2. Index
History and Background
Welch: Bio
Welch: Acquisitions & Innovations
Welch: Key Events at GE
Leadership
Six Sigma
Immelt: Bio
Immelt: Changes at GE
Immelt: Key Events at GE
Immelt: Leadership Style
Conclusions
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3. History and Background
Thomas Edison invented incandescent electric lamp in
1879
1890 Edison General Electric Company formed, then
in 1892 merged with Thomas-Houston Electric
Company
The firm developed best practice standards, including
licensing its technology, developing policies for
employees, a formal hierarchy, financial
controls, restructuring, and automation
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4. Welch: Bio
Born on November 19, 1935 in Salem Massachusetts
Studied Chemical Engineering at the University of
Massachusetts
Did PhD at University of Illinois
He joined GE in 1960 and was not happy with excessive
bureaucratic culture of company
Hit his peak as CEO in 1981 as the eighth and youngest
chairman and CEO in the history of GE
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5. Welch: Acquisitions & Innovations
Welch acquired several businesses
Employers Reinsurance and Radio Corporation of America
National Broadcasting Corporations
To promote innovation he launched a program called
“Work Out“
“Work Out“ brought various employees from different
departments together to asses company and make
suggestions for improvement
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6. Welch: Key Events at GE
As soon as Welch was in charge he made several
changes aimed at making GE more profitable
“Number one or number two” strategy
He insisted that GE should be among the top two players in
every segment it operates; failing to do so will result in closure
of that particular segment – “Fix it, sell it or close it!”
To improve communication at all levels he trimmed
the number of management levels from 9 to 6
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7. Leadership
He believed that involving company employees in
quality processes has a great potential benefit
Welch was good at motivating employees and stirring
them into action
e.g. He frequently wrote notes to employees
appreciating their contribution, this made them more
motivated
Welch stressed the importance of communication at
GE
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8. Leadership
To determine rewards at GE, Welch devised a system where
people are classified into 3 categories
Each department classified employees into 3 categories
based on their performance
Top 20 % , Middle 70 % and Bottom 10 %
Top 20 % were generously rewarded, middle performers were
motivated to emulate top performers whereas bottom 10 % were
fired
He also introduced the elements of high performing
leadership
Four E’s: Energy, Energizer, Execute, Edge, and also Passion
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9. Six Sigma
His commitment to quality led to adoption of Six Sigma at GE in
mid 1990’s
To launch Six Sigma, the company invested heavily in employees
Six Sigma is a quality standard
Streamlining processes to improve productivity, quality, speed and
efficiency
At the business level it improves profitability, market share and
long-term viability
At the process level it reduces defects and variation
Employees were trained at different levels
Green belts, black belts and master black belts
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10. Welch: Leadership Style
Strengths Weaknesses
Motivating employees Putting too much
Constantly identified pressure on employees
other leaders at GE Formed opinions too
Aggressive leadership quickly
Communication Criticized for some
Charismatic
failed acquisitions e.g.
“Black&Decker” and
Stayed visible at GE mergers e.g.
Succession planning “Honeywell Inc.”
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11. Immelt: Bio
Born in 1956 in Ohio
His father worked at GE and after some time at P&G and
completing an MBA Immelt joined GE’s marketing division
Immelt was shortlisted as a Welch successor
He became CEO of GE right before 9/11
The company faced a series of challenges after he took over
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12. Immelt: Key Events at GE
The events of 9/11 had lasting effects on the firm
Some sectors of the business dealt with aviation and
insurance, and they took a beating
Stock value sank 20%
There was also an anthrax scare, and GE was viewed
with skepticism after other corporate scandals
Immelt made some acquisitions, sold less profitable
businesses, and increased GE’s global orientation
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13. Immelt: Changes at GE
Immelt caved to investor demands for transparency
Restructured equity packages and GE’s portfolio
Increased external communication
Focused on intangible factors instead of just the bottom
line, also was ‘green’ oriented
Increased number of outsiders were brought in
Took focus from production to marketing, stressed innovation
and idea generation
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14. Immelt: Leadership Style
Strengths Weaknesses
People person; more Somewhat soft
approachable than Welch Approach too structured
Focused on innovation Spent too much time
Increased transparency placating stakeholders
Less demanding leadership Always compared to Welch
style than Welch Was reactive instead of
proactive at times
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15. Conclusions
Welch and Immelt obviously had very different
leadership styles
Welch seems to have been more charismatic and led
with energy and passion, whereas Immelt was more
approachable but formalized some processes that
Welch accomplished naturally
Immelt took over at GE during a difficult time, so the
external environment impacted his leadership
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