(XXXX1109)美国通用电气(GE)战略管理模式-76PPdi.pptx

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1、Foundedin1878byThomasAlvaEdisonMergerin1892-TheEdisonGeneralElectricCompany-TheThomson-HoustonCompanyOneofthe12stocksthatmadeupthefirstDJIAindexin1896.Inthelistcontinuouslysince1907TheHeritage美国通用电气公司的战略管理模式（GE）TodaysBasicsRevenue:$125.7BDomestic:Foreign2:1NetIncome$13.7BMarketCapitalization:$244BEm

2、ployees:310,00013majorbusinessesMorethan100countriesCompareandContrast81TodayRevenue$27.2B$125.7BEarnings$1.7B$13.7BMarketValue$13B$244BBusinesses 43 13Employees 404,000 310,000TheThreeFamiliesLong-CycleBusinessesGEShort-CycleBusinessesFinancialServicesLong-CycleBusinessesLong-CycleBusinessesAircraf

3、tEnginesPowerSystemsMedicalSystemsTransportationSystemsShort-CycleBusinessesShort-CycleBusinessesConsumerAppliancesIndustrialSystemsSpecialtyMaterialsNBC PlasticsFinancialServicesFinancialServicesCommercialFinanceConsumerFinanceEquipmentManagementInsuranceBusinessASummaryofBusinessFinancesTheShareof

4、thePieTheShareofthePieTheEra:HowtheMarketValueditCompare&ContrastwithPre-WelchEraFromFollowingtheEconomyToSettingthePaceTheTurnaroundHowdidtheydoit?SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981Strengths Weakness4blocks SixSigmaInertia BestpracticesLeade

5、rshipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeJackWelchsvisionBenumber1or2(Fix,sellorclose)Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry“A decade from now,I would like General Electricto be perceived as a unique,high-spirited,entrepreneu

6、rial enterprise.the most profitable,highly diversified company on earth,with world quality leadership in every one of its product lines”SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981Strengths Weakness4blocks SixSigmaInertia BestpracticesLeadershipBoundar

7、y lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981Strengths Weakness4blocks SixSigmaInertia BestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange

8、StrengthsSizeDiversifiedportfolioRelationswiththegovernmentFinancialstrengthWeaknessesBureaucraticmechanisticorganizationManylayersfromtoptobottomDoingitbythebookinsteadofdoingitrightforthecustomer,employeeorbusinessBusinessesasIslandsuntothemselvesOpportunitiesEmergingmarketsChangingbusinessmodelsT

9、hreatsTheJapanesechallengeRecessionaryUSeconomywithhighinterestratesandastrongdollarSWOTanalysisin1981JackWelchsvisionBenumber1or2(Fix,sellorclose)Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry“A decade from now,I would like General Electricto be perceived as a unique,hig

10、h-spirited,entrepreneurial enterprise.the most profitable,highly diversified company on earth,with world quality leadership in every one of its product lines”SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981Strengths Weakness4blocks SixSigmaInertia Bestprac

11、ticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeBusinessRestructuringGE-McKinseyMatrixQuestion markAppliances Specialty MaterialsWinner Aircraft Engines Power SystemsWinnerMedical SystemsCapitalLoser Consumer ElectronicsAverage Business PlasticsIndustrial Sy

12、stemsWinnerTransportationLoser Central A/CHouse waresCoal miningLoserProfit ProducerLightingHighMediumLowLow MediumHighMarketAttractivenessCompetitivePositionReorganizationofbusinessesChangingcompositionofbusinessesBusinessRestructuring.contdTo FromFour Nine De-layeringofhierarchicallevelsEvaluateda

13、gainstexternalcompetitionInternalcomparisonswithpastperformanceFocusofBudgetingprocessRealtimeplanningStrategicPlanningprocessPlanningprocessSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981Strengths Weakness4blocks SixSigmaInertia BestpracticesLeadershipBo

14、undary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange ScientificManagement VsTransformationalleadershipWriting SpeakerCautious AggressiveHarmony ConfrontationalSystemoriented IndividualorientedIntegrationthrucommittees ThruProcessesRelieson Reports OnemployeefeedbackAvoideduncert

15、ainty AccepteditControlledchange ReveledinchangeReginaldJones JackWelchPath-breakingLeadershipofGE GroomingagenerationofleadersTypeIIIGotridoffquicklyTypeIStarTypeIIGivenanotherchanceTypeIVAskedtoleaveLowHighHigh LowTeamValuesPerformanceLeadersofthefutureThe4EsEnergy-excitedbyideasbecauseoftheopport

16、unitybringsEnergize-infectingeveryonewiththesameenthusiasmforanideaEdge-theabilitytomaketoughdecisionsExecute-theabilitytoturnvisionintoresults“Work-out”wasaprocessinitiatedbyJackWelchandJamesBaughmantoaddresstheissueofincreasingproductivitybychangingthein-houseculturetoreflectthatofansmallfirm,char

17、acterizedbySpeedSimplicitySelfConfidence“Work-out”Self-ConfidenceSimplicitySpeedOrganizationalRestructuring-“Work-out”Culturein1980sFinetunedFinancialAnalysisLongStrategicDeliberationsCentralizedControlsMultilevelApprovalsCultureinlate1980s1990sSpeedSimplicitySelfConfidenceWork-outProcessTransformat

18、ionofcultureatGEtosustaingrowth&productivityOrganizationalRestructure“Work-out”Implementationofatypicalin-house“workout”ConsultantassignedtoeachGEbusinesstofacilitate3-dayoff-sitesGroupsof40100employeesinvitedtoshareviewsabouttheirbusinessandhowitmightbeimproved.UnitBosspresentschallenge/problemandl

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

20、anizationalRestructure“Work-out”Implementationofatypicalin-house“workout”Work-outOrganizationParticipationProblemPresentationEvaluationResultPresentationDecisionAction/FollowupResultsof“Work-out”:1981 1988 19922%productivityannually 4%productivityannually“Work-out”ProcessSalientFeaturesof“Work-out”C

21、ulturecharacterizedbyspeed,simplicityandself-confidence.Ideassolicitedfromeveryone,everywhereNoboundariescreatedbyorganizationalhierarchy.NodocumentationFocusonturningtalkintoaction.FocusonaddressingrealproblemsandsolutionsNofunctionalspecializationandhierarchicalpowerdifferencesinhibitingflowsandim

22、plementationofaction.Promptactioninformationregardlessofthesource.Closingtheloop-FollowingupondecisionsandlearningbydoingOrganizationalRestructure“Work-out”DomesticOperationForeignOperationGE:BoundrylessOrganizationEngineeringManufacturingMarketingSalesCustomerServiceTraditionalStructureGeographical

23、lySegmentedBoundbyFunctionalbarriersNoideasharingLabeldependentBoundrylessStructureGE:ASeamlessOrganizationIntegratedApproachNoFunctionalBarriersBonusandoptionslinkedtoideageneration&sharingNoLabeldependenceOrganizationalRestructure-BoundrylessBehaviorWorkoutsBoundrylessBehaviorOrganizationalChangel

24、eadingtoSuperiorCustomerResponsivenessDifferentiatingFactorValueCreationCompetitiveAdvantageOrganizationalchange competitiveadvantageOrganizationalRestructureSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981Strengths Weakness4blocks SixSigmaInertia Bestprac

25、ticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeMarketsGrowthEnginePresent NewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarket ExpansionPresent NewProductsAcquisitionGlobalizationMarketsGrowthEnginePresent NewPresentNewMarketPenetrati

26、onProduct/serviceExtensionDiversificationMarket ExpansionPresent NewProductsAcquisitionGlobalizationMarketsGrowthEnginePresent NewPresentNewFour PillarsProduct/serviceExtensionDiversificationMarket ExpansionPresent NewProductsAcquisitionGlobalizationFocusonbuildingblocksofcompetitiveadvantageQuality

27、InnovationCustomerResponsivenessEfficiencyMarketPenetrationMarketPenetrationMarketPenetrationCoreBusinessHighTechnologyServicesInvestinimprovingQuality&EfficiencystayontheleadingedgebyinvestinginR&DAchievesuperiorcustomerresponsivenessThreeCircleConcept:threeparallelapproachesGEsforayintotheServices

28、Industrywas2-prongedTooffsetthedependenceofGEonitsindustrialproductswithinitsexistingmarketandhelpitsbusinessesreachthe#1position.Tocountertheslumpinthedemandforexistingproductsbyprovidingvalue-addedservicesBenefits:HugegrowthpotentialforGEandResultinincreasedrevenuethroughvalue-addedservices.e.g.:S

29、ervicebasedtechnologiessuchasrealtimemonitoringcapabilitiesdevelopedbyGEsMedicalSystemstobetransferredtotherealtimemonitoringofAircraftEnginesandPowerBusinessUnits.Product/ServiceExtensionsServiceExtensionsinexistingmarketswererealizedbyacquisitionssuchas$1.5billionjetengineservicebusiness$600millio

30、npurchaseofaglobalpowergenerationequipmentservicecompanyServiceExtensions:RevenueGrowthMarketExpansion(Globalization)Why?-6%Vs12%-Cost&QualityAdvantage-IntellectualCapitalDiversificationCreatingvaluebyDecreasingoverallportfoliorisk.longcycle&shortcyclebusinessesSuperiorInternalGovernanceviaMacro-man

31、agementTransferringcompetenciesboundarylessbehaviorEconomiesofscopeAbalancingactBureau-cracyValueDestroyingvaluebybloatedbureaucracyInformationoverloadLackofCoordinationHow?Smartbombing:ThinkGlobalActLocal-DevelopedGlobalMarkets-EmergingGlobalMarketsFactorEndowmentsIntensityofRivalryLocalDemandCondi

32、tionsCompetitivenessNationalCompetitiveAdvantageIssues:PortersDiamondMarketExpansion(Globalization)GlobalizationforMarketexpansionanddiversificationProduct/ServiceExtension&Diversification:AcquisitionsWhy?-Quickerwaytoachievesignificantgrowth-Lesseruncertainty-Highbarrierstoentry(maturebusinesses)In

33、dustrial/NBC Financial Services a)#Deals 34 52 56 101 108 134 95 TBDa)Financial Services Data includes(cash,debt,stock)Asset Portfolio Dealsb)Total ConsiderationTransaction Value b)ACQUISITIONS CRITICAL TO GES GROWTH.AcquisitionsSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynami

34、cPerspectiveSWOT:1981Strengths Weakness4blocks SixSigmaInertia BestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeQualityFourPillarsContinuousImprovementBestpracticesOvercomeInertiaSustainingCompetitiveAdvantageSix Sigma EvolutionWhat Does Six Sigma Six

35、 Sigma Do For GE?1995 1995 PRODUCTIVITY PRODUCTIVITY1997 1997 PRODUCT DESIGN PRODUCT DESIGN1998 1998 THE CUSTOMER THE CUSTOMER1999 1999 FULFILLMENT FULFILLMENT2000 2000 DIGITIZATION DIGITIZATIONEvolutioninGE Drives Customer Centricity Improves Product/Service Capability Reduces Costs Improves Perfor

36、mance Reliability Foundation for e-Business/Digitization$600$500$450$380$200$2500$1200$700$170Cost Benefit1996Cost Benefit1997Cost Benefit1998Cost Benefit1999Cost Benefit20006 Sigma Cost6 Sigma ProductivityDelighting CustomersResultsfrom6Sigma$2500$3.0B$0.5B$2.5$2.5B BHEADSPINECHESTABDOMENPELVISLIVE

37、R1 minute 19 seconds9 million2 minutes 15 seconds1 million3 minutes 17 seconds4 million20 seconds 06 seconds6 millionExam TimeBeforeExam TimeAfterProceduresper YearGEMS LightSpeed CT Scanner Abdomen:liver,spine,kidneyHead:skull,brainImage SpeedsImage Speeds Before Before After After After Productsfr

38、om6SigmaBenchmarking&BestPracticesharingBenchmarkingFirstcarriedoutin1988,againstFord,HewlettPackard,Xerox,andToshibaononlyproductivitydimensionsCurrently,usedfortarget-settingforallprocessesandfunctionsConductedusingPEERnextandeOPTIMISsoftwaretoolsBestPracticessharingSixSigmatrackerforeachbusinessa

39、ndSixSigmacafeacrossGEAdoptionofBestPracticesinstitutionalizedviaCopy CatAwardAggressivelydrivenbyGEOperatingsystemOvercominginertiaTransition StateCurrentStateImprovedStateMonitoringprogressMakingchangelastMobilizingcommitmentShapingavisionCreatingasharedneedSWOTVisionRestructuringGrowthEngineSusta

40、iningCompetitiveadvantageDynamicPerspectiveSWOT:1981Strengths Weakness4blocks SixSigmaInertia BestpracticesLeadershipBoundary lessnessValuesStrategicModelFront-endFocusDigitizationBPOandchangeBusinessProcessOutsourcingBenefitsofOutsourcingProvideCapacityCreateStrategicAdvantageMovetoVariableCostBett

41、erProcessDeliveryRemoteprocessingofBack-endoperationsLeveragestheintellectualtalentandprocessingcostdifferentialofdevelopingcountriesEg.UnderwritingprocessforGE credit cards,Mortgage,SFG etc.foranycustomerinUSAandEuropetakeplaceinDelhi,India.Digitization is transforming everything GE does;Automating

42、workflowandleveragingtheinternetiscrucialtothefuturesuccessofGEMakingGEfaster,leanerandsmarterevenasGEbecomebigger.Results:$7billionworthofgoodsandservicesweresoldoverthenetin2000.$6billionwasconductedononlineauctions$1.5billiongeneratedbyGEinoperatingmarginimprovementsin2001E-business/DigitizationT

43、hisisthequoteoftheday.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)ear

44、nings by 11 percent.I think were in pretty good shape.Appendix GE E-Business Internet StrategiesStrategyDefinitionWhat is it?ExamplesVisualDisintermediation Aggregation Community PortalPermeate theCustomers SpaceCustomer-SpecifiedProducts and Termseee$Dynamic Pricinge eTakeoverorremembercustomersdat

45、aandremembertheirprocessesorpreferencesGetbetweenthebuyerandsellerCreateacommunityofbuyersandsellersTakeouttheMiddleManLetthecustomerintodesigndataandprocessesCreateaMarketGEAppliancesPurchasingappliancesonlineisavailableforcustomersalongwithsparesandaccessoriesDirectSellingProvideabroadrangeofprodu

46、ctinformationGELightingDetailedandvisualproductinformationcategorizedforhome,businessorautomotiveuseGESupplyCreatesnetworkforcommunicationbetweenallsuppliersProvideproductsandservicestomembersRememberthecustomerspreferences,paymentmethods,recentpurchases,etc.GEFinancialNetworkProvidesOnlineinsurance

47、Quotesandpaymentfacility.Also,updatescustomersofnewoffersCustomerdesigns/configurestheirownproductGELightingThereissoftwaretodownloadthathelpsdecidetheperfectlightAuctionsGEXchangeElectronicExchangethatallowscustomerstonametheirownpricesCo-Marketing RelationshipsService PartnershipExtendserviceintot

48、hecustomersorganizationSharecustomerstocreateamorecompellingproductGEMedicalSystemsOther consumable Diagnostic products of suppliers can be purchased along with CT scan spares DirectSellingandAdvertisingeeEnsuringthatthecustomerneedsaremetGEAircraftEngineswouldkeepaninventoryofenginesinstocktomeetre

49、quire-mentsandneeds.Equity/Warrants:GEistryingtosecureeitherequityorwarrantsfromallthevendorsthatitisworkingwithtodevelopitse-businessstrategiesE-business Vendor Goals:Securevaluablerevenues(internetcompaniestradeatsalesmultiples)GetinstantaneouscredibilitywithmarketplacethroughGEreference/endorseme

50、ntGE Businesses Goals:Recoverconsulting/licensecostsBroadenpartneringrelationshipsSecureequityupsideopportunitywithhighgrowth,emerginge-businesscompaniesGE Equity Goals:PutmoneytoworkandmaximizeROISupportGEbusinessesbyinvestinginstrategiccompanies Equity:thedirectownershipinacompanyMutually benefici