Progress In Learning: Learning Change Management From GE

GE has formulated a strategy of "number one" in similar markets. If not, the business manager must "rectify, sell or close" the Department.

Meanwhile, almost 200 thousand people left the Ge Corp.

Most people see only short-term improvements in the financial situation after the streamlining of institutions. Few people know how GE can rally the strength of the company.

As a result, most of the companies that have undergone changes like GE have disappeared.

GE often hears this change: "we have many ideas, and we know what to do, but no one hears, no one lets us do it."

"We don't have time to halve, but we need to do as much work as we did before."

"People are changing so frequently that even if I die at my desk for a few days, no one will notice that even if they find this person do not know me."

The morale of the whole company is very low, and the informal organization - the link of friendship and the channel for spreading informal information in the organization - is completely in a state of chaos.

Welch realized that the reforms that had been spent in the past few years had changed the foundation of Ge Corp's strategy, structure and cost, without touching the way of working day after day.

The company has made great improvements in its financial and strategic convenience, but there is still a long way to go in terms of organization. Only when corporate culture is improved can the company's long-term success be achieved.

But Ge Corp's potential management culture is still slow, bureaucratic and analytical. Managers rely more on command and control than on participation and empowerment.

In the post industrial era, talents are the most valuable resources of organizations. Therefore, people's working style does not change, and enterprise culture does not change.

Realizing this, Welch began his organizational pformation.

Before organizing change, we look at GE's CEC (the Executive Committee of the company, the head of the GE13 business department, the head of several key departments of the company, and Welch and his vice chairmen).

In the past, the heads of each business department had to make a private report on their business matters. Now all the heads of all departments can hear information from other subjects and chairmen at the same time, and share the best practical experience of organization operation.

To implement every change, the department heads and managers of GE need more responsibility for the result, that is, management strategy and management, and keep the attention of customers.

GE hired experts on organizational change not from a large consulting firm, but from a team of professors and consultants who have trust in Ge Corp's senior business executives.

Because if they hire consultants, they will only submit their own projects.

The goal of the management team is to appoint a "chief consultant" for all business departments and major personnel departments of GE.

Then the chief consultant can hire other advisers as required and work with them in the assigned work.

The form of the team is very flexible and easy to set up.

You will know how difficult it is to start reform.