ge的人力資源管理模式課件

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eHumanResourcesManagementinGE-ProvidingPlaceforPeopletoBuildDreamsEugeneEuHumanResourcesDirectorGEMedicalSystemsChinaAugust30,2001beHumanResourcesManagementGEinChinaGEisaLeadingMultinationalCompanyinChinaProductsalesofelectricfans,refrigeratorsandsteamlocomotives;manufacturingoflightbulbs;investmentinpowerplants.AcquisitionofAnderson/MeyerTradingCompany,providinginstallationandservicesfortheelectricalindustryinChina.

InvestedintheShanghaiElectricalPowerCompany,thelargestforeignventureinChinaatthattime.Re-establishedGE’sbusinesscontactwithChinathroughtheopeningofarepresentativeoffice(1981)inBeijing.GEHangweiMedicalSystemswasestablishedinBeijing-thefirstJVofGEinChina.GE(China)Co.Ltd.wasestablishedinChina,actingasaninvestmentvehicleforGE’sprojectsinChina,andprovidesservicestoGE’sJVsandaffiliates.JV/WFOE/InvestmentProjects:30+

LocalOffices:29Now191019251929198119911994GEinChinaGEisaLeadingMulBEIJINGMajorGEInvestmentsinChinaSHANGHAIGELightingJVGEFinanceZhabeiPowerJVGEPlasticsGESiliconesGEMSTradingGEBreakersJVGEGuangdianJVGEFanucSGAEDALIANFuji/GEMotorsJVGECapitalDalianCenterBEIJINGGEMSHangweiJVGEMSHualunJVGEGlobalSourcingGEFanucJVGeneralDataSystemsWUXIGEMSUltracoundGUANGZHOUGEPlasticsNanshaXIAMENGEAEOnWingSupportGEAEOverhaulGELightingTopstarJVHUIZHOUGEED&CClipsalJVSHENZHENGEFanuc/SinopecJVBEIJINGMajorGEInvestmentsinTheGEOrganizationEleven“Independent”GlobalBusinessesAircraftEnginesLightingAppliancesFinancialServicesPowerSystemsInformationServicesPlasticsTransportationNBCIndusSystemsMedicalSystemsCorporateExecutiveOfficeTheGEOrganizationEleven“IndCorporateExecutiveOfficePlasticsHRTransportationHRAircraftEnginesHRAppliancesHRIndus

SystemsHRPowerSystemsHRNBCHRFinancialServicesHRMedicalSystemsHRInformationServicesHRLightingHRHRTheGEHROrganizationEleven“Independent”GlobalBusinesses

SupportedbyDirectReportingGlobalHROrganizationsCorporateExecutiveOfficePlasWithCorporateHRProvidingFunctionalLeadership/LinkageDiversityProgramsExecutiveResources&BenefitsUnionRelationsLeadershipDevelopmentHRResearchPublic

Relations&CommunicationsExecutiveCompensationExecutiveDevelopmentHRStaffing&DevelopmentHR

GECapitalHRPowerSystemsHR

NBCIndSysHRMedSystemsHR

AppliancesHR

PlasticsCorporateHumanResourcesHealthCare

&Medical(Shared)CorporateStaffHRHR

LightingHRInfoServicesPersonnelRelationsHRTransportationHRAircraftEnginesTheGEHROrganizationWithCorporateHRProvidingFu

Work-Out/TownMeetings:

empowerment,bureaucracybusting,actionProductivity/BestPractices:

lookingoutsideGEProcessImprovement:

continuousimprovement,re-engineering

ChangeAccelerationProcess:

increasesuccessandacceleratechangeKeyStrategicInitiatives:

QMI*,NPI*,OTR*,SP*,Productivity,GlobalizationhighlowIntensityofChangeTimeActionWork-Outs?CustomizedWork-Outs?*NewProductIntroduction

QuickMarketIntelligence

OrdertoRemittance

SupplierPartnershipStagesofGE'sCultureChange

MakingCustomersWinners:

GETool-KitBulletTrainApproachSixSigmaQuality

TheWayWeWork,CustomerCentricBestPracticeSharingE-Business

It’sthe“E”inGE-BustAllBarriersTMWork-Out/TownMeetings:eProvidingtheProperContext

Weknowthatwithoutleaderswho"walkthetalk,"allofourplans,promisesanddreamsforthefuturearejustthat-talk. AnnualReport,1991

RedefinitionofManagementRole:

from: to: manager leader controller liberator meddler facilitator inhibiter empowerer blocker coach managementknowsbest peopleclosesttotheworkknowbestProvidingtheProperContext WConvictionsRegardingHRManagementResponsibility/AuthorityOrganization“Permanence”SingleReportingNegotiatedGoalsNumbersDrivenRatingsOne-over-OneCrotonvilleforManagementEmploymentSecurityIn1981Inthe1990sResponsibility/InfluenceOrganizationAdaptabilityMultipleReportingOpportunityStretchPerformanceandValues360°CrotonvilleforBoundarylessChangeEmployabilityEverything’sChanged–AssumeItShouldChangeAgain!ConvictionsRegardingHRManagGEManagementValuesAllofUs–AlwayswithUnyieldingIntegrityArePassionatelyFocusedonDrivingCustomerSuccessLiveSixSigmaQuality...EnsureThattheCustomerIsAlwaysItsFirstBeneficiary...AndUseIttoAccelerateGrowthInsistonExcellenceandAreIntolerantofBureaucracyActinaBoundarylessFashion...AlwaysSearchforandApplytheBestIdeasRegardlessofTheirSourcePrizeGlobalIntellectualCapitalandthePeopleThatProvideIt...BuildDiverseTeamstoMaximizeItSeeChangefortheGrowthOpportunitiesItBrings...i.e.,“E.Business”CreateaClear,Simple,Customer-CenteredVision...AndContinuallyReviewandRefreshItsExecutionCreateanEnvironmentof“Stretch,”Excitement,InformalityandTrust...RewardImprovements...AndCelebrateResultsDemonstrate...AlwaysWithInfectiousEnthusiasmfortheCustomer...The“4-E’s”ofGELeadership:thePersonalEnergytoWelcomeandDealWiththeSpeedofChange...TheAbilitytoCreateanAtmosphereThatEnergizesOthers...TheEdgetoMakeDifficultDecisions...AndtheAbilitytoConsistentlyExecuteGELeadershipValuesRepresenttheFoundationofItsPerformanceCultureGEManagementValuesAllofUsKeyGELeadershipIngredientsTheThreeE’s...

Energy

Energize

Edge ExecutionPlusFourEnormousPersonalEnergy–StrongBiasforActionAbilitytoMotivateandEnergizeOthers...InfectiousEnthusiasmtoMaxOrganizationPotentialCompetitiveSpirit...InstinctiveDriveforSpeed/Impact...StrongConvictionsandCourageousAdvocacy.DeliversonCommitments...OvercomesObstaclestoGetItDoneValuesandPerformanceCriticaltoSuccessKeyGELeadershipIngredientsTSession1:StrategySession2:OperatingPlanSessionD:ComplianceSessionC:OrganizationDecemberNovemberOctoberSeptemberAugustJulyJuneMayAprilMarchFebruaryJanuaryTheGEManagementSystemWorldwideProductPlanSession1:StrategySession2:SSessionC:OrganizationDecemberNovemberOctoberSeptemberAugustJulyJuneMayAprilMarchFebruaryJanuaryTheGEManagementSystemEmbeddedManagementProcessesBottoms-upandTop-downMinimalCeremony/PaperHighlyInteractiveBasisforCEOResourceAllocation#$PeopleTechnologySessionC:DecemberNovemberOctoTheAnnualSessionCCycleDayPerBusinessAtBusinessHQSmallerThen...LargerGroupDiscussionCEODiscussionAnnualProcesswithaStrongAction/DecisionFocusandaDisciplinedFollow-upMechanismCorporateOverviewDecisionsIssuesReplacementPlanningSessionCWrapJuneMDCCPreS-IITargetedIssuesRevisitS-CFollow-upsSessionC-IIDecemberBODBottoms-upIndividualCareerPlanningOrganizationalAssessmentWithinBusinessesJuneOctoberDecemberJanuaryMarch-MayMayFollow-upLetterConfirmingActionsRequiredVideoConferencetoDiscussProgressREActionItems

TheAnnualSessionCCycleDayBusinessLeadershipEvaluationofDirectReportsandOtherKeyLeadersIncludingAssessmentsonPerformance/Values,QualityandOrganizationUpgrade

(NewFormatsRequired).BestReplacementsforSeniorLeadershipRolesQualityBusinessCEOPresentation(1-2Pages)SummarizingApproachesUtilized/PlannedtoFocusandEnergizetheOrganizationAround“Outside-In,”andDrive6sBenefitstotheCustomer1999PromotionsofMBBs/BBs.HighestPotentialCurrentMBBs/BBswithStretchDevelopment/PromotionPlansforEach(FormatsProvided)ArrangeRoundtableDiscussionIncludingQualityLeaderand6-8FormerMBBs/BBsWhoMovedtoOperatingAssignmentsin1999.SelectMBBs/BBsWhoRepresent“BestPractice”ExamplesofLeadingEstablishedOrganizationsinDramaticallyDifferentWaysBasedon6sTools.OrganizationVitalitySegmentOfficer/SEB/EBPopulations(10-15-50-15-10)onSeparateVitalityCharts.FortheBest,NoteStretchReward,Retention,DevelopmentPlans.FortheCautionandLeastEffective,NoteResolutionPlansPlot2000Actionsto-DateandPlansforBalanceofYear)on“EBVitalityBarChart”DescribeProcessandOutcomesRelatedtoImplementingOrganizationVitalityProcessBelowEBinYourBusinessSessionC BusinessAgendaBusinessLeadershipSessionC SessionC usinessAgendaGlobalTalentDevelopmentUsingFormatsfromFebruaryVideoConference,UpdateStatusofRepatriationandReplacementPlansIncludingRationaleforAny<EBExpatPositions(ExceptServiceTechs)ListOUTSTANDINGNon-U.S.HighPotentials(EB+)WhoWouldMostBenefitfromU.S.AssignmentsandYourPlanstoProvide.IndicateU.S.Officer/SEBMentorforEachServices

(Medical,Engines,Power,Transportation,Industrial,Appliances)

EvaluateOrganizationandLeadership.Actions/PlanstoAccelerateGrowthandDifferentiateOfferingsIncludingResourceDeployment(Esp.Technology)Sourcing

BigOrganizationandLeadershipMovestoAcceleratethePaceofSourcingfromLowCostLocationsIncludingDirect,Indirectand“IntellectualCapital”fromR&DtoSoftware.SpecifyActionsYouAreTakingtoOvercomeResistance;e.g.,Measurements,ProcessReviews,IncentivePlans,etc.DescribetheRoleandEvaluatetheAggressivenessofEngineeringLeadershipSupportDiversity

1999Progress/2000Plans.DescribeActionsandResultsRelatedtoStaffMentoring.ArrangeLunchwithStaffMentor/MenteePairsPipelineHighPotentialLists–BestBetsforOfficerandSEB.EarlyCareerHighPotentials.BestNon-U.S.Talent.BestDiverseTalent(FormatsProvided)EDC/BMCNominationsSessionC usinessAgendaGlobSessionC–AGlobalProcessTheGEInternationalSessionCsIncludeConsiderationofBothCorporateStaffandBusinessEffectivenessInternal

Business

ReviewsPole

Leader

ReviewsBusiness

Leader

ReviewsCorporate

Executive

OfficeInternal

GEI

ReviewsArea/NX

Staff

ReviewsVice

ChairmanReviewAssessmentofInternationalOrg./StaffingAssessmentofBusinessesPerformanceOrg./StaffingInputtoDecisions(Staffing/Options,etc.)SessionC–AGlobalProcessThSessionCRevolvesAround2Forms…EMS-2EMS-3SessionCRevolvesAround2Fo(“WalkingtheTalk”)360°InputtoLeadershipAssessmentsTheSuperstars:BoundforKeyLeadershipRolesPerformanceValuesRemoval–TheNumbersNoLongerProtectorProlongYouTheSecond-Chancer:GivenMoreTimeorDifferentRoleTheFailures:RemovedwithNoApologyBasisforLeadershipAssessment(“WalkingtheTalk”)360°InputSessionC erformanceManagementShouldWeStandardizeNomenclature?

Top10%Middle50%Caution15%LeastEffective10%Next15%OriginalBusinessVariationsTopPerformerRoleModelsStrongestOutstandingStrongPerformerNextBestExcellentOutstandingValuedPerformerHighPerformingCoreMiddleHighlyValuedBorderlinePerformerMarginalLeastEff.PerformerSessionC erformanceManagemenCompanyDistinguishTheBestandLeastEffectiveforContinuousOrganizationUpgrade313,000EmployeesIndividualLeverageOpportunitiesForVisibility,Recognition,andCareerGrowthDifferentiationIsanEmployeeObjectiveAsWellAsaCompanyObjective...WeSuggestHowIt’sDone.LeadershipDevelopmentCompany313,000EmployeesIndiviLeadershipEssentialsWho:HighpotentialindividualcontributorswithpeerleadershipresponsibilitiesNewManagerDevelopmentCourseWho:NewlyappointedmanagerswithdirectreportsManagerDevelopmentCourseWho:SeniorProfessionals&ExecutiveBandswhohavelongtermcapabilitiestoleadabusinessorkeyfunctionBusinessManagementCourseExecutiveDevelopmentCourseWho:CEOApprovalofE-Band&SEBEmployeesWho:SessionCApprovalofE-BandEmployeesAdvancedManagerCourseWho:ExperiencedmanagerscurrentlywithornewtoGE,andwithdirectreportsGEDevelopmentCoursesLeadershipEssentialsWho:HigOURHRVISIONMakeGEthemostattractiveemployerinChinatoget…thebestlocaltalentsinourteamDrivetofosterstrongGEcultureHumanResourceisthetoppriorityofallGEleaderssupportedbyaproactiveHRfunctionsSuperbRecruitment,OutstandingPeopleDevelopment&RetentionAreKeyStrategiesGEChinaHROURHRVISIONMakeGEthemost6SigmaDrivesHRInitiatives…RecruitTrainMotivateRetainBestGlobalTalentRecruitingLeadershipDevelopmentTrainingRetentionStrategy+++Entrylevelprogramsrecruitingtosupporttalentpipelinegrowth(FMP,TEP,HRLP,IMLP)Mid-levelhirestoaccelerateleadershipdevelopment(ALDP,BB/MBB)MultichannelstoensurethebizneedsaremettimelywithhighqualityUtilizationof6SigmatoolstomaximizeeffectivenessinrecruitingactivitiesDriveleadershipdevelopmentprogram(NMDC,CLDC,CEFLC,AEC,MDC,BMC,)LaunchManagerialEffectivenessTrainingCrossfunctionorbusinessmovesStretchjob/promotion&headquarterassignmentsMoreCAShiresinChinaUse&leverageofCorp.LeadershipDevelopmentcourses(CAP,Workout,FacilitativeLeadershipSkills)GEChinatrainingprovidesfunctional,professional&leadershiptrainingTailoredtrainingcoursetosupportCompany’sbusinessinitiatives(sourcing,6Sigma,E-business)IndividualdevelopmentplansfortopperformersMonitorthelocalmarkettoensurecompetitiveC&BpackageExpanduseofmanagementaward&stockoptionplanMentoringprogramsforhigh-potsRoundtablemeetingswithseniorexecutivesFocusonGrowing&Developing“theBestFit”--BuildLNLeadershipSubstanceStepbyStep6SigmaDrivesHRInitiativesLearn&UnderstandBecomePartofGECultureParticipation&Involvement+Learn&UnderstandBecomePartNewEmployeeOrientation(NEO)

GEStory&CultureGEworldwideoperationsandGEinChinaGECapital,GECIS&GECDCTheStructuralReformandCulturalEvolution,KeyInitiativesofGEGEValues,CareerManagementinGEGlobalBusiness&CommunicationOrientation(GBO)Quality/6SigmaAwarenessCompanyPoliciesHRForms&PoliciesFinanceandAdminPoliciesITOverview&Awareness&NewEmployeeOrientation(NEO)

Work-Out--TheWayWeBehave“Work-OutisdesignedtocreateanenvironmentwhereeverymanandwomanintheCompanycanseeandfeelaconnectionbetweenwhatheorshedoesallday…andwinninginthemarketplace…theultimatejobsecurity.”TMJohnF.Welch,Jr.AnnualMeetingofShareOwners,1989Work-Out--TheWayWeBehave“Work-Out--TheWayWeBehaveGivingavoicetoallemployeesMovingdecisionmakingtothelowestlevelwhereacompetentdecisioncanbemadeBustingorganizationboundariesProvidingteam-basedtraining,toolsandinformationIncreasespeedandreducingbureaucracyPeoplewhodotheworkdeveloptheimprovementsDecisionmakersarepresent&provideimmediateclosureAddressespassionateproblemsorprojectsStartwith“Low-HangingFruits”Everyissuehasachampion

EssentialsofaWork-OutTM

WhatIsWork-OutTMFindingaBetterWay…EveryDayRole&responsibilitiesofOMs(SDO)Howtooperationalize6Sigma(X-function)HowtoworkcloselybetweenTMandSDOHowtoreduceovertime(SDO)Roadmapofdigitalization(X-function)Howtomeet2001operationalplan(DLCC)Roleofhiringmgr.&HRinhiringprocess(X-function)...

HowtoovercomebarriersinordertopassTG5(DIPP)TMWork-Out--TheWayWeBehaveG

SixSigma--TheWayWeWorkUsing6SigmatoMakeOurPlaceaCenterofExcellenceSixSigma--TheWayWeWorkDigitizationDalianCenterMasterDBMiniData-WarehouseMetricsCockpitManualProcessesComputerauto-generateddataSemiAuto(UsersExcelspreadsheet)TOOLS:VisualStudiosMSSQLserverVisualCVisualBRESOURCES:3-4ProgrammersTransactionLayerSummaryLayerPresentationLayerPoweredBy

E-Business--TheWayWeWinDigitizationDalianCenterMetrStrategies

ApplySixSigmaMethodologiesDMAICandDFSSonallprojectsPrioritizeonrevenuegeneratingprocessesIncreaseproductivitiesinfirstplaceUserFriendlyreportingandmethodologiesforIMPROVEUnifieddevelopmentToolsanduserinterfaceProjectTimetable(asofMay31)

GECLCashApplication 5/28/2001to6/8/2001GEIIT&LProcess 6/11/2001to6/22/2001ITDigitalCockpit 6/11/2001to7/6/2001GCFPaymentProcess 6/22/2001to7/6/2001Finance/HR/CEOcockpit TBA…………Moretocome……..Digitization

E-Business--TheWayWeWinStrategiesApplySixSigmaMetge的人力資源管理模式課件LeadershipRoundtableMeetings:

Values/Communication/Integration/VehicleQuarterlyLocalRole-ModelLeadersCross-BusinessParticipation…Hi-pot/Developingtalent…15-20participantsFacilitatedProcessBusinessLeaderParticipatesinSelf-Intro’sListenstoQuestionsAbletoPlanResponseSequenceFacilitatorRound-the-tableIntro`sSolicitsQuestionsCreatesAgendaOn-the-spotFacilitatorLeaderGreatWaytoHaveCareerDevelopmentDialogueWithLeaders…andLittlePreparationRequired!LeadershipRoundtableMeetingsPurpose: Provideastructuredchanneltopartnerhigh-potswithsuccessfulGEleaderstoassistmentees’furtherdevelopmentwithinGE Candidate: high-potsnominatedinbizSessionCHowmany: 27When: Pilotin2000

X-BizMentoringProgramStage1Stage2Stage3IdentifyandmatchhighpotentialmenteesandmentorsMentoringNetworkProgramMentoringKitFollow-up,reviewandSupportQuestionnairetodetermineprogressofmentorrelationshipAnnualreviewtotracksuccessofprogram&careerprogressionHireTheBest+“BringOn”TheBestRetainTheBestPurpose: ProvideastructuredTHEMESSAGEToworkcloselywiththebusinessestomakeGEChinaaCompanythatcustomers,partners,suppliersandemployeeswanttodobusinesswith,learnfromorwouldliketoworkfor.THEMESSAGEToworkcloselywitb

eHumanResourcesManagementinGE-ProvidingPlaceforPeopletoBuildDreamsEugeneEuHumanResourcesDirectorGEMedicalSystemsChinaAugust30,2001beHumanResourcesManagementGEinChinaGEisaLeadingMultinationalCompanyinChinaProductsalesofelectricfans,refrigeratorsandsteamlocomotives;manufacturingoflightbulbs;investmentinpowerplants.AcquisitionofAnderson/MeyerTradingCompany,providinginstallationandservicesfortheelectricalindustryinChina.

InvestedintheShanghaiElectricalPowerCompany,thelargestforeignventureinChinaatthattime.Re-establishedGE’sbusinesscontactwithChinathroughtheopeningofarepresentativeoffice(1981)inBeijing.GEHangweiMedicalSystemswasestablishedinBeijing-thefirstJVofGEinChina.GE(China)Co.Ltd.wasestablishedinChina,actingasaninvestmentvehicleforGE’sprojectsinChina,andprovidesservicestoGE’sJVsandaffiliates.JV/WFOE/InvestmentProjects:30+

LocalOffices:29Now191019251929198119911994GEinChinaGEisaLeadingMulBEIJINGMajorGEInvestmentsinChinaSHANGHAIGELightingJVGEFinanceZhabeiPowerJVGEPlasticsGESiliconesGEMSTradingGEBreakersJVGEGuangdianJVGEFanucSGAEDALIANFuji/GEMotorsJVGECapitalDalianCenterBEIJINGGEMSHangweiJVGEMSHualunJVGEGlobalSourcingGEFanucJVGeneralDataSystemsWUXIGEMSUltracoundGUANGZHOUGEPlasticsNanshaXIAMENGEAEOnWingSupportGEAEOverhaulGELightingTopstarJVHUIZHOUGEED&CClipsalJVSHENZHENGEFanuc/SinopecJVBEIJINGMajorGEInvestmentsinTheGEOrganizationEleven“Independent”GlobalBusinessesAircraftEnginesLightingAppliancesFinancialServicesPowerSystemsInformationServicesPlasticsTransportationNBCIndusSystemsMedicalSystemsCorporateExecutiveOfficeTheGEOrganizationEleven“IndCorporateExecutiveOfficePlasticsHRTransportationHRAircraftEnginesHRAppliancesHRIndus

SystemsHRPowerSystemsHRNBCHRFinancialServicesHRMedicalSystemsHRInformationServicesHRLightingHRHRTheGEHROrganizationEleven“Independent”GlobalBusinesses

SupportedbyDirectReportingGlobalHROrganizationsCorporateExecutiveOfficePlasWithCorporateHRProvidingFunctionalLeadership/LinkageDiversityProgramsExecutiveResources&BenefitsUnionRelationsLeadershipDevelopmentHRResearchPublic

Relations&CommunicationsExecutiveCompensationExecutiveDevelopmentHRStaffing&DevelopmentHR

GECapitalHRPowerSystemsHR

NBCIndSysHRMedSystemsHR

AppliancesHR

PlasticsCorporateHumanResourcesHealthCare

&Medical(Shared)CorporateStaffHRHR

LightingHRInfoServicesPersonnelRelationsHRTransportationHRAircraftEnginesTheGEHROrganizationWithCorporateHRProvidingFu

Work-Out/TownMeetings:

empowerment,bureaucracybusting,actionProductivity/BestPractices:

lookingoutsideGEProcessImprovement:

continuousimprovement,re-engineering

ChangeAccelerationProcess:

increasesuccessandacceleratechangeKeyStrategicInitiatives:

QMI*,NPI*,OTR*,SP*,Productivity,GlobalizationhighlowIntensityofChangeTimeActionWork-Outs?CustomizedWork-Outs?*NewProductIntroduction

QuickMarketIntelligence

OrdertoRemittance

SupplierPartnershipStagesofGE'sCultureChange

MakingCustomersWinners:

GETool-KitBulletTrainApproachSixSigmaQuality

TheWayWeWork,CustomerCentricBestPracticeSharingE-Business

It’sthe“E”inGE-BustAllBarriersTMWork-Out/TownMeetings:eProvidingtheProperContext

Weknowthatwithoutleaderswho"walkthetalk,"allofourplans,promisesanddreamsforthefuturearejustthat-talk. AnnualReport,1991

RedefinitionofManagementRole:

from: to: manager leader controller liberator meddler facilitator inhibiter empowerer blocker coach managementknowsbest peopleclosesttotheworkknowbestProvidingtheProperContext WConvictionsRegardingHRManagementResponsibility/AuthorityOrganization“Permanence”SingleReportingNegotiatedGoalsNumbersDrivenRatingsOne-over-OneCrotonvilleforManagementEmploymentSecurityIn1981Inthe1990sResponsibility/InfluenceOrganizationAdaptabilityMultipleReportingOpportunityStretchPerformanceandValues360°CrotonvilleforBoundarylessChangeEmployabilityEverything’sChanged–AssumeItShouldChangeAgain!ConvictionsRegardingHRManagGEManagementValuesAllofUs–AlwayswithUnyieldingIntegrityArePassionatelyFocusedonDrivingCustomerSuccessLiveSixSigmaQuality...EnsureThattheCustomerIsAlwaysItsFirstBeneficiary...AndUseIttoAccelerateGrowthInsistonExcellenceandAreIntolerantofBureaucracyActinaBoundarylessFashion...AlwaysSearchforandApplytheBestIdeasRegardlessofTheirSourcePrizeGlobalIntellectualCapitalandthePeopleThatProvideIt...BuildDiverseTeamstoMaximizeItSeeChangefortheGrowthOpportunitiesItBrings...i.e.,“E.Business”CreateaClear,Simple,Customer-CenteredVision...AndContinuallyReviewandRefreshItsExecutionCreateanEnvironmentof“Stretch,”Excitement,InformalityandTrust...RewardImprovements...AndCelebrateResultsDemonstrate...AlwaysWithInfectiousEnthusiasmfortheCustomer...The“4-E’s”ofGELeadership:thePersonalEnergytoWelcomeandDealWiththeSpeedofChange...TheAbilitytoCreateanAtmosphereThatEnergizesOthers...TheEdgetoMakeDifficultDecisions...AndtheAbilitytoConsistentlyExecuteGELeadershipValuesRepresenttheFoundationofItsPerformanceCultureGEManagementValuesAllofUsKeyGELeadershipIngredientsTheThreeE’s...

Energy

Energize

Edge ExecutionPlusFourEnormousPersonalEnergy–StrongBiasforActionAbilitytoMotivateandEnergizeOthers...InfectiousEnthusiasmtoMaxOrganizationPotentialCompetitiveSpirit...InstinctiveDriveforSpeed/Impact...StrongConvictionsandCourageousAdvocacy.DeliversonCommitments...OvercomesObstaclestoGetItDoneValuesandPerformanceCriticaltoSuccessKeyGELeadershipIngredientsTSession1:StrategySession2:OperatingPlanSessionD:ComplianceSessionC:OrganizationDecemberNovemberOctoberSeptemberAugustJulyJuneMayAprilMarchFebruaryJanuaryTheGEManagementSystemWorldwideProductPlanSession1:StrategySession2:SSessionC:OrganizationDecemberNovemberOctoberSeptemberAugustJulyJuneMayAprilMarchFebruaryJanuaryTheGEManagementSystemEmbeddedManagementProcessesBottoms-upandTop-downMinimalCeremony/PaperHighlyInteractiveBasisforCEOResourceAllocation#$PeopleTechnologySessionC:DecemberNovemberOctoTheAnnualSessionCCycleDayPerBusinessAtBusinessHQSmallerThen...LargerGroupDiscussionCEODiscussionAnnualProcesswithaStrongAction/DecisionFocusandaDisciplinedFollow-upMechanismCorporateOverviewDecisionsIssuesReplacementPlanningSessionCWrapJuneMDCCPreS-IITargetedIssuesRevisitS-CFollow-upsSessionC-IIDecemberBODBottoms-upIndividualCareerPlanningOrganizationalAssessmentWithinBusinessesJuneOctoberDecemberJanuaryMarch-MayMayFollow-upLetterConfirmingActionsRequiredVideoConferencetoDiscussProgressREActionItems

TheAnnualSessionCCycleDayBusinessLeadershipEvaluationofDirectReportsandOtherKeyLeadersIncludingAssessmentsonPerformance/Values,QualityandOrganizationUpgrade

(NewFormatsRequired).BestReplacementsforSeniorLeadershipRolesQualityBusinessCEOPresentation(1-2Pages)SummarizingApproachesUtilized/PlannedtoFocusandEnergizetheOrganizationAround“Outside-In,”andDrive6sBenefitstotheCustomer1999PromotionsofMBBs/BBs.HighestPotentialCurrentMBBs/BBswithStretchDevelopment/PromotionPlansforEach(FormatsProvided)ArrangeRoundtableDiscussionIncludingQualityLeaderand6-8FormerMBBs/BBsWhoMovedtoOperatingAssignmentsin1999.SelectMBBs/BBsWhoRepresent“BestPractice”ExamplesofLeadingEstablishedOrganizationsinDramaticallyDifferentWaysBasedon6sTools.OrganizationVitalitySegmentOfficer/SEB/EBPopulations(10-15-50-15-10)onSeparateVitalityCharts.FortheBest,NoteStretchReward,Retention,DevelopmentPlans.FortheCautionandLeastEffective,NoteResolutionPlansPlot2000Actio