1. GE’s talent machine: the making of a CEO written by
CHRISTOPHER A.BARTLETT ANDREW N.McLEAN for
the HARVARD BUSINESS SCHOOL.
GE-world leading diversified business founded in 1878
by THOMAS EDISON
It uses a modern management policies
TIME SPAN
1930-Centralise corporate control
1950-decentralised multidivisonal organisation
1970-leader in strategic planning
1990-Agile global competitor

2.  GE promotes top leaders from its own.
 Executive development practices made by
CHARLES COFFIN, the CEO
 Coffins commitment towards measuring a
performance.
 Observer called it GE “a CEO factory”
 In 2003 fortune magazine article named him
(coffin) “the greatest CEO of all time”

3. CEO’S OF GE
 RALPH CORDINER was president of GE from
1950-1958 & CEO from 1958-1963
 BORCH in 1972
 JACK WELCH in 1981
 JEFF IMMELT

4. CAREER TIMELINE FOR JEFF IMMELT AT
GENERAL ELECTRIC COMPANY
 1982-enters GE on commercial leadership program
 1983-manager-business development/GTX product
management, GE plastics
 1984-manager-dallas district sales,GE plastics.
 1986-general manager-western region sales,GE
plastics
 1987-general manager-new business development
& marketing development,GE plastics
 1989-vice prisident of consumer service,GE
appliances

5.  1991-vice prisident of worldwide marketing and
product management,GE appliances
 1992-vice prisident commercial division,GE
plastics Americas
 1993-vice prisident and general manager, GE
plastics americas
 1997-president and CEO, GE medical systems
 November 2000-president and chairman-elect,GE
elected to board of directors
 September 2001-chairman and CEO, general
electric company

6. GE’S JOURNEY TO SUCCESS
 Analysis of the case how much does the company
want to change policy over the time and where
does the company want to be in future.
 JACK WELCH was CEO for the last 20 years this
leadership was driving force behind the most
successful corporate model that was dynamic
flexible and many times more profitable than the old
high centralised and bureacratic system .

7.  I-PROBLEM –will GE be able to sustain the
success (after welsch)
 II-PROBLEM– shareholder want to realise the
same returns that they have been receiving under
welsch regime.
 III-PROBLEM-GE has to be very careful to manage
transition from welsch to the CEO in order to
maintain a balance or he has to minimize the
disturbance during the transition.
 IV-PROBLEM-will the GE strategy continue? will it
change and reflect the leadership trait of the new
CEO and if so, to what degree will the new strategy
diverge from the old strategy.