GE General Strategy

General Electric is a multi-unit international business that manufacturers and sells appliances and other financial and/or healthcare products. It undertook a major change strategy in the early 200s to "go green" and thereby capture new market share. Led by charismatic executive Jeffrey Inmelt, GE has developed a Six Sigma change strategy.

GE undertook a change in response to external and environmental influences, including those focused on "green product" development. It sought to become more competitive internationally, developing new alliances. As a mature firm in a rater static stage of the corporate life cycle, GE needed to restructure and re-envision its role to increase market share.

GE has developed a range of large appliances (refrigerators, stoves, freezers, microwaves, dishwashers, and so forth) that are designed to be "green" in several key areas. These areas include the use of materials that are recyclable, the reduced amount of toxins such as Freon, and machines that operate by using less water, gas, electricity or other products that are themselves unfriendly to the environment.

The following report delineates the success of GE's change effort. It identifies that effort as generally focused on environmental responsibility. Overall, the effort appears to have been successful.

Session paper Draft: Change at General Electric

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ts continue to grow. Our business in Western Europe exceeds $24 billion, and we have a strong presence across the region. We have worked hard to become established in Europe and see the results in our market-share growth. Japan has been a long-term source of customer partnerships and technology. Our most dynamic global growth is in developing markets, where we have close to $25 billion in revenue, growing 20% each year. These countries need infrastructure, financial investment, capability and partnership. GE has the breadth to offer a "company-to-country" approach. Further, India and the Middle East were identified by GE as crucial markets for their business efforts: The Middle East is a good example of GE's unique position. Our orders have grown to $8 billion I n 2005, doubling since 2003. The region is putting oil profits to work by building infrastructure. We are winning across our Infrastructure portfolio. We are co-investing with local partners in infrastructure financing. We are building capability. We have opened a service and research center in Qatar. We are building relationships with the next generation of leaders. India is becoming another great growth story. We generated

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