEfaster,leanerandsmarterevenasGEbecomebigger.Results:$7billionworthofgoodsandservicesweresoldoverthenetin2000.$6billionwasconductedononlineauctions$1.5billiongeneratedbyGE

46、inoperatingmarginimprovementsin2001E-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 ins

47、ured 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 Spac

48、eCustomer-SpecifiedProducts and Termse ee ee e$Dynamic Pricinge ee eTakeoverorremembercustomersdataandremembertheirprocessesorpreferencesGetbetweenthebuyerandsellerCreateacommunityofbuyersandsellersTakeouttheMiddleManLetthecustomerintodesigndataandprocessesCreateaMarketGEAppliancesPurchasingapplianc

49、esonlineisavailableforcustomersalongwithsparesandaccessoriesDirectSellingProvideabroadrangeofproductinformationGELightingDetailedandvisualproductinformationcategorizedforhome,businessorautomotiveuseGESupplyCreatesnetworkforcommunicationbetweenallsuppliersProvideproductsandservicestomembersRememberth

50、ecustomerspreferences,paymentmethods,recentpurchases,etc.GEFinancialNetworkProvidesOnlineinsuranceQuotesandpaymentfacility.Also,updatescustomersofnewoffersCustomerdesigns/configurestheirownproductGELightingThereissoftwaretodownloadthathelpsdecidetheperfectlightAuctionsGEXchangeElectronicExchangethat