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The main advantage of lean manufacturing is reducing waste
The main advantage of lean manufacturing is reducing waste
Jack welch leadership style summary
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General Electric Presentation
On September 7th, 2001, Jeff Immelt, now a 24-year veteran of GE, was appointed Chairman. Four days later, the world changed forever.
Over the past twenty minutes we have given you a window into the world of GE under Jack Welch, and now I would like to take you through the past 5 years, and into the new GE under Jeff Immelt, GEs 9th Chairman in its 128 year history.
I am sure that everyone has read the recent Fortune article entitled "Tearing up the Jack Welch Playbook," and I would like to offer our own interpretation of Welch and Immelt's executive leadership styles through a comparison of the two leaders and how they traveled two roads, both with a single destination, both requiring different vehicles
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Strategy As such, Immelt has turned to GE's core customers for actual product / R&D ideas during what he has coined "dreaming sessions." Given the rate at which new products are being developed, Immelt is out to truly find uncontested markets, via the feedback and input from those who use them. These are Blue Oceans (mention book reference) where companies are not competing, spilling one another's blood to make an existing product better. Rather, the strategy employed here is to really listen to your customers and then take their needs, desires, and input back to your team so that the "dreams" can then turn into a reality that is both refined and …show more content…
I am sure that everyone has read the recent Fortune article entitled "Tearing up the Jack Welch Playbook," and I would like to offer our own interpretation of Welch and Immelt's executive leadership styles through a comparison of the two leaders and how they traveled two roads, both with a single destination, both requiring different vehicles to get there.
I. Growth Immelt, after seeing his company's earnings follow the unfavorable trends post 09-11, truly entered the CEO position during a time of global economic transition. The entire world (not just the business world) was experiencing a shift in thinking towards personal responsibility. More importantly, the people had finally caught up with the practices, and companies could no longer get ahead by having a lean process, or by understanding how to manufacture more effectively than their competition. Immelt has recognized that in order to succeed in today's environment, you need to understand what your customers need and where those products will be most successful in both new and existing
...isky for GE to lose their investments. In Welch’s period, it was less risky to lose investment as he really concerned about shareholders. Later, Jack admitted that shareholder value idea is insane and GE should more concerned about management and employees back then. He revealed that doing business in 1990s was different with current business conditions.
Since its founding in 1908, General Motors has solidified its reputation as a top tier automaker CITE. GM was the global leader in vehicle sales from 1931-2007; 77 consecutive years CITE. As of 2014, GM is the third largest automaker in the world CITE. Their vehicle lineup is very comprehensive. From the compact hatchback Chevy Sonic, to the heavy duty GMC Sierra 3500, GM has just about every vehicle class covered in both the consumer and professional segments. GM’s American brands include Chevrolet, Buick, GMC, and Cadillac. Recently, GM named Mary Barra CEO following Dan Akerson’s resignation. Mary is the first female CEO of a major automaker CITE. Mary’s picture graced the cover of Time Magazine’s 100 most influential people in 2014 for her handling of GM’s controversial ignition recall.
In July 1996, Alert J.Dunlap (also known as Chainsaw Al)was hired as CEO and Chairman by Sunbeams' board of directors to help the company from a period of lagging sales and profits and make it an attractive acquisition target.
His two main goals in the process of cleaning up were shutting subsidiaries that could not be salvaged and also save the plants in Europe by increasing volume from improved sales (Lincoln, 2016). With Massano’s new approach in 1996, he ended up becoming CEO of Lincoln Electric. Some of his contributions were:
At the July Association of the United States Army (AUSA) Conference, LTG Ostrowski, the Army Acquisition Executive Lead, conveyed the Army’s need for future network solutions. It was also shared in the FY16 Presidential Budget that the Army has several budget requests for Communications systems and upgrades totally over $1.2B (Keller, J. , 2015). This is an opportunity for the Comms BU to expand its customer base in the U.S. Army market place. Northrop Grumman was ranked in the Top 5 of Aerospace and Defense Companies in Forbes America’s Best Employers list (2017). They were ranked over larger companies such as Boeing, Lockheed Martin and Raytheon. Their commitment to their employees, diversity, their customer and even the environment drives their culture. Northrop Grumman’s competitive advantage is leveraging the technology already developed and tested for the services (Air Force and Navy). Their experience with the Army is via services work where our people have gained the expertise to be the right people for working with the Missile Defense Agency. After analyzing both the internal and external environment of Northrop, their competitors and the analysis of their financial position, Northrop has developed a sustainable competitive advantage. They have done this through the use of product differentiation. The value they receive, the knowledge they gain and patents they own by acquiring other companies expands their portfolio to offer products and services not comparable to their competitors. Their respective strategic position establishes a value to their customers that is differentiated amongst their competitors, allowing them to offer a higher premium for their products and
Vroom, V. H. & Yetton, P. W. (1973). Leadership and decision-making. Pittsburgh, PA: University of Pittsburgh Press.
Mr. Nardelli joined GE in 1971 as an entry-level manufacturing engineer. By 1995, he had risen to president and CEO of GE Power Systems, also having the title of GE senior vice president. In 2000 he left GE, and about 10 minutes after leaving he received a job offer from a member of the board of Home Depot.
1. Ken Lay served as CEO and chairman and Jeffrey Skilling also served as CEO. They both were responsible for planning, organizing, controlling and leading the company. They set goals for the company and organized how they would be achieved. Kay’s role was as the figurehead and the leader. He also served as the spokesperson for the company and made many of the decision on the future of the company. As CEO’s they both possessed effective communication skills, where decisive, which was evidenced by their vision for the company and refusal to admit wrong even at the end, and visionary. Throughout Lay’s tenor the company continued to grow and prosper at a fast pace.
Chief Executive Dan Akerson was introduced as CEO of General Motors after the governmental bail outs 2009, he inherited the same problems as his predecessors a staff of employees who could not make decisions and was still in an old school frame of mind. He urged them to be leaders and fix problems rather wait to be told what to do (Welch, 2011).
Each company must worry about the threat of new products being created that can make their product obsolete. Every product of General Electric has the threat of substitute. Being very well-diversified means that GE is spreading the risk of failure in every market.
On 1 December 2005 the Malaysian Government appointed Datuk Seri Idris Jala as the new CEO to execute changes in operations and corporate culture. Idris was the former managing director of Shell (MDS) Malaysia Sdn. Bhd. and on a three year contract with MAS.
After graduating from college, Welch found himself working as a chemical engineer at GE in 1960. In 1981, he became the company’s youngest CEO. His approach to his position as a CEO was about creating personal and meaningful relationship. He met with the employees and the customers, talking with them to create a positive atmosphere.
Byrne, J. A. (1998, June 8). How Jack Welch runs GE. Business Week. Retrieved from http://www.businessweek.com/1998/23/b3581001.htm
Life as we know it today is primarily the result of the innovation of modern marvels from the most pivotal company of the 19th century. General Electric,GE, happens to be one of the most innovated companies of all times, with groundbreaking advances in science and technology. GE scientists and the world’s brightest, are focused on finding solutions to the world’s toughest problems in energy, the medical field, transportation, finance, and in everyday home life. GE has over 304,000 employees worldwide and has founded 67,588 patents. That is even more patents than the US government. GE’s number one commitment centers itself on Eco imagination by reducing its environmental foot print, and therefore striving towards economic growth.
Peter Löscher, the former CEO of Siemens Corporation, helped the company get out of a precarious predicament. Using his transformational leadership, his unique qualities of intelligence, knowledge, expertise, self-confidence, integrity, and maturity and his legitimate and expert power he helped dig Siemens out from a deep hole of legal problems that it could not have survived without his help. With his cross-cultural leadership style, Löscher was able to motivate and influence the variety of employees that worked for him to move Siemens to a better place in the business world. Even with this help and the great qualities he possesses, Löscher was only CEO of Siemens for 6 years.