General Electric Immelt

¿Cuál es el método de Immlet para planear, organizar, dirigir y controlar GE?

Immelt is also looking for more leaders who are intensely passionate about their businesses and are experts in thedetails. "I want to see our people become part of their industries," he says.

To encourage that kind of expertise and passion in the rest of his organization, Immelt is urging people to stay in placelonger to build stronger relationships with customers and markets.

So how, exactly, do you make a culture as ingrained as GE's sizzle with bold thinking and creative energy? To start, you banishsome long-cherished traditions and beliefs. Immelt has welcomed outsiders into the highest ranks, even making one, Sir William M. Castell, a vice-chairman. That's a serious break with GE'spromote-from-within past. He is pushing hard for a more global workforce that reflects the communities in which GE operates. Immelt is also encouraging his homegrown managers to become experts in their industriesrather than just experts in managing. Instead of relying on execs who barely had time to position a family photo on their desk before moving on to the next executive assignment, he's diversifying thetop ranks and urging his lieutenants to stay put and make a difference where they are.

¿Cuál es su método gerencial? (describir los 4 procesos)

¿Qué efectos a tenido ese método en el desempeñode GE?
Jeff Immelt wants to shape it, drive it, make it his own. For him, reinventing GE is the only way to make his company dominate this century, much as it led the one before. To lay thegroundwork for an organization that grows through innovation, Immelt took steps early on to rejigger the GE portfolio. He committed to sell $15 billion of less profitable businesses such as insurance, whileshelling out more than $60 billion in acquisitions to dive into hot areas such as bioscience, cable and film entertainment, security, and wind power that have better growth prospects. In doing so, he...