GE’s two-decade transformation

Case AnalysisGroup 4

Ajay Chandar – DM 16103Akash K- DM 16104

Esha Agarwal – DM 16116Shorya Umang Jain – DM 16143

Either #1 or #2 – or Sell or Close

Simultaneous divestitures ($11 bn) and acquisitions ($21 bn).

Strategic Playbook: - Current market dynamics - Competitors’ key activities - GE’s business response - Greatest competitor threat

Redefining the budgeting position Flattening the organization

Restructuring at GE– early 1980s

Best practices adopted by employees.

GE went to global markets.

Developed Leaders through 360 degree feedback

Second stage – late 1980s

An organization without boundaries

Quality was put into practice

A-players (had courage, energy, vision and leadership)

The third wave – 1980s

The Internet was the biggest change.

E-commerce was supported.

Last phase

To have a leaner and more efficient organization

The earnings and profit of the organization will rise as a result of the restructuring.

Learning and unlearning is an important aspect of any restructuring process.

It’s important to keep abreast of changing business trends.

Key points