Jeff Immelt's Character Achievement

From 65438 to 036 in the history of GE, there were only nine people, including the current president, almost all of whom were promoted internally. The CEO of General Electric usually represents the highest level of western management practice. It can be said that the change of its president's management concept not only reflects but also guides the change of the world management concept from scientific management to people-oriented management. 1878 General Electric Company, founded by the inventor Edison, is the only surviving company among the Dow Jones index companies in the United States in 1896. In 2003, GE's sales reached $65.438+0342 billion, and it was rated as the most respected enterprise in the world for six consecutive years. In its history of 126 years, including the president who took office in 200 1 year, only 9 people were promoted internally. There are many reasons for the success of GE, but it can always choose the most suitable leader in different periods, which is one of the most important factors for GE's success.

China people are not familiar with Reggie Jones, who died on June 2nd, 2004. However, in 1979 and 1980, he was rated as the most respected and influential person in America by The Wall Street Journal and others. He was the economic adviser to four American presidents, including Nixon, Ford, Carter and Reagan, and the seventh president of General Electric Company. Reggie Jones, British immigrant, 1939 joined GE. He started as an auditor, 1968 was promoted to CFO, and 1972 succeeded as CEO. Introverted and fond of numbers, he was called an English gentleman by the public.

Before 1980s, the mainstream of western enterprise management, led by the United States, was scientific management based on quantity and data. Reggie Jones pushed the practice of scientific management theory to the peak. He uses models and data on the top floor of the General Electric Building, and he seldom interacts with people. However, in the late 1970s, the rapid rise of Japanese manufacturing industry threatened the American economy. For example, in 1970, the market share of Japanese cars in the United States was almost zero, but by 1980, Japanese cars had occupied 30% of the American market share. In the same year, Japanese automakers produced 1 1 10,000 cars, surpassing the United States to become the largest automobile producer in the world, accounting for 28.5% of the world automobile market. 1980, the United States became the largest automobile producer after 1904, and it was also the first time that it was surpassed by other countries. This fact shocked the American business community. The rise of Japanese economy and the success of enterprises have also challenged western management theories, and Japanese management methods with oriental humanistic spirit have attracted the attention of western management theory academic circles for the first time. In the late 1970s, a Japanese craze swept across the United States. Under such historical conditions, Reggie Jones realized that GE, as the leader of American traditional manufacturing industry, would face the same fate as American automobile industry if it did not strive for change. 1975, he began to choose the successor of general electric. By 1977, he put Welch in the competition for the successor of general electric. Welch's innovation ability and spirit have been proved from a person who founded the plastic department of General Electric to a company with several hundred million yuan. At the same time, because he hates bureaucrats, he also won the title of heterogeneous manager in GE system. By 198 1, when Reggie Jones announced the decision to hand over GE to Welch, the world was in an uproar, and a person who ran counter to the typical GE executive was pushed to the position of chairman. In the eyes of the public, Welch is the most hopeless candidate among 12 successor candidates, because Welch and Reggie Jones are completely different in personality, temperament, way of doing things, etc., and Welch was only 45 years old and the youngest one at that time. However, Reggie Jones has a unique vision, and it turns out that Welch is the right choice. During his twenty years in office, Welch successfully transformed GE's corporate DNA, making it the best performing enterprise in all industries, and maintained an average growth rate of 65,438+00%.

Welch inherited Reggie Jones' scientific management and joined the humanistic spirit of oriental management style. He actively interacted with customers and employees. During his tenure, he personally coached and trained nearly 80 senior managers, taught more than 300 times in Crotonville Training Center of Enterprise University, and * * * trained15,000 middle and senior managers. In his autobiography, he said: it was outstanding talent rather than planning that made all this happen. If it is not people-oriented, our success will be greatly limited. GE is the only company in history that has successfully changed its corporate culture. Welch's leadership model in the era of change represents the theory of world enterprise leadership and is imitated by many enterprises and managers.

Immelt was crowned by globalization.

In April, 2000, Jack Welch, the eighth chairman and CEO of General Electric, announced his retirement on the occasion of the 20th anniversary, and his new successor made outstanding achievements.

Dave Immelt took office (in July 2000, GE's board of directors unanimously approved Immelt as the next CEO) and became the ninth chairman and CEO of GE. Jeff Immelt, the new president, is very lucky. His election announced to the world that GE's six-year CEO selection work was finally over. At that time, this exciting successor competition received no less attention than the US presidential election. People pay attention to the successor selection of General Electric Company, not only because it is the largest commercial company in the world, but also because Welch himself is the best CEO in the world. More importantly, the quality of this successor selected by Welch represents the requirements of future global business leaders.

In his autobiography, Jack Welch described the choice of successors as follows: Choosing successors is not only the most important thing in my career, but also the most difficult and painful choice I have ever faced. The whole process almost drove me crazy and brought me countless sleepless nights.

Welch began to think about successors from 1994, when he was 59 years old. The whole selection process lasted for six years. Through strict procedures, the initial 24 candidates were gradually reduced to 83, and Jeff Immelt was finally selected. It can be seen that the choice is complicated and difficult.

Among the last three candidates, Bob Nadley is the oldest, at the age of 54. 197 1 Join GM and be responsible for the energy system. Jim McNarney and Jeff Immelt joined GM on 1982, both of whom are 43 years old. Jim McNarney is in charge of the aircraft engine business and Jeff Immelt is in charge of the medical system business. The difficulty for Jack Weil is that all three of them are excellent. He said that his job would be easier if one of them had an affair. The problem is that they are impeccable in work performance, spirit and morality.

Bob Nadley developed the business of 1995 from only $7.7 billion to $28 billion in 2000, and maintained the annual net income growth of 1999 to 2002. As we all know, there are not many enterprises in the world that can earn $654.38+0 billion, but the energy department of General Electric has been able to create an increase of $654.38+0 billion for three consecutive years. This shows Bob Nadley's strategic vision and management ability.

So is Jim McNarney. The aircraft engine business he was in charge of increased from $7.8 billion in 1997 to $0.8 billion in 2000. Average per person

With an annual growth rate of 265,438+0%, the GE-90 engine has become the engine of Boeing 777, which is GM's greatest strategic success. Jeff Immelt has also brought the medical system business into a new era. He conceived the concept of a global product company-this concept later became the model of every business of GE: looking for talents, accessories and resources from every corner of the world, and finally completing products in one place. For example, Proteus radiation therapy instrument in medical system is made in Beijing, and its 7 19 components are integrated and processed across continents after the most effective benefit and cost analysis. Its ingredients come from the United States, Canada, Mexico, North Africa, Morocco, South Korea, Taiwan Province Province, Bangalore, East and West European countries and regions. Among them, the generator of the scanning part is made in India, the suspension device is made in Mexico and the electron tube is made in the United States. Jeff Immelt has completed many mergers and acquisitions, and can integrate them well. He manages hardware business such as medical devices as an information company. His sales revenue increased from 3.9 billion dollars in 1996 to 7.2 billion dollars in 2000. The same is to maintain an annual growth rate of 2 1%. Jeff Immelt finally won, and Welch commented: He has made many outstanding achievements in our medical device department. What is important is that [the medical device department] will become a model for GE's future operation. I think he has wisdom and coordination ability. Another director emphasized Immelt's ability to learn and grow. He is the best of the three.