aro|eusi Ness|scnoot ips WabTLIIME untertd ngs ing gute ony : SE's custonee Push in 1999, CEO Jack Welch sation © more slowiy @estometfelationships and selling approach. A year iter, with Iter cictiviy tees bottomline impact than fist expected, attento ed Ehpectvity through “the digittion cas Once spams WOR snd the challenges of UGE Plastics. Since mid-l astics a benchmark e-bush pce eeRE pecan ene Prepared las input for the business's annual organiza’ hip rove ih Wet arson tes ning net reamed wondering. wh disband nding his e-business te: disbanding his usinss am and ding te spray ard he ot Pack to SECT nls and ther fancnal groupe, Would i dead ous eS ca eee ng e-business strategy? And was the organization ready to embrace the two-Ye -gic initiative as part of its ongoing activities? Welch’s Two-Decade Legacy Ina speech to his final annual shareholders meeting a8 CEO. oa ee eet Pott raga ow humid Corporation Times "Most Admired Company in the World” both forthe hid conenesive Yo CEO in 1981, Welch had seen GE generate a total return to its shareholders of © ear ee (Exhibit 1 summarizes Gh er's foancials) 1 was an enviable record aos aoly admired leacershi ofthis tana instal company’s transforms To Ted Wels we ateManager of the Century” His numerous satel, organizations al change intatives, summarized briefly here provided the background fr Ns final strategic thrust— keeping GE's businesses competitive in the Intemet Ags ack Welch proudly announced that “America” and The Financial x. Since becom » annwally, {OF pred ths sociate Meg Gap Frofmior Chitopter A acl 2 Fy atta on CES TD ly acho el sc roped lw ess ce sun biking, Sak sratons of feiveo 2s is grateful 150 (Boston: Harvard Busines A gore as endorsement, Owe. School P ‘lr ont reprodice mata edu No pat of tS nde copies regu er fad in ty wc red Te permanent Ba potocopying reer po QAR) fom A 1 xavier Labour Relations + sotele Maragrt Te 1, GHP 2012-29 sis document's suthorizd or use on Prof. Manoj Thom