BL - Case Jeff Immelt - Syndicate 3

Syndicate 3 | Business Leadership | BLEMBA 11 | 2013-02-02

GE’s Jeff ImmeltThe Voyage from MBA to CEO

Aloysius Roy Tantono 29111454

Andreas Nataniel 29111438

Angga

Pramana 29111439

Eva Paramitha

Widyanto 29111450

Margaretta

Septyani

Ariesta 29111448

Yoyong 29111483


•

Founded: 1878 in Menlo Park, New

Jersey. Founder: Thomas Alva Edison

•

In 1981, era of John Welch, he

concentrated on improving performance

by driving business to become number

one/two in business, aggresively cutting

cost but also invest in management

development

•

Rank of performance management : top

20%, high valued 70% and the least

effective 10%.

Background


•

Graduated from Harvard MBA and has been recruited on 1982. –

Immelt entered on a commercial leadership track. –

After completing the training program, Immelt become regional sales manager

for GE Plastic in Dallas and responsible for 15 direct reports.

•

1987, Immelt was tapped to attend the Executive Development Course

(EDC) at Crotonville as the youngest to expand his professional network.

•

In 1989, he was appointed as VP Consumer Service for GE Appliances.–

Gary Rogers, CEO of GE Appliances, thinks highly of Immelt. –

He has an exceptional energy and results but also counseled to listen

better, to

empower

his subordinate and to channel his appetite for action to bring his

organization along with him.

The Rise of Jeff Immelt


• In 1992, Immelt

appointed as head of Plastics America–

Tough competition from Dow Duppont

& Bayer

• In 1997, he was appointed to run GE Medical Systems–

Developing the business and also expanding his management network

–

Spot for talent: Greg Lucier

double the sales of GEMS in IT Business to

1.8 billion USD

–

GEMS’

sales doubled to $8.4 billion

•He was selected by GE's Board of Directors in 2001 to replace Jack Welch following his retirement

The Rise of Jeff Immelt


•

Jeff Immelt focus on growth strategy1.

Technological leadership ‐

core driver of the company’s future growth 2.

Service acceleration 3.

Commercial excellence – build enduring relationships with customers

and creating a world class commercials culture

4.

Globalization ‐

expanding GE’s sourcing and marketing worldwide5.

Growth platform – create major new platforms for future growth.

•

The way he led GE:–

Inspiring

–

Dare to take the challenge

–

Hard working

–

Proven performance

Jeff Immelt

as CEO


Succession Planning

• Jeff strategy to develop new leaders:

– Instead of rotating the potential leaders, potential leaders are

developed through longer assignments

in key customer‐

facing or change‐oriented “pillar jobs”. 5‐6 years experiences

might allow a leader the opportunity to make strategic bets &

live with the consequences

–Collapse GE’s 11 core businesses into half, each led by an

experienced leader spend more time on coaching,

developing

and supporting

younger leaders


T H A N KY O U

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BL - Case Jeff Immelt - Syndicate 3