What are some of the steps taken by Immelt to demonstrate that GE is not overly dependent on acquisitions to fuel the company’s growth?
What are some of the steps taken by Immelt to demonstrate that GE is not overly dependent on acquisitions to fuel the company’s growth?
What are some of the steps taken by Immelt to demonstrate that GE is not overly dependent on acquisitions to fuel the company’s growth? Contrasting Immelt’s leadership with Welch’s, what results are expected as the organizational culture evolves under Immelt’s direction? What can you suggest to further stimulate strategic entrepreneurship (internal innovation) at GE? What other recommendations can you make to improve Immelt’s effectiveness and drive performance results to meet stakeholder expectations? Jeffrey Robert commonly known as Jeff Immelt was born in 1956. He is the board chairman as well as the CEO of General Electric in the US. He replaced Jack Welch after his retirement in 2000. Previously, Immelt was the CEO and President of the Medical Systems department of GE currently referred to as GE Healthcare (Wikipedia, 2011). In his new position as board chairman Immelt emphasized in his address to University engineer students in Thayer School on the significance of prospect business opportunities with China and other states in the distant East. Since then his active role in offering commencement addresses in several Universities has earned him at least six honorary doctorate degrees (Wikipedia, 2011). Immelt also combined the two traditional strengths of GE but with a different goal. These two strengths are namely development ability and process orientation. This meant a drawing a plan that could attract new proceeds from current businesses. Immelt made it clear that his aim is not retain the GE culture called productivity but to transform it to organic growth of 8% which beats all the world records (Harvard Business Review, 2006). In order to achieve this GE carried out a research on the percentage on products that have been recently introduced in thirty companies. They applied the found metrics on GE and it did not work since the metrics did not match up with the GE income. This prompted them to adopt the organic revenue augmentation which Immelt strongly believes will yield a double or triple growth rate that goes further beyond the world GDP (Harvard Business Review,
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