(XXXX1109)美国通用电气(GE)战略管理模式76PP.pptx
合集下载
通用的战略管理模式
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage
Dynamic Perspective
BPO Digitization Front-end Focus
Power Systems
Transportation & Industrial Aircraft Engines
Medical & Technical
Plastics and Specialty Materials Consumer Products
NBC
The Share of the Pie…
Dynamic Perspective
BPO Digitization Front-end Focus
4 blocks Six Sigma Inertia Best practices
Jack Welch’s vision
Be number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Restructuring
and change
Acquisition
Globalization
Growth Engine
美国通用电气公司的战略管理模式课件
Power Systems
Transportation & Industrial Aircraft Engines
Medical & Technical
Plastics and Specialty Materials Consumer Products
NBC
The Share of the Pie…
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Growth Engine
New Product / service Diversification Extension
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage
Dynamic Perspective
BPO Digitization Front-end Focus
4 blocks Six Sigma Inertia Best practices
Jack Welch’s vision
Be number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry
“A decade from now, I would Байду номын сангаасike General Electric to be perceived as a unique, high-spirited, entrepreneurial enterprise . . . the most profitable, highly diversified company on earth, with world quality leadership in every one of its product lines”
Transportation & Industrial Aircraft Engines
Medical & Technical
Plastics and Specialty Materials Consumer Products
NBC
The Share of the Pie…
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Growth Engine
New Product / service Diversification Extension
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage
Dynamic Perspective
BPO Digitization Front-end Focus
4 blocks Six Sigma Inertia Best practices
Jack Welch’s vision
Be number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry
“A decade from now, I would Байду номын сангаасike General Electric to be perceived as a unique, high-spirited, entrepreneurial enterprise . . . the most profitable, highly diversified company on earth, with world quality leadership in every one of its product lines”
GE战略管理模式
Dynamic Perspective
BPO Digitization Front-end Focus
4 blocks Six Sigma Inertia Best practices
Jack Welch’s vision
Be number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry
…Compare and Contrast
’81
Today
Revenue
$27.2 B
$125.7 B
Eaห้องสมุดไป่ตู้nings
$1.7 B
$13.7 B
Market Value $13 B
$244 B
Businesses
43
13
Employees
404,000
310,000
The Three Families
Winner
Aircraft Engines Power Systems
Loser
Average Business
Consumer Electronics Plastics
Industrial Systems
Winner
Medical Systems Capital
Winner
Transportation
Loser
Central A/C House wares Coal mining
Loser
Profit Producer
Lighting
Low
2019精品美国通用电气战略管理模式化学
Growth Engine
Products
Market Penetration Present Present
New
Present
Market Expansion
Sustaining Competitive advantage
BPO Digitization Front-end Focus
New
4 blocks Six Sigma Inertia Best practices
Financial Services
Commercial Finance
Consumer Finance
Equipment Management
Insurance Business
A Summary of Business Finances
Businesses GE Capital Power Systems Transportation & Industrial Aircraft Engines Medical & Technical Plastics and Specialty Materials Consumer Products NBC Adjustments Total Revenue % of total 58.4 20.2 11.6 11.4 9.0 7.1 5.8 5.8 -3.6 125.7 45 16 9 9 7 6 4 4
Dynamic Perspective
Business Restructuring…GE-McKinsey Matrix
Question mark
Winner
Aircraft Engines Power Systems
High
Winner
通用的战略管理模式共77页
Total
Revenue % of total
58.4
45
20.2
16
11.6
9
11.4
9
9.0
7
7.1
6
5.8
4
5.8
4
-3.6
125.7
100
The Share of the Pie…
GE Businesses Revenue Share
4% 4% 6% 7%
45% 9%
9%
16%
GE Capital
The Heritage
•Founded in 1878 by Thomas Alva Edison •Merger in 1892
-The Edison General Electric Company - The Thomson-Houston Company •One of the 12 stocks that made up the first DJIA index in 1896. In the list continuously since 1907
Power Systems
Transportation & Industrial Aircraft Engines
Medical & Technical
Plastics and Specialty Materials Consumer Products
NBC
The Share of the Pie…
Financial Services
Commercial Finance
Consumer Finance
Equipment Management
Insurance Business
Revenue % of total
58.4
45
20.2
16
11.6
9
11.4
9
9.0
7
7.1
6
5.8
4
5.8
4
-3.6
125.7
100
The Share of the Pie…
GE Businesses Revenue Share
4% 4% 6% 7%
45% 9%
9%
16%
GE Capital
The Heritage
•Founded in 1878 by Thomas Alva Edison •Merger in 1892
-The Edison General Electric Company - The Thomson-Houston Company •One of the 12 stocks that made up the first DJIA index in 1896. In the list continuously since 1907
Power Systems
Transportation & Industrial Aircraft Engines
Medical & Technical
Plastics and Specialty Materials Consumer Products
NBC
The Share of the Pie…
Financial Services
Commercial Finance
Consumer Finance
Equipment Management
Insurance Business
美国通用电气公司改革案例.pptx
总裁：博希
分权方案设计者： 斯密迪
事业领域 优化组合
1981—2001年 总裁：韦尔奇
3
1953年的GE
公司规模庞大，年销售额20亿美元 权力集中在纽约总部 集权经营已不适应公司发展，净利润低下 总裁卡迪纳决定改进组织结构
4
GE分权经营的特点
斯密迪观点：
➢要改变传统的制度，实施新的制度，会遇到各方面的阻力， 要克服这些阻力，尽快地实施新的制度，就必须由他说了算， 基层人员要绝对服从，不能有异议。
19
思路：开拓创新才有出路——“创造性破坏”
组织变革的战略远景 * “无界限” * 小型公司与大型公司并举
公司战略——事业领域核心化（三环战略） 经营战略——不论各SBU采用什么竞争战略，
其经营成果必须是市场上No.1或No.2 战略思维模式转变
20
韦尔奇的战略实施思路
❖战略远景
❖价值观
❖执行过程
核心业务 照明 主要电器设备 机动运输车 涡轮机工程与设备
技术 工业电子 医疗系统 材料 航天 飞机发动机
外部 家居用品 中央空调 TV与视听设备 光缆 移动通讯器材 动力发配设备 广播电台
22
期望成果
组织结构与战略的组合成为一种竞争优势 ➢ 公司小型化 ➢ 由传统的管理人转变为管理过程
用新的价值观改造公司文化，以团队交叉作业 的业务流程模式实现高效运作
40
成功的例子
GE电器部门 根据群策群力会议的建议,开发了按订单生产的 计划(称为快速反应,灵活的适应性生产循环).使存货 减少了2亿美元,循环周期减少了75%
41
最佳作业实践
当员工普遍从公司内部寻求创新时, 韦尔奇意识到,员工失去了从外部公司的 突破中学习的机会.从其它公司学习到的 东西,可以用来激发群策群力的团队产生 新的想法
美国通用电气(GE)战略管理模式..
From Following the Economy…
…To Setting the Pace
The Turnaround
How did they do it?
Strategic Model
SWOT Vision Restructuring and change
Acquisition New Product / service Extension Diversification
美国通用电气公司的战略管理模式（GE）
Today’s Basics…
•Revenue: $125.7 B
–Domestic: Foreign ~ 2:1
•Net Income $13.7 B •Market Capitalization: ~$244B •Employees: ~ 310,000 •13 major businesses •More than 100 countries
BPO Digitization Front-end Focus
New
4 blocks Six Sigma Inertia Best practices
Dynamic Perspective
Jack Welch’s vision
Be number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry “A decade from now, I would like General Electric to be perceived as a unique, high-spirited, entrepreneurial enterprise . . . the most profitable, highly diversified company on earth, with world quality leadership in every one of its product lines”
美国通用电气公司的战略管理模式(GE)
Growth Engine
New Product / service Diversification Extension
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage
Power Systems
Transportation & Industrial Aircraft Engines
Medical & Technical
Plastics and Specialty Materials Consumer Products
NBC
The Share of the Pie…
…To Setting the Pace
The Turnaround
How did they do it?
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Restructuring
and change
Acquisition
Globalization
Total
Revenue % of total
58.4
45
20.2
16
11.6
9
11.4
9
9.0
7
7.1
6
5.8
4
5.8
4
-3.6
125.7
100
The Share of the Pie…
GE Businesses Revenue Share
(XXXX1109)美国通用电气(GE)战略管理模式-76PP
Dynamic Perspective
BPO Digitization Front-end Focus
4 blocks Six Sigma Inertia Best practices
Jack Welch’s vision
Be number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry
Opportunities Emerging markets Changing business models
Threats The Japanese challenge Recessionary US economy with high interest rates and a strong dollar
Focus of Budgeting process
De-layering of hierarchical levels
40%
40%
Long-Cycle Businesses
Short-Cycle Businesses
Financial Services
20%
The Era: How the Market Valued it
Compare & Contrast with Pre-Welch Era
From Following the Economy…
Products
Market Present Penetration
Market Expansion
Present
New
Present
企业战略管理GE矩阵法ppt课件
1.评价指标尽量定量化。对于每项评价指 标尽量定量化，没法定量化的要划分量级，对 每个量级的得分进行统一规定。
2.不同业务之间每个评价指标的权重可以 不同。由于每一项战略业务单元所处的生命周 期不同，每一项业务的特点也不同，企业
17
关注每项业务的侧重点也不同，比如对于成长 型的业务，企业可能更关注该业务的增长潜力 和发展速度，对于成熟型的业务，企业可能更 关注市场总量和盈利能力。因此，评价指标权 重的确定，必须根据每一项业务的特点进行确 定。不同业务单元之间，企业竞争力评价指标 的权重也不相同，因为对于不同的战略业务单 元，企业所处的市场地位不同，企业关注和追 求的目标也不相同，所以评价指标的权重也不 同。
场吸引力和企业竞争力的主要评价指标，及每
一个指标所占的权重。市场吸引力主要由行业
的发展潜力和盈利能力决定，企业竞争力主要
由企业的财务资源、人力资源、技术能力和经
验、无形资源与能力决定。确定评价指标的同
时还必须确定每个评价指标的权重。
14Βιβλιοθήκη （3）进行评估打分。根据行业分析结果， 对各战略业务单位的市场吸引力和竞争力进行 评估和打分，并加权求和，得到每一项战略业 务单元的市场吸引力和竞争力最终得分。
（4）将个战略单位标在GE矩阵上。根据每 个战略业务单位的市场吸引力和竞争力总体得 分，将每个战略业务单位用圆圈标在GE矩阵上。 在标注时，注意圆圈的大小表示战略业务单位 的市场总量规模。有的还可以用扇形反映企业 的市场占有率。
（5）对各战略单位策略进行说明。根据
15
每个战略业务单位在GE矩阵上的位置，对各个 战略业务单位的发展战略指导思想进行系统说 明和阐述。
7
下面分别用折线图和表格两种形式来表示。
2.不同业务之间每个评价指标的权重可以 不同。由于每一项战略业务单元所处的生命周 期不同，每一项业务的特点也不同，企业
17
关注每项业务的侧重点也不同，比如对于成长 型的业务，企业可能更关注该业务的增长潜力 和发展速度，对于成熟型的业务，企业可能更 关注市场总量和盈利能力。因此，评价指标权 重的确定，必须根据每一项业务的特点进行确 定。不同业务单元之间，企业竞争力评价指标 的权重也不相同，因为对于不同的战略业务单 元，企业所处的市场地位不同，企业关注和追 求的目标也不相同，所以评价指标的权重也不 同。
场吸引力和企业竞争力的主要评价指标，及每
一个指标所占的权重。市场吸引力主要由行业
的发展潜力和盈利能力决定，企业竞争力主要
由企业的财务资源、人力资源、技术能力和经
验、无形资源与能力决定。确定评价指标的同
时还必须确定每个评价指标的权重。
14Βιβλιοθήκη （3）进行评估打分。根据行业分析结果， 对各战略业务单位的市场吸引力和竞争力进行 评估和打分，并加权求和，得到每一项战略业 务单元的市场吸引力和竞争力最终得分。
（4）将个战略单位标在GE矩阵上。根据每 个战略业务单位的市场吸引力和竞争力总体得 分，将每个战略业务单位用圆圈标在GE矩阵上。 在标注时，注意圆圈的大小表示战略业务单位 的市场总量规模。有的还可以用扇形反映企业 的市场占有率。
（5）对各战略单位策略进行说明。根据
15
每个战略业务单位在GE矩阵上的位置，对各个 战略业务单位的发展战略指导思想进行系统说 明和阐述。
7
下面分别用折线图和表格两种形式来表示。
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…Compare and Contrast
’81
Today
Revenue
$27.2 B
$125.7 B
Earnings
$1.7 B
$13.7 B
Market Value $13 B
$244 B
Businesses
43
13
Employees
404,000
310,000
The Three Families
Total
Revenue % of total
58.4
45
20.2
16
11.6
9
11.4
9
9.0
7
7.1
6
5.8
4
5.84Βιβλιοθήκη -3.6125.7
100
The Share of the Pie…
GE Businesses Revenue Share
4% 4% 6% 7%
45% 9%
9%
16%
GE Capital
“A decade from now, I would like General Electric to be perceived as a unique, high-spirited, entrepreneurial enterprise . . . the most profitable, highly diversified company on earth, with world quality leadership in every one of its product lines”
The Heritage
•Founded in 1878 by Thomas Alva Edison •Merger in 1892
-The Edison General Electric Company - The Thomson-Houston Company •One of the 12 stocks that made up the first DJIA index in 1896. In the list continuously since 1907
…To Setting the Pace
The Turnaround
How did they do it?
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Restructuring
and change
Acquisition
Globalization
GE
Long-Cycle Businesses
Short-Cycle Businesses
Financial Services
Long-Cycle Businesses
Long-Cycle Businesses
Aircraft Engines
Power Systems
Medical Systems
美国通用电气公司的战略管理模式（GE）
Today’s Basics…
•Revenue: $125.7 B
–Domestic: Foreign ~ 2:1
•Net Income $13.7 B •Market Capitalization: ~$244B •Employees: ~ 310,000 •13 major businesses •More than 100 countries
Power Systems
Transportation & Industrial Aircraft Engines
Medical & Technical
Plastics and Specialty Materials Consumer Products
NBC
The Share of the Pie…
Financial Services
Commercial Finance
Consumer Finance
Equipment Management
Insurance Business
A Summary of Business Finances
Businesses
GE Capital Power Systems Transportation & Industrial Aircraft Engines Medical & Technical Plastics and Specialty Materials Consumer Products NBC Adjustments
Dynamic Perspective
BPO Digitization Front-end Focus
4 blocks Six Sigma Inertia Best practices
Jack Welch’s vision
Be number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry
Strategic Model
SWOT
SWOT: 1981
Strengths
Weakness
Vision
Transportation Systems
Short-Cycle Businesses
Short-Cycle Businesses
Consumer Appliances
Industrial Systems
NBC
Plastics
Specialty Materials
Financial Services
Growth Engine
New Product / service Diversification Extension
Products
Market Present Penetration
Market Expansion
Present
New
Present
New
Sustaining Competitive advantage
40%
40%
Long-Cycle Businesses
Short-Cycle Businesses
Financial Services
20%
The Era: How the Market Valued it
Compare & Contrast with Pre-Welch Era
From Following the Economy…