Key Facts about GE

In 1890, Thomas Alva Edison established the Edison General Electric Company in
Menlo Park, New Jersey
At the same time Charles A. Coffin was growing his business, The Thompson
Company
It was increasingly difficult for Edison and Coffin to remain competitive based
their own technologies

The two companies united in 1892 and formed The General Electric
Company

Headquartered in Fairfield, CT
300,000 employees
In over 160 Countries
CEO - Jeffrey Imme

Vision and Mission

Although GE does not have an exact mission statement it operates under the
following four main values:
Values - Imagine, solve, build and lead - four bold verbs that express what it is to be
part of GE. Their action-oriented nature says something about who we are - and
should serve to energize ourselves and our teams around leading change and
driving performance.

Vision We Bring Good Things to life

History of GE
1879 Thomas Edison Invents light bulb
1890 Edison General Electric Created
1892 Edison merges with Thomas-Houston Electric (owned by Charles
Coffin)
1896 One of first 12 companies listed on Dow Jones Industrial Index
1919 Founded Radio Corporation of America (RCA) to further international
radio (later sold)
WWI Developed Aircraft turbo superchargers
1941 Whittle w.1 jet engine GE Aviation
1950s GE began computing branch (Sold to Honeywell in 1970)
1968 American Airlines and United Airlines chose to purchase new GE jet
engines
1981 Jack Welch named CEO (GE worth $13B)
1986 Purchased RCA & NBC
1992 Purchased Britains General Electric Corp (Overseas growth)
1995 GE Adopts Six Sigma management approach
1998 Revenues over $100B for first time
2001 Jack Welch Retires (GE worth $410B)/Jeffery Immelt named CEO
2001 Honeywell Merger Blocked
2002 Acquired wind turbine assets from Enron
2004 Reorganized GEs 13 businesses into 11 focused on customers
2007 Acquired Smith Aerospace/Sold GE Plastics
2010 Acquired gas engine manufacturer Dresser Inc.

Q1: What would you do in first 30 days?

In first 30 days we have follow the different way

Craft over elevator pitch.

Understand the role and how we will be evaluated

Learn the business

Interview the employee

Be ambitious

Craft over elevator pitch

We only get one chance to make a first impression. So, before we start
introducing our self to everyone figure out what we are going to say when we
meet them.

Understand the role and how we will be evaluated

The responsibilities of the job we were hired for could change by the time we
start work. Reach out to our manager about what may have changed, and make
sure we have a clear understanding of current role, responsibilities, and
authority before we take on any projects.

Learn the business

Before we can begin to contribute to an organization we need to figure out how
the company works. What are the business objectives? Whats the organizational
makeup of the company? How does company do business?

Interview the employee

When we hire as CEO first of all we meet the employee then we see the work of
employee how employee work and which strategy adopt for successful business.

Be ambitious
We might be eager to start contributing right away and fixing everything wrong
we see with the organization. That intention is good, but tread lightly. As a new
hire, we wont have the historical context about why a policy or process may or
may not need fixing.

Q2: Do you have a current vision of what to do?

A vision is a guiding image of success formed in terms of a contribution to
society.
We creating a vision begins with and relies heavily on intuition and
dreaming. As part of the process we may brainstorm with our organization
what would like to accomplish in the future. Talk about and write down the
values that we share in pursuing that vision. Different ideas do not have to be
a problem. People can spur each other on to more daring and valuable
dreams and visions dreams of changing the organization that they are willing
to work hard for.
In organization our vision is given blow

Weekly meeting with employee

15 or 30 days meeting with senior
Employee motivation
Employee training
Team work
Future planning
Focus on competitor

Finally we have all the groups share their pictures of success with each other.
One person should facilitate the discussion and help the group discuss what
they mean and what they hope for. Look for areas of agreement, as well as
different ideas that emerge. The goal is to find language and imagery that
the organization's members can relate to as their vision for success.

Q3: How would you go about developing one?

Developing is that setting the goal for organization goal setting is one of the
basic tools used by organizations to assist in setting a direction and achieving
it. Successful organizations often set long- and short-term goals for service
development, improving quality, reducing errors, becoming more customerfocused, and building better internal and public relations.
A goal is a statement of a desired future an organization wishes to achieve. It
describes what the organization is trying accomplish. Goals may be strategic
or tactical. Goals serve as an internal source of motivation and commitment
and provide a guide to action as well as a means of measuring performance.
Defining organizational goals helps to conceptualize and articulate the future
direction of the organization thus allowing those responsible for setting that
direction to develop a common understanding of where the organization is
heading. Goals provide a way of assuring that an organization will get where
it wants to go.

We are setting the goal for organization for the present and future success.
Goal must be:

Specific

Measurable

Attainable

Relevant

Time-bound

Specific

A goal is specific when it provides a description of what is to be

accomplished. A specific goal is a focused goal. It will state exactly
what the organization intends to accomplish. While the description
needs to be specific and focused, it also needs to be easily understood
by those involved in its achievement. It should be written so that it can
be easily and clearly communicated. A specific goal will make it easier
for those writing objectives and action plans to address the following
questions:

Who is to be involved?

What is to be accomplished?

Where is it to be done?

When is it to be done?

Measurable
A goal is measurable if it is quantifiable. Measurement is accomplished by
first obtaining or establishing base-line data. It will also have a target toward
which progress can be measured as well as benchmarks to measure progress
along the way. A measurable goal will answer questions such as

How much?

How many?

How will you know when it is accomplished?

Attainable
There should be a realistic chance that a goal can be accomplished. This does
not mean or imply that goals should be easy. On the contrary a goal should
be challenging. It should be set by or in concert with the person responsible
for its achievement. The organization's leadership and where appropriate its
stakeholders should agree that the goal is important and that appropriate
time and resources will be focused on its accomplishment. An attainable goal
should also allow for flexibility. A goal that can no longer be achieved should
be altered or abandoned.

Relevant
Goals should be appropriate to and consistent with the mission and vision of
the organization. Each goal adopted by the organization should be one that
moves the organization toward the achievement of its vision. Relevant goals
will not conflict with other organizational goals. As noted earlier, goals are set
by or in concert with the person responsible for achievement. It is important
that all short-term goals be relevant with the longer-term and broader goals
of the organization.

Time-bound
Finally a goal must be bound by time. That is, it must have a starting and
ending point. It should also have some intermediate points at which progress
can be assessed. Limiting the time in which a goal must be accomplished
helps to focus effort toward its achievement.

Q4: Present your best shot at a vision?

A great vision is inspiring. It gets you and everyone in the organization excited to
come to work it's the organization everyone is coming to work every day to
construct. This is not mere wishful thinking. A vision must also be strategically
sound. You have to have a reasonable shot at getting there.
To be clear a vision is not a strategic plan. The vision articulates where we are going
the plan tells us how we are actually going to get there. We start that planning work
only after we have agreed on the vision. Creating a plan without a vision.
Our vision is that create opportunity for organization meeting with employee on
time meeting with senior, employee motivation, future planning.

Q5: How would you go about selling the vision?

Selling a vision our mission is to take every product or invention we do an

advertisement for to retail within less time. Selling a vision we use a media reinvestment strategy that allows us to start off with less money and use the profits to
buy more media so eventually your product or invention will be on over 100
different TV stations across the country within less time.
At this point your product will be branded and the national chains will be very
interested in speaking with us about putting it on their shelves.
Selling the vision is that given

Awareness
Timing
Competency and Know-how
Desire
Mental toughness

Q6: What foundations would you build on?

For the foundations build we are select different way

Make the necessary commitment

Get good counsel
Create bylaws
Develop award criteria
Recruit a strong board
Create a sustainable plan
Avoid conflicts
Manage funds properly

Q7: What current practices would you jettison?

In our current practice we follow these pint:

Establish a governing supply chain council

Properly align and staff the supply chain organization
Make technology work for you
Establish alliances with key suppliers
Engage in collaborative strategic sourcing
Focus on total cost of ownership
Put contracts under the supply chain function
Optimize company-owned inventory
Establish appropriate levels of control and minimize risk
Take "green" initiatives and social responsibility seriously

Establish a governing supply chain council

A governing council's purpose is to give direction and help align supply chain
strategy with the company's overall strategy. The council's membership should
include the leader of the supply chain organization as well as corporate
executives, business unit managers, and other influential company leaders.
Ideally the council should hold regularly scheduled meetings. But even if it
doesn't, its mere existence will indicate that supply chain management has the
endorsement and commitment of senior leadership.

Properly align and staff the supply chain organization

It can be difficult to organize the supply chain function in a way that will
maximize its effectiveness and bring commensurate benefits to the company.
Some companies are best served by embedding proficient supply chain
management professionals in various business units. For others, a more
centralized operation is most effective. Many of the progressive companies we
have worked with, however, have adopted a hybrid approach that combines a
centralized strategy to gain consensus with decentralized execution to improve
service.

Make technology work for you

Many companies select software they hope will make them more efficient, and
they structure their workflows and processes around that chosen technology.
Instead, they should first review the processes that need improvement, and only
then select the technology that best satisfies those process needs. That may
seem self-evident, but I have seen more than a few companies buy first and
figure things out later.

Establish alliances with key suppliers

Companies work closely with suppliers long after a deal has been signed. In most
circles today, this is called "supplier relationship management." But that implies
one-way communication (telling the supplier how to do it). Two-way
communication, which requires both buyer and seller to jointly manage the
relationship, is more effective. A more appropriate term for this best practice
might be "alliance management," with representatives from both parties working
together to enhance the buyer/supplier relationship.
The four primary objectives of an effective alliance management program with
key suppliers include:

1. Provide a mechanism to ensure that the relationship stays healthy and

vibrant
2. Create a platform for problem resolution
3. Develop continuous improvement goals with the objective of achieving
value for both parties
4. Ensure that performance measurement objectives are achieved.

Engage in collaborative strategic sourcing

Strategic sourcing is a cornerstone of successful supply chain management. But
a collaborative strategic sourcing initiative produces even better results.

Focus on total cost of ownership

One benefit of strategic sourcing is that it shifts the focus from looking only at
the purchase price to understanding the total cost of owning or consuming a
product or service.

Put contracts under the supply chain function

Purchasing and procurement teams often negotiate significant potential savings
during the sourcing process but never fully realize those savings. The reasons for
this vary, but they often include a failure to communicate contract terms to the
affected organizations and a failure to monitor contract compliance.

Optimize company-owned inventory

The global economic downturn means that more chief financial officers have put
inventory on their radar screens, and their financial teams are constantly looking
for new ways to improve the bottom line and reduce working capital. Supply
chain organizations should therefore constantly review their inventory quantities
and strive to keep them at an optimal level.

Establish appropriate levels of control and minimize risk

Supply chain management policies and procedures should follow an appropriate
sequence and structure, and it is important to review them frequently and bring
them up to date. Keeping them realistic and easy to understand and follow will
help to ensure compliance.

Take "green" initiatives and social responsibility seriously

Reducing a supply chain's carbon footprint is no longer a "nice but not
necessary" practice. It's likely that a carbon- trading regime will be established in
the United States at some point. But here's another reason why best-in-class
companies "go green": buyers and consumers are taking environmental impact
into consideration when they choose suppliers. That is why organizations such as
Dun & Bradstreet now produce reports that evaluate "green" companies. We're
also seeing more and more requests for proposal that ask suppliers and service
providers to provide information about their green initiatives.