7/21/2019 GE CASE

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Pre-class, case based, assignment, Group no. – 7, Sec-A, Case: GE CASE

Nikil !apar "#$P%&%'(), Asra* +amal "#$P%%), us $alik "#$P%%7'), $aes $ "#$P%%7/), Sandeep Sina "#$P%%&()

Following were the issues and the changes that led to as per the 7-S elements under the leadership of Jack Welch throughout his tenure

Structure---------Jack Welch introduced the New structure by cutting the groups and sectors which basically eliminated communications filters in theorganization. t enabled direct communication between the !"# and the leaders of the $% businesses. &iggest benefit of this was that theywere able to take 'uick decisions.

Jack Welch also started a !orporate "(ecuti)e !ouncil* the !"!. Which was run for two days e)ery 'uarter* where all the leaders of the $%businesses and the top staff people meet* as part of this meet - new ideas and information were shared in a candid and open en)ironment* andalso discussed programs that ha)e failed. +he !"! creates a sense of trust* a sense of personal familiarity and mutual obligation at the top ofthe company. !"! was considered as a piece of organizational technology that is )ery important for our future success.

Jack Welch also realigned the hierarchy structure of the organization* the new one was like this,!"# !orporate Staff &usinesses epartments

System / Style-----Welch restructured the management style in 0" where earlier the organization use to go from !"# to sectors to group or business which waschanged to !"# to business.1e reduced the hierarchy le)els from nine to somewhere about four* to ensure that all business directly reported to him

2nder Jack Welch management number of systems and management inno)ations were implemented some of them were as follows,$. Work out3. &est practices4. 0o global%. e)elop leaders5. &oundary less beha)ior 6. Notion of stretch7. Si( sigma

Staffing and Skills----------------Welch was focused towards making 0" a more lean and an agile organization for which instead on hiring more* Jack Welch focused upondestaffing and downsizing* through which 0" eliminated 538 salaries and 6%$68 hourly positions in the organization* further di)estitureeliminated and additional $33788 hours.

Welch also focused upon realigning the skill sets and more importantly the mindset of its employees.!ontinuous feedback and a strong re)iew system for appraisal* de)elopment and succession planning - 9anagers throughoutthe organization used these re)iews and discussion for impro)ing their skill sets and further coaching and de)eloping their staff.

Strategy--------Welch strategy was all about performance and efficiency. :estructuring the entire organization was a ma;or part of it* where Jack welch endedall the bureaucratic processes and bought in a culture of openness* confidence* leadership and creati)e thinking at e)ery le)el of theorganization

Shared <alues-------------Focus* consistency and follow-up was the mantra that Jack Welch followed. 1is in)ariable focus on changing when necessary* openness to newideas* customer ser)ice* 'uality* simplicity* the empowerment of managers and employees* and the 'uest for competiti)e ad)antage were the)alues that he imbibed throughout the organization