INDIVIDUAL ASSIGNMENT FOR ENTREPRENEURIAL LEADERSHIP (MM5010)

ONE-PAGE CASE SUMMARY

GES JEFF IMMELT :

THE VOYAGE FROM MBA TO CEO
PREPARED BY MOHAMAD IRVAN. (NIM 29114498)
SYNDICATE 2 - BLEMBA 17 SBM ITB JAKARTA

Building the Talent Machine : History of GEs HR Practices

GEs human resources management process is the sophisticated in the world :
1. Strengthening the Foundation : Cordiners Contribution
Built the first corporate university known as crotonville to upgrade managerial skill starting at
the level of departement manager to the top level, with HR Policies which required measured
Performance, enforced standartds, reward for performance and removal for incapacity or poor
performance
2. Systematizing HR Processes : Borsch and Jones
Identify potential talent from engineers and professionals. And evaluate candidates who could
succeed him as CEO.
3. Supercharging the System : Welchs Initiatives
Investing heavily in management development and change participation in a
Crotonville from seniority driven to a sought after reward and future potential leader.
Welch also creating open dialogue whereby managers could discuss problem in GE

and find solution to fix it.

Monitoring and evaluate cultural values and attitudes also iniatiated an annual

employee survey to measures personal Job satisfaction and career opportunities.

Forced rank employee the top 20%, 70% highly value and 10% least effective so the

manager can focus reward and development to top 20%.

Linked system of strategic planning, operational budgeting and leadership

performance reviews.
Evaluate the performance and potential of young managers.

The Making of a CEO : The Rise and Rise of Jeff Immelt

To develop and to prepare to be a future CEO, immelt entered on a commercial leadership track
which included real work assignment in different GE businesses. Immelt sales and managing people
skill was building in GE plastics in Dallas and mentored by CEO of plastic, Glen Hinner. And then in
1987, Immelt was tapped to attend the Executive Development Course (EDC) at Crotonville.
After the EDC, immelt has assignment in Appliance sector to stretch his abilities and expand his
experiences, in this position immelt has job to make turn around because they have compressor
design problem and in the beginning of a compressor recall. It push immelt to be a quick learner
because he dont have any experiences and knowledge in the appliances. This position push him to

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ENTREPRENEURIAL LEADERSHIP

BOYKE PRIBADI I.A. | NIM 29114526

be hardworking, knowing what to do and telling people what to do automatically, skilled in motivating
people and more customer centric.

Immelts Priority : Leveraging Human Capital Growth

Growth strategy to improve earning at least 10% annually, with 20%-plus return on total capital with
objective for $130 billion, multibusiness, global company. His growth strategy based on five elements :
technological leadership, services acceleration, commercial excellence, globalization and growth
platform.

Individual Assignment

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