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HBSP (USA)
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Leading Transformation
Immelt, Jeffrey R.; Gulati, Ranjay; Prokesch, StevenArticle HBS-R1705B-EDuring his 16 years as CEO, Jeffrey Immelt engineered a radical makeover of GE, repositioning the firm as a digital industrial company looking to define the future of the internet of things. In the main Spotlight article, he shares what he learned about leading a giant organization through massive changes. There are several lessons: (1) Be disciplined. This means nesting initiatives within one another and staying away from new ideas that don't fi...Starting at €8.20
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Leading Transformation (Spanish version)
Immelt, Jeffrey R.; Gulati, Ranjay; Prokesch, StevenArticle HBS-R1705BStrategy(1) Be disciplined. This means nesting initiatives within one another and staying away from new ideas that don't fit. (2) Soak. Effective leaders don't instantly react to emerging trends; they read, contemplate, and listen until they believe to their cores that the world is profoundly changing. (3) Make it existential. Every time Immelt drove a big change, he treated it as if it were life or death. (4) Be all in. You can't regard a transformatio...Starting at €8.20
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How GE Is Disrupting Itself
Immelt, Jeffrey R.; Govindarajan, Vijay; Trimble, ChrisArticle HBS-R0910D-EStrategyFor decades, General Electric and other industrial-goods manufacturers based in rich countries grew by developing high-end products at home and distributing them globally, with some adaptations to local conditions - an approach known as glocalization. Now they must do an about-face and learn to bring low-end products created specifically for emerging markets into wealthy markets. That process, called reverse innovation, isn't easy to master. It r...Starting at €8.20
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The CEO of General Electric on Sparking an American Manufacturing Renewal
Immelt, Jeffrey R.Article HBS-R1203A-ELeadership and People ManagementAbout 30 years ago, as its appliances business became less profitable, GE began moving manufacturing to low-cost countries in a combination of joint ventures and outsourcing. But competitors soon emerged in developing markets; shipping and materials costs rose; wages increased in China and elsewhere; and GE didn't control the supply chain. Finally, core competency was an issue: the company's most innovative appliance-design work is done in the Un...Starting at €8.20