美國(guó)通用電氣戰(zhàn)略管理模式76pp(編輯修改稿)
2025-01-15 23:21 本頁面
【文章內(nèi)容簡(jiǎn)介】 GrowthEnginePresent NewPresentNewFour PillarsProduct / serviceExtensionDiversificationMarket ExpansionPresent NewProductsAcquisitionGlobalizationFocusonbuildingblocksofpetitiveadvantageQualityInnovationCustomerResponsivenessEfficiencyMarketPerationMarketPerationMarketPerationCoreBusinessHighTechnologyServicesInvestinimprovingQualityEfficiencystayontheleadingedgebyinvestinginRDAchievesuperiorcustomerresponsivenessThreeCircleConcept:threeparallelapproachesGE’sforayintotheServicesIndustrywas2pronged?TooffsetthedependenceofGEonitsindustrialproductswithinitsexistingmarketandhelpitsbusinessesreachthe1position.?TocountertheslumpinthedemandforexistingproductsbyprovidingvalueaddedservicesBenefits:?HugegrowthpotentialforGEand?Resultinincreasedrevenuethroughvalueaddedservices..:ServicebasedtechnologiessuchasrealtimemonitoringcapabilitiesdevelopedbyGE’sMedicalSystemstobetransferredtotherealtimemonitoringofAircraftEnginesandPowerBusinessUnits.Product/ServiceExtensionsServiceExtensionsinexistingmarketswererealizedbyacquisitionssuchas?$billionjetengineservicebusiness?$600millionpurchaseofaglobalpowergenerationequipmentservicepanyServiceExtensions:RevenueGrowthMarketExpansion(Globalization)Why?6%Vs12%CostQualityAdvantageIntellectualCapitalDiversificationCreatingvalueby?Decreasingoverallportfoliorisk.–longcycleshortcyclebusinesses?SuperiorInternalGovernanceviaMacromanagement?Transferringpetencies–boundarylessbehavior?EconomiesofscopeAbalancingactBureaucracyValueDestroyingvalueby?bloatedbureaucracy?Informationoverload?LackofCoordinationHow?Smartbombing:ThinkGlobalActLocalDevelopedGlobalMarketsEmergingGlobalMarketsFactorEndowmentsIntensityofRivalryLocalDemandConditionsCompetitivenessNationalCompetitiveAdvantageIssues:Porter’sDiamondMarketExpansion(Globalization)GlobalizationforMarketexpansionanddiversificationProduct/ServiceExtensionDiversification:AcquisitionsWhy?QuickerwaytoachievesignificantgrowthLesseruncertaintyHighbarrierstoentry(maturebusinesses)Industrial/NBC Financial Services a) Deals 34 52 56 101 108 134 95 TBDa)Financial Services Data includes (cash, debt, stock) Asset Portfolio Dealsb)Total ConsiderationTransaction Value b)ACQUISITIONS CRITICAL TO GE’S GROWTH . . .AcquisitionsSWOTVisionRestructuringGrowthEngineSustainingCompetitiveadvantageDynamicPerspectiveSWOT: 1981Strengths Weakness4blocks SixSigmaInertia BestpracticesLeadershipBoundary lessnessValuesStrategicModelFrontendFocusDigitizationBPOandchangeQualityFourPillars ContinuousImprovementBestpracticesOvereInertiaSustainingCompetitiveAdvantageSix Sigma EvolutionWhat Does Six Sigma Do For GE?1995 PRODUCTIVITY1997 PRODUCT DESIGN1998 THE CUSTOMER1999 FULFILLMENT2023 DIGITIZATIONEvolutioninGE216。 Drives Customer Centricity216。 Improves Product/Service Capability216。 Reduces Costs216。 Improves Performance Reliability216。 Foundation for eBusiness/Digitization$600$500$450$380$200$2500$1200$700$170Cost Benefit1996Cost Benefit1997Cost Benefit1998Cost Benefit1999Cost Benefit20236 Sigma Cost6 Sigma ProductivityDelighting CustomersResultsfrom6Sigma$2500$$$HEADSPINECHESTABDOMENPELVISLIVER1 minute 19 seconds9 million2 minutes 15 seconds1 million3 minutes 17 seconds4 million20 seconds 06 seconds6 millionExam TimeBeforeExam TimeAfterProceduresper YearGEMS LightSpeed CT Scanner Abdomen: liver, spine, kidneyHead: skull, brainImage Speeds Before After Productsfrom6SigmaBenchmarkingBestPracticesharingBenchmarking?Firstcarriedoutin1988,againstFord,HewlettPackard,Xerox,andToshibaononlyproductivitydimensions?Currently,usedfortargetsettingforallprocessesandfunctions?Conductedusing‘PEERnext’andeOPTIMISsoftwaretoolsBestPracticessharing?SixSigmatrackerforeachbusinessandSixSigmacafe’acrossGE?AdoptionofBestPracticesinstitutionalizedvia‘Copy Cat’Award?AggressivelydrivenbyGEOperatingsystemOveringinertiaTransition StateCurrentState ImprovedStateMonitoringprogressMakingchangelastMobilizingmitmentShapingavisionCreatingasharedneedSWOTVision
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