Ge talent machine the making of a ceo

Ge talent machine case study solution

Answer: GE has been able to develop management talent as a sustainable source of competitive advantage. Your business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions. Therefore, success in GE needs not just performance, but also a true present of GE culture and values. The importance placed on Talent management by the organization as a whole: The woring together of the HR department and the CEO in the leadership development process. This is an ongoing process and abandonment of the same at any stage would result in a half- baked outcome 3. There is a top-down approach to human resource policy. Generally they will receive a greater share of the material gains that result from their increased productivity. Firms that plan their training process are more successful than those that do not. But this also has its negatives, to identify processes which are of minimal or no value addition, an out siders perspective is critical: Example: The vitality curve: It seems to be causing more harm than good by demotivating majority of the staff Related Interests. But it seems that Welch, even though he was very tough and feared, was loved at all levels and employees felt to be part of a big family. It has a long-term direction and constructive criticism and an in built succession planning. The performance review at GE is highly effective and evolved.

Leadership and succession planning requires heavy investments and immense commitment: From the organization HR as well as the CEO 2.

As a focus strategy and to fill vacant top positions, GE was focusing on internal foundation.

Ges talent machine: the making of a ceo swot

For transferring these policies it is necessary to change and create the circumstances and situations according to that of GE. The talent machine had to change to be in line with the changing business environment Bartlett, These policies and practices are implemented in European culture but it is very difficult to implement these policies in the Asian culture due to HR policies have to deal with human behavior and culture. The need for a leader to develop from within the organization is to ensure that the leader is aware and imbibed in the culture. Resource allocation and e. Continuous process, and not just a one time or a crisis management issue: recognized the fact that leadership succession is critical and an on-going process 3. But it seems that Welch, even though he was very tough and feared, was loved at all levels and employees felt to be part of a big family. As a focus strategy and to fill vacant top positions, GE was focusing on internal foundation.

The need for a leader to develop from within the organization is to ensure that the leader is aware and imbibed in the culture. The growth potential of the employees especially the leadership potential is tracked closely and is rewarded appropriately Business Week, The realization that the work of any one alone wouldnt be as effective Key learnings: 1.

Given by the fact that the CEO and senior leaders spends valuable time helping devise the HR strategic goals division by division at the beginning of every year.

the making of a ceo pdf

Immelt beginning inGE shifted its business model to a more technological focus, identifying certain growth sectors such as health care IT, water technology among others for managers to focus on generating revenues.

There would be no mismatch and the time taken to acclimatize an outsider is avoided 4. It has a long-term direction and constructive criticism and an in built succession planning. But it seems that Welch, even though he was very tough and feared, was loved at all levels and employees felt to be part of a big family.

Ge talent machine the making of a ceo

Continuous process, and not just a one time or a crisis management issue: recognized the fact that leadership succession is critical and an on-going process 3. For transferring these policies it is necessary to change and create the circumstances and situations according to that of GE.

Your business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions.

Ges talent machine the making of a ceo case study analysis

Immelt has the opposite managerial approach when compared to Welch even though some similarities are found in both leaders. This case traces the development of GE 's rich system of human resource policies and practices under five CEOs in the post-war era, showing how the development of talent is embedded into the company 's ongoing management responsibilities. The company has been experimenting successful business models since its creation, and its human resources policy has been considered for a century one of the most sophisticated. Emerging leaders were exposed to various sectors and verticals. General Electric GE has traditionally had a hands-on approach to talent management. Under Mr. HR departments have to deal with factors like value, culture, and behavior and these things are different from each culture to culture, company to company Bartlett, Their extent depends upon the circumstances, situations, and environment of the geographical areas, laws, and regulations of state because these factors vary from culture Bartlett, The word GE evokes the thoughts of people focus, performance oriented growth, leadership and talent development, retention and maximum talent utilization. The importance placed on Talent management by the organization as a whole: The woring together of the HR department and the CEO in the leadership development process. The philosophy that GE had adopted included some techniques, policies, and practices which allow GE to fill vacant top positions.

They both encourage anagers to follow programs that are aimed at improving management skills and get them involved with the company vision and goals.

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GE Case :Making of a CEO