7/27/2019 GE`s Jeff Immelt: The Voyage from MBA to CEO

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GE`s Jeff Immelt: The Voyage from MBA to CEOLeadership LessonsGROUP 1

Executive 46

Haidir Afesina

Ace Johara

Yudho Jatmiko

Meilina

MM6015

Business Leadership

7/27/2019 GE`s Jeff Immelt: The Voyage from MBA to CEO

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+ Profile

worlds best CEOs

GE`s CEO in 2001 MBA in 1982

25 days a year on

succession planning

and cultivating future

GE leaders

a customer oriented

Listen to his customer regularly

(at least five days a month)

GE as a $165

billion growthcompany

under his

leadership

the brightest during

initial traineeship

period

7/27/2019 GE`s Jeff Immelt: The Voyage from MBA to CEO

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+GE`s Growth process

Company

Five Necessary leadership trait:

Create an external focus thatdefined success in market terms

Be clear thinkers who cansimplify strategy into specificaction, make decision,

communicate priority

Have imaginations andencourage to take risks on

people and idea

Energize team throughinclusiveness and connection

with people, building both

loyalty and commitment

Develop expertise in a functionor domain, using depth as a

source of confident to drive

change

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+ Greatest Challenge

Promoted as a CEO

4 days after terrorist attack (WTC, New York)

Continue

Jack Welch legacy

impacted immediately to

the GE`s Business (decrease

financial report)

Decreasing Company Stock Price in around

$30 in 2001 and still continue decreasing reach

$28.78 a year after 9/11/2001(Exhibit 3)

Grow the organization while retaining high standards through leader

development and building a strong organizational culture

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Why Coffin & Welch Become

Legend?

Welch Leadership style

Act like a leader, not a manager Building the market leading company Driving business no 1 or 2 in their industires or face being sold

or closed

Radical restructuring Forging the boundaryless organization Harnessing your people for competing advantage Drive quality throughout the organization

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Why Coffin & Welch Become

Legend?

Coffin Leadership Style

Build a foundation of GE Culture CEO Factory Executive development policies and practice Build principle organization design for large company Create organization based on function

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Remake GE business, process, and leadership Leveraging human capital growth Investment on new business, focused R&D

Lesson Learn Immelt

Action orientedIn GE he stronglywanted to get results

Going extra milein order to meetbudget objectives

People orientedManaging diversityManaging the energyand life of the people to

drives the growthPutting the rightpeople on the rightposition

Good listener

Leadership cultureCompetitive strategy(visionary)

Idea is power(encouraging otherpeople)

Business acumen(know what business will

be in future, forecast)

Pillar jobs,

coaching,developingand

supportingyounger

leaders