GE公司的战略管理模式(英文版)课件

1、美国通用电气公司的战略管理模式（GE）第1页，共74页。Todays Basics Revenue: $125.7 BDomestic: Foreign 2:1Net Income $13.7 BMarket Capitalization: $244BEmployees: 310,00013 major businessesMore than 100 countries第2页，共74页。Compare and Contrast 81TodayRevenue$27.2 B$125.7 BEarnings$1.7 B$13.7 BMarket Value$13 B$244 BBusinesses4

2、313Employees404,000310,000第3页，共74页。The Three Families Long-Cycle BusinessesGEShort-Cycle BusinessesFinancial Services第4页，共74页。Long-Cycle BusinessesLong-Cycle BusinessesAircraft EnginesPower SystemsMedical SystemsTransportation Systems第5页，共74页。Short-Cycle BusinessesShort-Cycle BusinessesConsumer Appl

3、iancesIndustrial SystemsSpecialty MaterialsNBCPlastics第6页，共74页。Financial ServicesFinancial ServicesCommercial FinanceConsumer FinanceEquipment ManagementInsurance Business第7页，共74页。A Summary of Business Finances第8页，共74页。The Share of the Pie第9页，共74页。The Share of the Pie第10页，共74页。The Era: How the Marke

4、t Valued it第11页，共74页。Compare & Contrast with Pre-Welch Era第12页，共74页。From Following the Economy第13页，共74页。To Setting the Pace第14页，共74页。The TurnaroundHow did they do it?第15页，共74页。SWOTVisionRestructuringGrowth EngineSustaining Competitive advantageDynamic PerspectiveSWOT: 1981StrengthsWeakness4 blocksSi

5、x SigmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitizationBPOand change第16页，共74页。Jack Welchs visionBe number 1 or 2 (Fix, sell or close)Welch set the standard for each business to become the #1 or #2 competitor in its industry “A decade from now, I would

6、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17页，共74页。SWOTVisionRestructuringGrowth EngineSustaining Competitive advantageDy

7、namic PerspectiveSWOT: 1981StrengthsWeakness4 blocksSix SigmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitizationBPOand change第18页，共74页。SWOTVisionRestructuringGrowth EngineSustaining Competitive advantageDynamic PerspectiveSWOT: 1981StrengthsWeakness4 bloc

8、ksSix SigmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitizationBPOand change第19页，共74页。Strengths SizeDiversified portfolioRelations with the governmentFinancial strengthWeaknesses Bureaucratic mechanistic organization Many layers from top to bottomDoing it

9、by the book instead of doing it right for the customer, employee or business Businesses as Islands unto themselvesOpportunitiesEmerging marketsChanging business modelsThreats The Japanese challenge Recessionary US economy with high interest rates and a strong dollarSWOT analysis in 1981第20页，共74页。Jac

10、k Welchs visionBe number 1 or 2 (Fix, sell or close)Welch set the standard for each business to become the #1 or #2 competitor in its industry “A decade from now, I would like General Electricto be perceived as a unique, high-spirited, entrepreneurial enterprise . . . the most profitable, highly div

11、ersified company on earth, with world quality leadership in every one of its product lines”第21页，共74页。SWOTVisionRestructuringGrowth EngineSustaining Competitive advantageDynamic PerspectiveSWOT: 1981StrengthsWeakness4 blocksSix SigmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic Mode

12、lFront-end FocusDigitizationBPOand change第22页，共74页。Business RestructuringGE-McKinsey MatrixQuestion mark Appliances Specialty MaterialsWinner Aircraft Engines Power SystemsWinner Medical SystemsCapital Loser Consumer ElectronicsAverage Business PlasticsIndustrial SystemsWinnerTransportationLoser Cen

13、tral A/CHouse waresCoal miningLoserProfit Producer LightingHighMediumLowLowMediumHighMarket AttractivenessCompetitive Position第23页，共74页。Reorganization of businesses第24页，共74页。Changing composition of businesses第25页，共74页。Business Restructuring. contdToFromFourNineDe-layering of hierarchical levelsEvalu

14、ated against external competitionInternal comparisons with past performance Focus of Budgeting processReal time planningStrategic Planning processPlanning process第26页，共74页。SWOTVisionRestructuringGrowth EngineSustaining Competitive advantageDynamic PerspectiveSWOT: 1981StrengthsWeakness4 blocksSix Si

15、gmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitizationBPOand change第27页，共74页。 Scientific ManagementVs Transformational leadershipWriting Speaker Cautious Aggressive Harmony Confrontational System oriented Individual orientedIntegration thru committees Thr

16、u Processes Relies onReports On employee feedbackAvoided uncertainty Accepted itControlled change Reveled in changeReginald Jones Jack WelchPath-breaking Leadership of GE第28页，共74页。Grooming a generation of leadersType IIIGot rid off quicklyType IStarType IIGiven another chanceType IVAsked to leaveLow

17、HighHighLowTeam ValuesPerformance第29页，共74页。Leaders of the future The 4 EsEnergy - excited by ideas because of the opportunity bringsEnergize - infecting everyone with the same enthusiasm for an idea Edge - the ability to make tough decisionsExecute - the ability to turn vision into results第30页，共74页。

18、“Work-out” was a process initiated by Jack Welch and James Baughman to address the issue of increasing productivity by changing the in-house culture to reflect that of an small firm, characterized by Speed Simplicity Self Confidence“Work-out”Self-ConfidenceSimplicitySpeedOrganizational Restructuring

19、 - “Work-out”第31页，共74页。Culture in 1980s Fine tuned Financial Analysis Long Strategic Deliberations Centralized Controls Multilevel ApprovalsCulture in late 1980s 1990sSpeed Simplicity Self ConfidenceWork-out ProcessTransformation of culture at GE to sustain growth & productivityOrganizational Restru

20、cture “Work-out”第32页，共74页。Implementation of a typical in-house “workout” Consultant assigned to each GE business to facilitate 3-day off-sitesGroups of 40 100 employees invited to share views about their business and how it might be improved.Unit Boss presents challenge/problem and leaves facilitato

21、rs with employees to list problems, debate solutions, and prepare presentations.Results (analysis and recommendations) were presented to the Unit Boss on the final day. Immediate decisions “yes/no” taken on the proposals by the Unit Boss. Deadlines fixed to review additional information Prompt actio

22、n and follow-up on proposalsOrganizational Restructure “Work-out”第33页，共74页。Implementation of a typical in-house “workout”Work-out OrganizationParticipationProblem PresentationEvaluationResult PresentationDecisionAction /Follow upResults of “Work-out” :1981198819922% productivity annually4% productiv

23、ity annually“Work-out” Process第34页，共74页。Salient Features of “Work-out” Culture characterized by speed, simplicity and self-confidence.Ideas solicited from everyone, everywhereNo boundaries created by organizational hierarchy.No documentationFocus on turning talk into action.Focus on addressing real

24、problems and solutions No functional specialization and hierarchical power differences inhibiting flows and implementation of action. Prompt action information regardless of the source. Closing the loop - Following up on decisions and learning by doingOrganizational Restructure “Work-out”第35页，共74页。D

25、omestic OperationForeign OperationGE: Boundryless OrganizationEngineeringManufacturingMarketingSalesCustomer ServiceTraditional Structure Geographically Segmented Bound by Functional barriers No idea sharing Label dependentBoundryless Structure GE: A Seamless Organization Integrated Approach No Func

26、tional Barriers Bonus and options linked to idea generation & sharing No Label dependenceOrganizational Restructure - Boundryless Behavior第36页，共74页。WorkoutsBoundryless BehaviorOrganizational Change leading to Superior Customer ResponsivenessDifferentiating FactorValue CreationCompetitive AdvantageOr

27、ganizational change competitive advantageOrganizational Restructure第37页，共74页。SWOTVisionRestructuringGrowth EngineSustaining Competitive advantageDynamic PerspectiveSWOT: 1981StrengthsWeakness4 blocksSix SigmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitiza

28、tionBPOand change第38页，共74页。MarketsGrowth EnginePresentNewPresentNewMarketPenetrationProduct / serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalization第39页，共74页。MarketsGrowth EnginePresentNewPresentNewMarketPenetrationProduct / serviceExtensionDiversificationMarket Ex

29、pansionPresentNewProductsAcquisitionGlobalization第40页，共74页。MarketsGrowth EnginePresentNewPresentNewFour PillarsProduct / serviceExtensionDiversificationMarket ExpansionPresentNewProductsAcquisitionGlobalization第41页，共74页。 Focus on building blocks of competitive advantageQualityInnovationCustomer Resp

30、onsivenessEfficiency Market PenetrationMarket Penetration第42页，共74页。Market PenetrationCore BusinessHighTechnologyServicesInvest in improving Quality & Efficiencystay on the leading edge by investing in R&DAchieve superior customer responsivenessThree Circle Concept: three parallel approaches第43页，共74页

31、。GEs foray into the Services Industry was 2-pronged To offset the dependence of GE on its industrial products within its existing market and help its businesses reach the #1 position. To counter the slump in the demand for existing products by providing value-added servicesBenefits: Huge growth pote

32、ntial for GE and Result in increased revenue through value-added services. e.g.:Service based technologies such as real time monitoring capabilities developed by GEs Medical Systems to be transferred to the real time monitoring of Aircraft Engines and Power Business Units.Product/ Service Extensions

33、第44页，共74页。Service Extensions in existing markets were realized by acquisitions such as $1.5 billion jet engine service business $600 million purchase of a global power generation equipment service company Service Extensions : Revenue Growth第45页，共74页。Market Expansion (Globalization)Why ? - 6 % Vs 12

34、%- Cost & Quality Advantage- Intellectual Capital第46页，共74页。Diversification Creating value by Decreasing overall portfolio risk. long cycle & short cycle businesses Superior Internal Governance via Macro-management Transferring competencies boundaryless behavior Economies of scopeA balancing actBurea

35、u-cracyValueDestroying value by bloated bureaucracy Information overload Lack of Coordination第47页，共74页。How?Smart bombing : Think Global Act Local- Developed Global Markets- Emerging Global MarketsFactor EndowmentsIntensity of RivalryLocalDemand ConditionsCompetitivenessNational CompetitiveAdvantageI

36、ssues: Porters DiamondMarket Expansion (Globalization)第48页，共74页。Globalization for Market expansion and diversification第49页，共74页。Product / Service Extension & Diversification : AcquisitionsWhy?- Quicker way to achieve significant growth- Lesser uncertainty- High barriers to entry (mature businesses)第

37、50页，共74页。Industrial/NBC Financial Services a)# Deals34525610110813495TBDa)Financial Services Data includes (cash, debt, stock) Asset Portfolio Dealsb)Total ConsiderationTransaction Value b)ACQUISITIONS CRITICAL TO GES GROWTH . . .Acquisitions第51页，共74页。SWOTVisionRestructuringGrowth EngineSustaining C

38、ompetitive advantageDynamic PerspectiveSWOT: 1981StrengthsWeakness4 blocksSix SigmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitizationBPOand change第52页，共74页。QualityFour PillarsContinuous ImprovementBest practicesOvercome InertiaSustaining Competitive Adva

39、ntage第53页，共74页。Six Sigma EvolutionWhat Does Six Sigma Do For GE?1995 PRODUCTIVITY1997 PRODUCT DESIGN1998 THE CUSTOMER1999 FULFILLMENT2000 DIGITIZATIONEvolution in GE Drives Customer Centricity Improves Product/Service Capability Reduces Costs Improves Performance Reliability Foundation for e-Busines

40、s/Digitization第54页，共74页。$600$500$450$380$200$2500$1200$700$170CostBenefit1996CostBenefit1997CostBenefit1998CostBenefit1999CostBenefit20006 Sigma Cost6 Sigma ProductivityDelighting CustomersResults from 6 Sigma $2500$3.0B$0.5B$2.5B第55页，共74页。HEADSPINECHESTABDOMENPELVISLIVER1 minute19 seconds9 million2

41、 minutes15 seconds1 million3 minutes17 seconds4 million20 seconds06 seconds6 millionExam TimeBeforeExam TimeAfterProceduresper YearGEMS LightSpeed CT Scanner Abdomen: liver, spine, kidneyHead: skull, brainImage Speeds Before After Products from 6 Sigma 第56页，共74页。Benchmarking & Best Practice sharingB

42、enchmarkingFirst carried out in 1988, against Ford, Hewlett Packard, Xerox, and Toshiba on only productivity dimensions Currently, used for target-setting for all processes and functions Conducted using PEERnext and eOPTIMIS software toolsBest Practices sharingSix Sigma tracker for each business and

43、 Six Sigma cafe across GEAdoption of Best Practices institutionalized via Copy Cat AwardAggressively driven by GE Operating system第57页，共74页。Overcoming inertiaTransition StateCurrentStateImprovedStateMonitoring progressMaking change lastMobilizing commitmentShaping a visionCreating a shared need第58页，

44、共74页。SWOTVisionRestructuringGrowth EngineSustaining Competitive advantageDynamic PerspectiveSWOT: 1981StrengthsWeakness4 blocksSix SigmaInertiaBest practicesLeadershipBoundary lessnessValuesStrategic ModelFront-end FocusDigitizationBPOand change第59页，共74页。Business Process OutsourcingBenefits of Outso

45、urcingProvide CapacityCreate Strategic AdvantageMove to Variable CostBetter Process DeliveryRemote processing of Back-end operations Leverages the intellectual talent and processing cost differential of developing countriesEg. Underwriting process for GE credit cards, Mortgage, SFG etc. for any cust

46、omer in USA and Europe take place in Delhi, India. 第60页，共74页。Digitization is transforming everything GE does; Automating work flow and leveraging the internet is crucial to the future success of GE Making GE faster, leaner and smarter even as GE become bigger.Results: $7 billion worth of goods and s

47、ervices were sold over the net in 2000. $6 billion wasconducted on online auctions $1.5 billion generated by GE in operating margin improvements in 2001E-business / Digitization第61页，共74页。This is the quote of the day. from Jeffs analyst meeting after Sep 11th 2001 GE is built to outperform, said Imme

48、lt, 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62页，共74页。Appendix第63页，共74页。 GE E-B

49、usiness Internet StrategiesStrategyDefinitionWhat is it?ExamplesVisualDisintermediationAggregationCommunity PortalPermeate theCustomers SpaceCustomer-SpecifiedProducts and Termseee$Dynamic PricingeeTake over or remember customers data and remember their processes or preferencesGet between the buyer

50、and sellerCreate a community of buyers andsellersTake out the Middle ManLet the customer into design data and processesCreate a MarketGE AppliancesPurchasing appliances online is available for customers along with spares and accessories Direct SellingProvide a broad range of product information GE L

51、ightingDetailed and visual product information categorized for home, business or automotive useGE SupplyCreates network for communication between all suppliersProvide products and services to members Remember the customers preferences, payment methods, recent purchases, etc.GE Financial NetworkProvi

52、des Online insurance Quotes and payment facility. Also, updates customers of new offersCustomer designs/ configures their own productGE LightingThere is software to download that helps decide the perfect lightAuctionsGE XchangeElectronic Exchange that allows customers to name their own pricesCo-Mark

53、eting RelationshipsService PartnershipExtend service into the customers organizationShare customers to create a morecompelling productGE Medical SystemsOther consumable Diagnostic products of suppliers can be purchased along with CT scan spares Direct Selling and AdvertisingeeEnsuring that the custo

54、mer needs are metGE Aircraft Engines would keep an inventory of engines in stock to meet require-ments and needs.第64页，共74页。Equity/Warrants: GE is trying to secure either equity or warrants from all the vendors that it is working with to develop its e-business strategiesE-business Vendor Goals:Secure

55、 valuable revenues (internet companies trade at sales multiples)Get instantaneous credibility with marketplace through GE reference/endorsementGE Businesses Goals:Recover consulting/license costsBroaden partnering relationshipsSecure equity upside opportunity with high growth, emerging e-business co

56、mpaniesGE Equity Goals:Put money to work and maximize ROISupport GE businesses by investing in strategic companiesEquity: the direct ownership in a companyMutually beneficial relationship:Warrant: an instrument that gives the holder the right to acquire a certain number of shares of the capital stoc

57、k of a company on or before a certain date for a certain price GE E-Business Internet Strategies第65页，共74页。Service Extensions : Revenue Growth第66页，共74页。InnovationObjective approach towards the customer Look for technology platformsCreate game changing technologies - remote diagnostics capability Solv

58、e GEs crtical technical challenges Low Nox emmissionsShare technologies across businessesSource technology worldwideDevelop technical human resourceFor example, GE researchers developed ductile tungsten, many new types of engineering plastics, man-made diamond, and major improvements in computed tom

59、ography and magnetic resonance imaging. GE 90 engine-the worlds most powerful, efficient and quiet engine. One of the major technology advances involved in this program is a composite fan blade made of a polymer-based material that is twice as strong as steel at half the weight. 第67页，共74页。1997Perfor

60、mix X-ray Tube1998LightSpeed CTSmall Motor productsUltem 1285 Spectra Gas Range1999 Spectra Electric RangeAdvantium Speed OvenTriton DishwasherCeramic Metal Halide LampsT5 Fluorescent LampSigna OpenSpeed MROQ 1050C for Compact DiscAC6000 Locomotive2000 or later New Designs5000 Projects focused onNew