GE Case Study
GE Case Study
GE Case Study
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Table of Contents
Abstract 4
Introduction . 5
Background of GE Company .. 6
Literature Review... 7
The Characteristics of Innovation and Change in GE Organization .. 8
GE Challenges and Commitments . 9
SWOT Analysis of GE .......10
Analysis and Evaluation 11
Structure Idea Management (SIM) and the System of GE Company .. 12
The diffusion innovation theory ... 13
The diffusion innovation process 14
Inter and Intra-Networking Effects on organizations 15
GE core aspect of leadership . 16
Executive Leaders 16
Board of Directors...16
Effects of Leadership Ethics .. 17
Graphics
The Structured Idea Management Process..12
The graphical presentation of the process. 14
Logistic function innovation process, S curve.15
Cornings Five-Stage Stage-Gate Process model..16
Abstract
This paper discusses different characteristics of innovation and change within General Electric
(GE) Company. Corporations are highly challenged in the business environment by the
competitors and the customers satisfaction. The advanced pace in technology and the
globalization aspect have allowed many corporations as well as individuals to use their
creativity abilities and leadership skills to innovate new products and services, also new ways of
perceiving and presenting things. The change in peoples needs and socio-environmental
expectations has led GE Company to work through imagination by turning challenges into
opportunities and weaknesses into strengths. Innovation is the game to play in order to remain
successful and sustainable in the current global marketplace for all industries.
Keywords: Leading Innovation, Change, and General Electric Company,
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Introduction
The globalization and the competition on the marketplace have led many organizations
to improve their products and services through innovation. Creativity plays a leadership role for
a successful innovation. However, does every new or creative idea lead to innovation? Should
the company credit the success of innovation to individuals (personnel) with new ideas working
toward innovating new products and services? Or should the company credit the leadership
momentum of innovative skill? Why some of the companies are successfully innovative while
others fail to implement their new ideas in order to produce innovative results? Do the diffusion
of innovations and innovation process play a grand role for the organizations success?
In this paper, General Electric (GE) Company is considered to be a case study to answer
these questions. GE is one of the highly innovative companies in the world. GE works on
toughest challenges to transform imagination trough creativity into innovations. They find
solutions for energy, health and home, transportation and finance. This company differentiates
itself by building, powering, moving and curing the world. GE ensures that they invest in their
leadership, personnel, and work environment to support the creativity and innovation.
The organization of this paper includes the Background of GE company, Literature
review, The characteristics of innovation and change in GE organization, The GE Challenges
and Solution Commitments, The SWOT Analysis of GE, SIM and the System of GE, The
diffusion innovation theory, Cornings Five-Stage Stage-Gate Innovation Process, Application
of the Innovation Process, Inter and Intra-networking effects on organizations, The role of
Leadership, Role of Ethics and Responsibility, Principles and practices for implementing
innovation at GE, Research Summary, and Conclusion.
Engines that was established since 1987. Edison's experiments with plastic threads for light
bulbs in 1893 led to the first GE Plastics department, created in 1930.
Literature Review
Some people may argue that individuals with creativity ideas are more important for an
innovative company, but others will argue that the leadership plays a very important role for an
innovative company. Both views may be considered true at certain extends. However, the
perspective of supporting the leaders seems to be more relevant as the organizations have to
invest in their leaders to ensure that they do develop their own innovative thinking capabilities
and also have the ability to develop their employees and teams innovative-creativity skills.
Rowe and Nejad (2009) stipulate that most of the leaders strategies consider human capital as
an important factor in innovation and the creation of core competencies, and they expend
considerable effort sustaining the health of this resource (human capital). Therefore, the core
aspects of leadership are important to leading innovation and change within an organization.
Hobcraft and Phillips (2012) provide the abilities of leaders to support their importance
in leading innovation and changes within an organization. Leaders are able to link innovation to
strategies; they create focus, engagement and passion for innovation; they direct funds and
resources to good innovation programs; they speed good ideas to market as new business
models, products and services; and they ensure defined innovation processes in order to produce
sustainable innovations. Leaders play a vital role in the success or failure of innovation.
Innovation can be misunderstood and not explicit enough. Therefore, leaders have the duty to
clarify the role of each participant for accountability purposes. Also, leaders have to make sure
that the company has built an accurate innovative culture through organizational culture.
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Weaknesses
Global recognition
of operation
segment
(R&D)
Leveraged
Threat to flexibility
Environmental initiatives
Economic Leader
Opportunities
Development of infrastructure
Aviation industry growth
Increasing global exploration and
production
Servicing and regeneration of
commercial airplanes around the
world customer services initiative
Treats
Rise of competition
Information security
Senior management - weak
performance by GE has put doubts on
Jeff Immelt's ability to be the next
Jack Welch
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Weaknesses within the company including the poor productivity of the energy sector and
flexibility threat could impact negatively on the company.
In order to reduce the impact of threats and weaknesses, the company could use the
strengths and opportunities to alleviate them. The efficient management can also be used to
prevent loss of data through implementing proper control measures and to avoid losses which
could exemplify the situation caused by the financial crisis. And now, GE has a new theory that
is changing the way of doing their business called GE Advantage where GE is pride on
driving consistency, operational excellence, and enhanced customer value. For this reason, the
company is placing some big bets on 40 high impact projects that will help increase its speed to
market, improve the quality of its products and services, significantly reduce costs, and drive
competitive advantage for its customers and the company.
Structure Idea Management (SIM) and the System of GE Company
Structured Idea Management (SIM) can be defined as a structured process of effectively
collecting, evaluating and managing ideas from employees and any other stakeholder in order to
turn best ideas into innovation. In other words, SIM is a process where creativity and structure
are pooled to find efficiently optimal innovative solutions. SIM empowers companies to
continuously innovate, grow and remain competitive.
The Structured Idea Management Process
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professor of rural sociology, Everett Rogers, in his book Diffusion of innovations. According
to professor Rogers, the diffusion is the process by which an innovation is communicated
through certain frequencies over time among the members of a social system.
The diffusion innovation process
It appears that many organizations are predominantly interested in the diffusion process.
This is explained by the fact that the diffusion innovation theory defines the success and failure
of any new products introduced in the market. The diffusion innovation process is related to the
decision making process. Therefore, its absolutely rational for an organization to understand
the theory of diffusion innovation and its process in order to be able to manage and extend the
range of the new products or services.
The process of diffusion innovation goes through five stages (Rogers, 1962): awareness,
interest, evaluation, trial, and adoption. Rogers mentioned that the diffusion process was first
identified by Ryan and Gross in 1943. In the later editions, Rogers changed the terminology of
the five stages of diffusion process into: knowledge, persuasion, decision, implementation, and
confirmation. Nonetheless, the descriptions of stages remained similar trough editions.
The graphical presentation of the process
1. Five Stage innovation process
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very early stage. Therefore, the management of the model is focused on potentially winning
projects.
Cornings Five-Stage Stage-Gate Process model
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Accelerates speed-to-market
Leadership
Leadership innovative skill is very important to any stage-gate process. There are multiple
levels of approval in a stage-gate process to keep a new product in development. This allows for
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multiple stages in which a project can be evaluated for potential and either killed or given the
resources it needs to go forward. The success or the failure of the stage gate process is attributed
to the leaders decision. Leaders have to be involved and together with the management
decision makers, they have to establish successful criteria for each project to achieve the goal of
having fewer, but better, new-product projects.
The individuals
The leaders put in place a creative and innovative environment, and work with individuals with
new ideas or innovative thinking in the change process to solve the organizations challenges.
The individuals involved in the process of new products using the Cornings Five-Stage StageGate process are accountable for any success or failure of the innovation result. These
individuals have to understand that the companys reputation and sustainability rely on the
outcome of their efficiency and productivity. Therefore, they have to make sure that they
understand and make right decisions for every stage and gate of the cornings Five-stage
system.
The inter-organizational network
The implementation of a product innovation strategy requires that people at all level within the
organization work in collaboration in order to achieve full success of the innovation result.
Every individual or group of individuals has a role to play to solve the challenges of the
organization. The inter-organizational network is very important as this will determine the result
of the cornings Five-Stage stage gate process. A poor inter-organizational network will
produce less effective innovative result compare to the strong inter-organizational network.
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Aligning recruiting efforts with the strategy of holding on the best people;
Ensure the companys talent management practices is suitable with each worker;
Implant corporate culture into talent management processes such as hiring methods and
leadership development;
The CEO as well as all managers have to get involved at all levels in the company;
Establish the best balance of the companys global and local needs; and
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Research Summary
GE is a great company, very innovative with big vision. GE works on things that matter
with a philosophy of May the person with the best idea wins. GE Company understands the
importance of using the brain of the workers. GE knows how to reward and celebrate people
who live at the value and standard of the company.The company takes on the toughest
challenges to build better people and better technologies. The company wants to make sure that
they find solutions in energy, health and home, transportation and finance. GE is building,
powering, and moving the world. This company does not just imagine these things but works to
make it happen.
Despite all the treats and weaknesses that can slow the companys performance and
efficiency, the strengths and opportunities build the company and allow it to survive through
tough moment in business. The GE advantage policy allows the company to achieve the
competition advantage and enhance the customer values. GE understands the importance of the
employees system of innovation while ensuring a great leadership in order to be and remain
successful and competitive in the current marketplace.
GE also understands that for its employees to flourish their performance, they have to be
placed in a sound work environment. That is why GE is committed to strengthens and use any
opportunity their get to support its leadership culture through systems and policies that foster
open communication, maintain employee and partner privacy. The company fights hard to
reduce its weaknesses and threats while assuring employee health and safety, and reduce the
cost of products to meet customers satisfaction.
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Conclusion
In this paper, GE company was used as a case study on organizational Innovation and
change. Different characteristics of innovation and change have been discussed within GE
Company. The competition on the actual marketplace in the world has challenged GE company
to come up with new ideas and innovative ways of developing and producing its products and
services. Dr. Cooper and Edgett have solved the competition argument by producing an
innovative system called cornings five-stage stage-gate process. This innovative process has
allowed companies, such as GE, to reinvent their ideas and launch new products and services. It
is more effective, efficient, faster process that improves the product innovation results. Leaders
and individuals within organization have to work in network collaborations in order to meet the
goals of their organizations, stand out the competition with innovative products and solve any
financial or sustainability challenges that the organization comes across. The inter and intranetworking effects are critical for GE diffusion innovation process. Thats why the SIM has
been very well integrated in GE Company, this has allowed the company to become one of the
most innovative, profitable, and admired companies on earth. The SIM can also be used to
resolve resistance to change by communication and management.
Thus, while the current discussion addresses key features of organizational innovation
and change that determine the success and sustainability of GE, more research is necessary to
understand and help GE Company remain competitive in this hungry world of creativity and
innovation. Innovation is the game to play in order to remain successful and sustainable in the
current global marketplace for all industries.
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References
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