Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 3 November 2006
Length: 28 pages
Data source: Field research
Abstract
GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE's rich system of human resource policies and practices under five CEOs in the post-war era, showing how the development of talent is embedded into the company's ongoing management responsibilities. It describes the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and most complex corporate leadership job in the world and how he frames his priorities for GE and implements them, pulling hard on the sophisticated human resource levers his predecessors left him. Immelt questions whether he should adjust or even overhaul three elements of GE's finely tuned talent machine.
Size:
USD132 billion revenues, 300,000 employees
Other setting(s):
1960-2003
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 11 June 2004
Length: 12 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 3 May 2005
Length: 24 pages
Data source: Field research
Spanish language
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 12 January 2004
Length: 30 pages
Data source: Field research
Portuguese language
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 3 November 2006
Length: 30 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 3 May 2005
Revision date: 15-Dec-2015
Length: 24 pages
Data source: Published sources
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 3 August 2006
Length: 2 pages
Data source: Field research
About
Abstract
GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE's rich system of human resource policies and practices under five CEOs in the post-war era, showing how the development of talent is embedded into the company's ongoing management responsibilities. It describes the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and most complex corporate leadership job in the world and how he frames his priorities for GE and implements them, pulling hard on the sophisticated human resource levers his predecessors left him. Immelt questions whether he should adjust or even overhaul three elements of GE's finely tuned talent machine.
Settings
Size:
USD132 billion revenues, 300,000 employees
Other setting(s):
1960-2003
Related
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 11 June 2004
Length: 12 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 3 May 2005
Length: 24 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 12 January 2004
Length: 30 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 3 November 2006
Length: 30 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 3 May 2005
Revision date: 15-Dec-2015
Length: 24 pages
Data source: Published sources
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 3 August 2006
Length: 2 pages
Data source: Field research