GE'S TALENT

MACHINE: THE
MAKING OF A CEO
Group-4
Sattiraju Geetika (IPM01132) | Tarini Prathiksha M
(PGP13241) | Thati Vani (PGP13242) | Vaishnavi
Varshney (PGP13250) | Vansh Ahlawat (PGP13253)
Do you admire the decisions taken by Jeff Immelt in that
period 2003 vis-a vis in the current scenario?
● The changes made by Immelt, though not radical, were largely positive changes to the
organization
● The decision to increase interactions within the organization and also outside with the
customers was favorable as it can be seen that to be relevant, organizations are
increasing their interaction with customers
● Immelt’s focus on “technological leadership” can also be said to be a step in the right
direction as this way, the leaders could better understand the workings of the products
● Immelt’s emphasis on Acquiring businesses high on human capital, though, is not entirely
positive as it is necessary to have synergies between the Human Resources and the
functions of an organization, and also between GE’s Human Capital with respect to the
acquired firm’s Human Capital

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CASE OVERVIEW
● Thomas Edison founded GE in 1878.
● GE used several modern management practices in the production and distribution of
electricity.
● A decentralized, multi-divisional organization is created as a result of diversification, as
opposed to a centrally controlled business.
● Ralph Cordiner created the first corporate university as part of the decentralization
strategy, in Crotonville. A system of a meritocracy based on quantified performance
● GE was an innovator in corporate centralization in the 1930s, a pioneer in strategic
planning in the 1970s, and a leading example of a lean, agile global competitor in the
1990s.
● The sophistication of early HR development was among the best in the world, and new
CEO Jeff Immelt had to ensure that executives were developing.

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 GE MANAGEMENT DEVELOPMENT
POLICIES AND PRACTISES
● Any organization's progress is greatly influenced by its policies and procedures
● One of the most esteemed multinational corporations in the world today is GE
● Continuous improvement, meritocracy, focus strategy, and "marrying" new hires to the
GE culture are among the policies and institutions at GE
● The circumstances, atmosphere, and status of laws, geographical areas, and regulations
within a state determine how much policies and practices can be generalized
● The policies and procedures of GE are incredibly generalizable

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 TRANSFERABILITY ACROSS CULTURES,
ACROSS INDUSTRIES, ACROSS COMPANIES
● To match the needs of the business and aid its expansion, GE took on the task of
polishing its staff
● Newly graduated college graduates who are recruited are trained while being made
aware of the company's current and foreseeable needs
● A company must share the same or fewer cultural traits as GE for GE's policies and
structures to be transferable
● Due to the beliefs, habits, and cultural differences that exist across nations and under
similar circumstances, transferability is challenging

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What lessons do you take from this case? Reflect
on the positives or negatives?
● Efficient management of Human Capital plays a critical role in the development of the
organization, as can be seen through the strong emphasis of all the previous CEOs in
the same
● Flexibility in the organization is critical for long-term relevance for the organization, as
can be seen that GE has made a few 180-degree changes in accordance with the needs
of the environment
● GE’s HR policy is to promote exclusively insiders, but this policy might bring forward
difficulties in today’s context due to the high attrition rates across firms
● The centralized system in Human Resources policies is becoming an issue for the
organization due to the various cultural differences across the organization

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THANK YOU.