美国通用电气战略管理模式

Foundedin1878byThomasAlvaEdisonMergerin1892TheEdisonGeneralElectricCompanyTheThomson-HoustonCompanyOneofthe12stocksthatmadeupthefirstDJIAindexin1896.Inthelistcontinuouslysince1907TheHeritage第一页，共七十七页。美国通用电气公司的战略管理模式（GE）第二页，共七十七页。Today’sBasics…Revenue:$125.7BDomestic:Foreign~2:1NetIncome$13.7BMarketCapitalization:~$244BEmployees:~310,00013majorbusinessesMorethan100countries第三页，共七十七页。…CompareandContrast’81TodayRevenue$27.2B$125.7BEarnings$1.7B$13.7BMarketValue$13B$244BBusinesses4313Employees404,000310,000第四页，共七十七页。TheThreeFamiliesLong-CycleBusinessesGEShort-CycleBusinessesFinancialServices第五页，共七十七页。Long-CycleBusinessesLong-CycleBusinessesAircraftEnginesPowerSystemsMedicalSystemsTransportationSystems第六页，共七十七页。Short-CycleBusinessesShort-CycleBusinessesConsumerAppliancesIndustrialSystemsSpecialtyMaterialsNBCPlastics第七页，共七十七页。FinancialServicesFinancialServicesCommercialFinanceConsumerFinanceEquipmentManagementInsuranceBusiness第八页，共七十七页。ASummaryofBusinessFinances第九页，共七十七页。TheShareofthePie…第十页，共七十七页。TheShareofthePie…第十一页，共七十七页。TheEra:HowtheMarketValuedit第十二页，共七十七页。Compare&ContrastwithPre-WelchEra第十三页，共七十七页。FromFollowingtheEconomy…第十四页，共七十七页。…ToSettingthePace第十五页，共七十七页。TheTurnaroundHowdidtheydoit?第十六页，共七十七页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第十七页，共七十七页。JackWelch’svisionBenumber1or2(Fix,sellorclose)Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry

“Adecadefromnow,IwouldlikeGeneralElectrictobeperceivedasaunique,high-spirited,entrepreneurialenterprise...themostprofitable,highlydiversifiedcompanyonearth,withworldqualityleadershipineveryoneofitsproductlines”第十八页，共七十七页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第十九页，共七十七页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第二十页，共七十七页。Strengths

SizeDiversifiedportfolioRelationswiththegovernmentFinancialstrengthWeaknesses

BureaucraticmechanisticorganizationManylayersfromtoptobottomDoingitbythebookinsteadofdoingitrightforthecustomer,employeeorbusinessBusinessesasIslandsuntothemselvesOpportunitiesEmergingmarketsChangingbusinessmodelsThreats

TheJapanesechallengeRecessionaryUSeconomywithhighinterestratesandastrongdollarSWOTanalysisin1981第二十一页，共七十七页。JackWelch’svisionBenumber1or2(Fix,sellorclose)Welchsetthestandardforeachbusinesstobecomethe#1or#2competitorinitsindustry

“Adecadefromnow,IwouldlikeGeneralElectrictobeperceivedasaunique,high-spirited,entrepreneurialenterprise...themostprofitable,highlydiversifiedcompanyonearth,withworldqualityleadershipineveryoneofitsproductlines”第二十二页，共七十七页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第二十三页，共七十七页。BusinessRestructuring…GE-McKinseyMatrixQuestionmark

AppliancesSpecialtyMaterialsWinner

AircraftEnginesPowerSystemsWinner

MedicalSystemsCapital

LoserConsumerElectronicsAverage

Business

PlasticsIndustrialSystemsWinnerTransportationLoser

CentralA/CHousewaresCoalminingLoserProfitProducer

LightingHighMediumLowLowMediumHighMarketAttractivenessCompetitivePosition第二十四页，共七十七页。Reorganizationofbusinesses第二十五页，共七十七页。Changingcompositionofbusinesses第二十六页，共七十七页。BusinessRestructuring….cont’dToFromFourNineDe-layeringofhierarchicallevelsEvaluatedagainstexternalcompetitionInternalcomparisonswithpastperformanceFocusofBudgetingprocessRealtimeplanningStrategicPlanningprocessPlanningprocess第二十七页，共七十七页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第二十八页，共七十七页。

ScientificManagementVsTransformationalleadershipWriting

Speaker

Cautious AggressiveHarmony

Confrontational

System

oriented

Individual

orientedIntegrationthrucommittees

ThruProcesses

Relieson Reports OnemployeefeedbackAvoideduncertainty AccepteditControlledchange

ReveledinchangeReginaldJones JackWelchPath-breakingLeadershipofGE第二十九页，共七十七页。

GroomingagenerationofleadersTypeIIIGotridoffquicklyTypeIStarTypeIIGivenanotherchanceTypeIVAskedtoleaveLowHighHighLowTeamValuesPerformance第三十页，共七十七页。LeadersofthefutureThe4Es

Energy-excitedbyideasbecauseoftheopportunitybringsEnergize-infectingeveryonewiththesameenthusiasmfor anideaEdge-theabilitytomaketoughdecisionsExecute-theabilitytoturnvisionintoresults第三十一页，共七十七页。“Work-out”wasaprocessinitiatedbyJackWelchandJamesBaughmantoaddresstheissueofincreasingproductivitybychangingthein-houseculturetoreflectthatofansmallfirm,characterizedby

SpeedSimplicitySelfConfidence“Work-out”Self-ConfidenceSimplicitySpeedOrganizationalRestructuring-“Work-out”第三十二页，共七十七页。Culturein1980’sFinetunedFinancial

AnalysisLongStrategicDeliberationsCentralizedControlsMultilevelApprovalsCultureinlate1980’s–1990’sSpeedSimplicitySelfConfidenceWork-outProcessTransformationofcultureatGEtosustaingrowth&productivityOrganizationalRestructure–“Work-out”第三十三页，共七十七页。Implementationofatypicalin-house“workout”·ConsultantassignedtoeachGEbusinesstofacilitate3-dayoff-sites·

Groupsof40–100employeesinvitedtoshareviewsabouttheirbusiness

andhowitmightbeimproved.·

UnitBosspresentschallenge/problemandleavesfacilitatorswith

employeestolistproblems,debatesolutions,andpreparepresentations.·

Results(analysisandrecommendations)werepresentedtotheUnitBosson

thefinalday.·

Immediatedecisions“yes/no”takenontheproposalsbytheUnitBoss.

·

Deadlinesfixedtoreviewadditionalinformation·Promptactionandfollow-uponproposalsOrganizationalRestructure–“Work-out”第三十四页，共七十七页。Implementationofatypicalin-house“workout”Work-out

OrganizationParticipationProblemPresentationEvaluationResultPresentationDecisionAction/

FollowupResultsof“Work-out”:1981198819922%productivityannually4%productivityannually“Work-out”Process第三十五页，共七十七页。SalientFeaturesof“Work-out”·Culturecharacterizedbyspeed,simplicityandself-confidence.·

Ideassolicitedfromeveryone,everywhere·

Noboundariescreatedbyorganizationalhierarchy.·

Nodocumentation·

Focusonturningtalkintoaction.·

Focusonaddressingrealproblemsandsolutions·

Nofunctionalspecializationandhierarchicalpowerdifferences

inhibitingflowsandimplementationofaction.·Promptactioninformationregardlessofthesource.·Closingtheloop-FollowingupondecisionsandlearningbydoingOrganizationalRestructure–“Work-out”第三十六页，共七十七页。DomesticOperationForeignOperationGE:BoundrylessOrganizationEngineeringManufacturingMarketingSalesCustomerServiceTraditionalStructureGeographicallySegmentedBoundbyFunctionalbarriersNoideasharingLabeldependentBoundrylessStructureGE:ASeamlessOrganizationIntegratedApproach–No

FunctionalBarriersBonusandoptionslinkedto

ideageneration&sharingNoLabeldependenceOrganizationalRestructure-BoundrylessBehavior第三十七页，共七十七页。Workouts

BoundrylessBehaviorOrganizationalChangeleadingtoSuperiorCustomerResponsivenessDifferentiatingFactorValueCreationCompetitiveAdvantageOrganizationalchangecompetitiveadvantageOrganizational

Restructure第三十八页，共七十七页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第三十九页，共七十七页。MarketsGrowthEnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarketExpansionPresentNewProductsAcquisitionGlobalization第四十页，共七十七页。MarketsGrowthEnginePresentNewPresentNewMarketPenetrationProduct/serviceExtensionDiversificationMarketExpansionPresentNewProductsAcquisitionGlobalization第四十一页，共七十七页。MarketsGrowthEnginePresentNewPresentNewFourPillarsProduct/serviceExtensionDiversificationMarketExpansionPresentNewProductsAcquisitionGlobalization第四十二页，共七十七页。

FocusonbuildingblocksofcompetitiveadvantageQualityInnovationCustomerResponsivenessEfficiency

MarketPenetrationMarketPenetration第四十三页，共七十七页。MarketPenetrationCoreBusinessHighTechnologyServicesInvestinimprovingQuality&EfficiencystayontheleadingedgebyinvestinginR&DAchievesuperiorcustomerresponsivenessThreeCircleConcept:threeparallelapproaches第四十四页，共七十七页。GE’sforayintotheServicesIndustrywas2-pronged

TooffsetthedependenceofGEonitsindustrialproductswithinits

existingmarketandhelpitsbusinessesreachthe#1position.Tocountertheslumpinthedemandforexistingproductsby

providingvalue-addedservicesBenefits:

HugegrowthpotentialforGEandResultinincreasedrevenuethroughvalue-addedservices.

e.g.:ServicebasedtechnologiessuchasrealtimemonitoringcapabilitiesdevelopedbyGE’sMedicalSystemstobetransferredtotherealtimemonitoringofAircraftEnginesandPowerBusinessUnits.

Product/ServiceExtensions第四十五页，共七十七页。ServiceExtensionsinexistingmarketswererealizedbyacquisitionssuchas$1.5billionjetengineservicebusiness$600millionpurchaseofaglobalpowergeneration

equipmentservicecompanyServiceExtensions:RevenueGrowth第四十六页，共七十七页。MarketExpansion(Globalization)Why? -6%Vs12% -Cost&QualityAdvantage -IntellectualCapital第四十七页，共七十七页。Diversification

CreatingvaluebyDecreasingoverallportfoliorisk.–longcycle&shortcyclebusinessesSuperiorInternalGovernanceviaMacro-managementTransferringcompetencies–boundarylessbehaviorEconomiesofscopeAbalancingactBureau-cracyValueDestroyingvaluebybloatedbureaucracyInformationoverloadLackofCoordination第四十八页，共七十七页。How?Smartbombing:ThinkGlobalActLocal -DevelopedGlobalMarkets -EmergingGlobalMarketsFactorEndowmentsIntensityofRivalryLocalDemandConditionsCompetitivenessNationalCompetitiveAdvantageIssues:Porter’sDiamondMarketExpansion(Globalization)第四十九页，共七十七页。GlobalizationforMarketexpansionanddiversification第五十页，共七十七页。Product/ServiceExtension&Diversification:AcquisitionsWhy? -Quickerwaytoachievesignificantgrowth -Lesseruncertainty -Highbarrierstoentry(maturebusinesses)第五十一页，共七十七页。Industrial/NBC

FinancialServicesa)#Deals 34 52 56 101 108 134 95 TBDa)FinancialServicesDataincludes(cash,debt,stock)AssetPortfolioDeals

b)TotalConsiderationTransactionValueb)ACQUISITIONSCRITICALTOGE’SGROWTH...Acquisitions第五十二页，共七十七页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第五十三页，共七十七页。QualityFourPillarsContinuousImprovementBestpracticesOvercomeInertiaSustainingCompetitiveAdvantage第五十四页，共七十七页。SixSigmaEvolutionWhatDoes

SixSigma

DoForGE?1995PRODUCTIVITY1997PRODUCTDESIGN1998@THECUSTOMER1999FULFILLMENT2000DIGITIZATIONEvolution

inGE

DrivesCustomerCentricityImprovesProduct/ServiceCapabilityReducesCostsImprovesPerformanceReliabilityFoundationfore-Business/Digitization第五十五页，共七十七页。$600$500$450$380$200$2500$1200$700$170CostBenefit1996CostBenefit1997CostBenefit1998CostBenefit1999CostBenefit20006SigmaCost6SigmaProductivityDelightingCustomersResults

from6Sigma

$2500$3.0B$0.5B$2.5B第五十六页，共七十七页。HEADSPINECHEST

ABDOMEN

PELVISLIVER1minute19seconds9million2minutes15seconds1million3minutes17seconds4million20seconds06seconds6millionExamTimeBefore

ExamTimeAfterProceduresperYearGEMSLightSpeedCTScannerAbdomen:liver,spine,kidneyHead:skull,brainImageSpeeds

BeforeAfterProducts

from6Sigma

第五十七页，共七十七页。Benchmarking&BestPracticesharingBenchmarkingFirstcarriedoutin1988,againstFord,HewlettPackard,Xerox,andToshibaononlyproductivitydimensionsCurrently,usedfortarget-settingforallprocessesandfunctionsConductedusing‘PEERnext’andeOPTIMISsoftwaretoolsBestPracticessharingSixSigmatrackerforeachbusinessandSixSigmacafe’acrossGEAdoptionofBestPracticesinstitutionalizedvia‘CopyCat’AwardAggressivelydrivenbyGEOperatingsystem第五十八页，共七十七页。OvercominginertiaTransitionStateCurrentStateImprovedStateMonitoringprogressMakingchangelastMobilizingcommitmentShapingavisionCreatingasharedneed第五十九页，共七十七页。SWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT:1981StrengthsWeakness4blocksSixSigmaInertiaBestpracticesLeadershipBoundarylessnessValuesStrategicModelFront-endFocusDigitizationBPOandchange第六十页，共七十七页。BusinessProcessOutsourcingBenefitsofOutsourcingProvideCapacityCreateStrategicAdvantageMovetoVariableCostBetterProcessDeliveryRemoteprocessingofBack-endoperationsLeveragestheintellectualtalentandprocessingcostdifferentialofdevelopingcountriesEg.UnderwritingprocessforGEcreditcards,Mortgage,SFGetc.foranycustomerinUSAandEuropetakeplaceinDelhi,India.第六十一页，共七十七页。DigitizationistransformingeverythingGEdoes;Automatingworkflowandleveragingtheinternetiscrucialtothe

futuresuccessofGEMakingGEfaster,leanerandsmarterevenasGEbecome

bigger.Results:$7billionworthofgoodsandservicesweresold

overthenetin2000.$6billionwas

conductedononlineauctions~$1.5billiongeneratedbyGEinoperatingmargin

improvementsin2001E-business/Digitization第六十二页，共七十七页。Thisisthequoteoftheday...fromJeff'sanalystmeetingafterSep11th2001

``GEisbuilttooutperform,''saidImmelt,whoalsopredicteddouble-digitgrowthin2002.``Iwaschairmanfortwodays,andthenIhadjetswithmyengineshitabuildingIinsuredwhichwascoveredbyanetworkIowned,andwestillgrew(2001)earningsby11percent.Ithinkwe'reinprettygoodshape.''第六十三页，共七十七页。Appendix第六十四页，共七十七页。

GEE-BusinessInternetStrategiesStrategyDefinitionWhatisit?ExamplesVisualDisintermediationAggregationCommunityPortalPermeatetheCustomer’sSpaceCustomer-SpecifiedProductsandTermseee$$DynamicPricingeeTakeoverorremembercustomer’sdataandremembertheirprocessesorpreferencesGetbetweenthebuyerandsellerCreateacommunityofbuyersandsellersTakeouttheMiddleManLetthecustomerintodesigndataandprocessesCreateaMarketGEAppliancesPurchasingappliancesonlineisavailableforcustomersalongwithsparesandaccessoriesDirectSellingProvideabroadrangeofproductinformationGELightingDetailedandvisualproductinformationcategorizedforhome,businessorautomotiveuseGESupplyCreatesnetworkforcommunicationbetweenallsuppliersProvideproductsandservicestomembersRememberthecustomerspreferences,paymentmethods,recentpurchases,etc.GEFinancialNetworkProvidesOnlineinsuranceQuotesandpaymentfacility.Also,updatescustomersofnewoffersCustomerdesigns/configurestheirownproductGELightingThereissoftwaretodownloadthathelpsdecidetheperfectlightAuctionsGEXchangeElectronicExchangethatallowscustomerstonametheirownpricesCo-MarketingRelationshipsServicePartnershipExtendserviceintothecustomer’sorganizationSharecustomerstocreateamorecompellingproductGEMedicalSystemsOtherconsumableDiagnosticproductsofsupplierscanbepurchasedalongwithCTscansparesDirectSellingandAdvertisingeeEnsuringthatthecustomerneedsaremetGEAircraftEngineswouldkeepaninventoryofengine’sinstocktomeetrequire-mentsandneeds.第六十五页，共七十七页。Equity/Warrants:GEistryingtosecureeitherequityorwarrantsfromallthevendorsthatitisworkingwithtodevelopit’se-businessstrategiesE-businessVendorGoals:Securevaluablerevenues(internetcompaniestradeatsalesmultiples)GetinstantaneouscredibilitywithmarketplacethroughGEreference/endorsementGEBusinessesGoals:Recoverconsulting/licensecostsBroadenpartneringrelationshipsSecureequityupsideopportunitywithhighgrowth,emerginge-businesscompaniesGEEquityGoals:PutmoneytoworkandmaximizeROISupportGEbusinessesbyinvestinginstrategiccompaniesEquity:thedirectownershipinacompanyMutuallybeneficialrelationship:Warrant:aninstrumentthatgivestheholdertherighttoacquireacertainnumberofsharesofthecapitalstockofacompanyonorbeforeacertaindateforacertainprice

GEE-BusinessInternetStrategies第六十六页，共七十七页。ServiceExtensions:RevenueGrowth第六十七页，共七十七页。InnovationObjectiveapproachtowardsthecustomerLookfortechnologyplatformsCreategamechangingtechnologies-remotediagnosticscapabilitySolveGE’scrticaltechnicalchallenges–LowNoxemmissionsSharetechnologiesacrossbusinessesSourcetechnologyworldwideDeveloptechnicalhumanresource

Forexample,GEresearchersdevelopedductiletungsten,manynewtypesofengineeringplastics,man-madediamond,andmajorimprovementsincomputedtomographyandmagneticresonanceimaging.GE90engine-theworld'smostpowerful,efficientandquietengine.Oneofthemajortechnologyadvancesinvolvedinthisprogramisacompositefanblademadeofapolymer-basedmaterialthatistwiceasstrongassteelathalftheweight.第六十八页，共七十七页。1997

Performix™X-rayTube

1998

LightSpeed™CT

SmallMotorproducts

Ultem1285

Spectra™GasRange

1999

Spectra™ElectricRange

Advantium™SpeedOven

TritonDishwasher

CeramicMetalHalideLamps

T5FluorescentLamp

SignaOpenSpeed™MR

OQ1050CforCompactDisc

AC6000Locomotive2000orlaterNewDesigns5000Projectsfocusedon

New6SigmaTechnology&NewProcessestotheGEBusinesses

AllofGEProductsDesignedforSixSigmaProducts

from6Sigma

第六十九页，共七十七页。CustomerIssueAssemblyLineEfficiencyCustomerResultsOutputfrom450è800Units/DayWIPê85%$1MMCostOutFloorCareManufacturer

– PlasticsAirlines

– EnginesBuilders

– AppliancesHospitals

– MedicalRetailers– Lighting– AppliancesOEMs– Vendor– CEFUtilities– PowerSys.– IndustrialSys.SixSigma@theCustomer

SixSigmaApproachidentifies

FactorsimpactingWorkFlowGEResults

2MMlb.ShareShift$1.5MMGrowthProgramEfficiency第七十页，共七十七页。VariationfromRequest2/99 10/99 Today 17Days 4Days2DaysGESilicones

-DeliverytoRequestCustomerResponsivenessSales DoubleDigitVolumeGrowthInternet WebSalesBoomingSalesForce MoreTimetoSellvs.ChasingOrderStatusOpMargin Up20+%第七十一页，共七十七页。CustomerPowerPlantEquipmentavailability'98Baseline2Q'993Q'994Q'992000On-timeReliabilitygivesCustomer45daysmoreElectricitySalesGEPowerSystems-OEE

Customers’RevenueImpactedByVariation30231450Days5DaysQuality45DayVariationReduction第七十二页，共七十七页。SizeofcirclecorrespondstonumberofqualifiedworkersavailableCapabilitiesofworkersForeignlanguages(PrimarilyEnglish)Qualityofwork&workethicCostdifferentialLocationAttractivenessInfrastructureCommunicationBasicInfrastructureCountryrisks&FDIIncentivesAttractiveIncentivesPoliticalenvironmentTimeZoneattractivenessSingaporeHongkongChinaHollandIrelandAustraliaUKIndiaPhilippinesMexicoHighHighLowLowMigrationStrategy第七十三页，共七十七页。SelectOrganizationToBenchmarkPrepareForTheVisitVisitTheOrganizationDebrief&DevelopAnActionPlanRetainAnd