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    Group-3 Kavita Patil Risha Agrawal Hrangbung Darthang Anal Neha Sheenam Monica Syal Krishnakant Sarda Maheshwari Mansi Agrawal

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    HEM BANSAL
    This document summarizes GE's approach to developing and promoting CEO talent from within the company. It discusses key figures like Charles Coffin who established performance measurement and succession planning. It also covers more recent CEOs like Jack Welch who focused on restructuring and Jeff Immelt who emphasized customer relationships. The succession process aims for smooth leadership transitions and high employee morale. Challenges include sustaining success after strong leaders and adapting strategies to changes, while recommendations center on rewarding performance and increasing diversity.

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    Group-3 Kavita Patil Risha Agrawal Hrangbung Darthang Anal Neha Sheenam Monica Syal Krishnakant Sarda Maheshwari Mansi Agrawal

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    HEM BANSAL
    121 views11 pages
    This document summarizes GE's approach to developing and promoting CEO talent from within the company. It discusses key figures like Charles Coffin who established performance measurement and succession planning. It also covers more recent CEOs like Jack Welch who focused on restructuring and Jeff Immelt who emphasized customer relationships. The succession process aims for smooth leadership transitions and high employee morale. Challenges include sustaining success after strong leaders and adapting strategies to changes, while recommendations center on rewarding performance and increasing diversity.

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    GE Making of CEO

    Original Title

    GE Making of CEO

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    This document summarizes GE's approach to developing and promoting CEO talent from within the company. It discusses key figures like Charles Coffin who established performance measurement and succession planning. It also covers more recent CEOs like Jack Welch who focused on restructuring and Jeff Immelt who emphasized customer relationships. The succession process aims for smooth leadership transitions and high employee morale. Challenges include sustaining success after strong leaders and adapting strategies to changes, while recommendations center on rewarding performance and increasing diversity.

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    121 views11 pages

    Group-3 Kavita Patil Risha Agrawal Hrangbung Darthang Anal Neha Sheenam Monica Syal Krishnakant Sarda Maheshwari Mansi Agrawal

    Uploaded by

    HEM BANSAL
    This document summarizes GE's approach to developing and promoting CEO talent from within the company. It discusses key figures like Charles Coffin who established performance measurement and succession planning. It also covers more recent CEOs like Jack Welch who focused on restructuring and Jeff Immelt who emphasized customer relationships. The succession process aims for smooth leadership transitions and high employee morale. Challenges include sustaining success after strong leaders and adapting strategies to changes, while recommendations center on rewarding performance and increasing diversity.

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    of 11

    Group-3

    Kavita Patil
    Risha Agrawal
    Hrangbung Darthang Anal
    Neha Sheenam GE’s Talent Machine: The Making
    Monica Syal of CEO
    Krishnakant Sarda Maheshwari
    Mansi Agrawal
    2
    About GE
    – Founded by Thomas Edison in 1878
    – GE promotes top leaders from its own
    – Executive development practices made by CHARLES COFFIN, the CEO
    – Coffins commitment towards measuring a performance.
    – Observer called it GE “a CEO factory”
    – In 2003 fortune magazine article named him (coffin) “the greatest CEO of all
    time”
    3
    Case Facts Contd..
    – GE use human capital as a competitive advantage
    – Continues improvements in the training and development of staff
    – GE maintain being a revolutionary organisation; by hiring from within GE and
    always looking out for new management talent
    – Well defined succession management process which puts performing
    employees in lower management positions, in a variety of industries
    4
    Why Succession Planning?
    – Works on proven leadership model
    – Lesser risk because the person is familiar with culture
    – Smooth business continuity
    – High acceptability and high morale from staff
    – Encourages ‘Hiring From Within’
    – Better relation between top management and employees
    5
    Major Actors

    Jeff Immelt (CEO , 2001)


    Key focus areas included
    ─ Technological leadership
    ─ Services Acceleration
    ─ Enduring customer relationships
    ─ Resource allocation
    ─ Globalization
    ─ Layoffs
    ─ Restructuring
    ─ Focused on ‘ Customer Centric’
    ─ Investment in R&D, growth with innovation in slow economic growth
    6
    Jack Welch (CEO , 1981)
    ─ Immense restructuring by elimination of over 1 Lakh jobs
    ─ Vitality curve starts now: Reward scheme also changes
    ─ Special emphasis laid on the GE value system and managers who
    didn’t adhere to the values were let gone
    ─ Letting go of the CEO candidates who couldn’t make it to the post to
    avoid conflicts
    7
    Fred Borsh, 1963

    – Identified “Talent” as a general resource and not something that’s department specific:
    “Hoarding” reduction.
    – Created EMS( Executive Manpower Staff) and focused on PLs 13 to 27
    – Introduced the participation of EMS in Session C

    Ralph Cordiner 1950


    – Implemented decentralization at a crucial juncture in the course of diversification, that
    eased strains imposed on GE
    – Introduction of Session C
    – Created a succession plan for managers, helped identify successors in each level
    8
    Welch Vs Immelt

    – Welch [ Type – Charismatic ]


    – Money Making
    – Short term goals
    – Job rotation

    – Immelt [ Type – Natural leadrer ]


    – Customer Centeric
    – Retain Managers to make them specialist
    – Long term goals
    9
    Challenges

    ─ Will GE be able to sustain the success (after Welsch)


    ─ Minimizing the disturbance during the transition from one CEO to
    other
    ─ Transforming the strategies followed to adapt itself to the changes in
    external environment
    ─ Retaining and promoting non US managers
    10
    Recommendations

    – Making the rankings more flexible would allow 'B' Players to feel valued thus reducing
    de-motivation and increasing output.
    – Immelt should consider expanding the top level or introducing an additional band of
    classification so that 'A' Players are differentiated from 'B' Players.
    – GE should also consider a system of reward to all individuals' achievement of the
    business; this will make majority of employees feel more rewarded for their efforts
    and also increase retention.
    – Immelt should focus on more international recruitment targeting the likes of Europe
    and Asia. Since 40% of GE's revenues are generated offshore
    – GE's should think consider adapting to provide employees with psychological reward
    and also acknowledgment in these areas of cultural variation.
    11

    Thank You

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