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Course Pearson BTEC Level 5 Higher National Diploma
Unit No. and Name Unit 17: Understanding and Leading Change
Unit code 17: A/508/0529
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Achievement Feedback Summary
Assessor’s Name Choose an item.
Pass Merit Distinction Grades Awarded
LO1 Compare ways in which change impacts on an organization’s strategy and operations.
LO1 & LO2
D1 Draw conclusions
and recommendations
with valid
justifications for
planning effectively
for change and
applying change
impact analysis.
P1 Compare different organizational examples where there has been an impact of change on an organization’s strategy and operations
M1 Assess the different drivers for change in each of the given examples and the types of organizational change they have affected
LO2 Evaluate the influences that drivers of change have on organization behavior.
P2 Evaluate the ways in which internal and external drivers of change affect leadership, team and individual behaviors within an organization. P3 Evaluate measures that can be taken to minimize negative impacts of change on organizational behavior.
M2 Apply appropriate theories and models to critically evaluate organizational response to change.
LO3 Determine how barriers to change influence leadership decision-making.
D2 Critically evaluate the use of force field
analysis in the context of meeting organizational objectives.
P4 Explain different barriers for change and determine how they influence leadership decision-making in a given organizational context.
M3 Use force field analysis to analyses the driving and resisting forces and show how they influence decision-making
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LO4 Apply a range of leadership approaches to a change initiative.
D3 Critically evaluate the effectiveness of leadership approaches and models of change management.
P5 Apply different leadership approaches to dealing with change in a range of organizational contexts.
M4 Evaluate the extent to which leadership approaches can deliver organizational change effectively applying appropriate models and frameworks.
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Your work is of a very high standard. The assignment has a very good structure and logical flow. You have made a commendable effort of looking beyond the lecture materials and case study provided. The only noticeable flaw is that in text citations were not up to the desired standard. Also, avoid paraphrasing and using synonyms.
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Assignment Task
Assignment Title Understanding and Leading Change
LO 01 Compare ways in which change impacts on an organization’s strategy and operations.
LO 02 Evaluate the influences that drivers of change have on organization behavior.
LO 03 Determine how barriers to change influence leadership decision-making.
LO 04 Apply a range of leadership approaches to a change initiative.
Scenario - Case Study on General Electric (GE) by Jeffrey R. Immelt
(Article adapted from Harvard Business Review)
A CEO has different tasks in different cycles. Some CEOs are founders and builders. Others have
the luxury of managing momentum through a stable economy or a period when business models
aren’t being disrupted. My task was different: remaking a historic and iconic company during an
extremely volatile time.
I led a team of 300,000 people for 6,000 days. I led through recessions, bubbles, and geopolitical
risk. I saw at least three “black swan” events. New competitors emerged, business models changed,
and we ushered in an entirely new way to invest. But we didn’t just persevere; we transformed the
company. GE is well positioned to win in the future.
The changes that took in the world from 2001, when I assumed the company’s leadership, to 2017
are too numerous to mention. The task of the CEO has never been as difficult as it is today. In that
vein, my story is one of progress versus perfection. The outcomes of my decisions will play out
over decades, but we never feared taking big steps to create long-term value.
For the past 16 years GE has been undergoing the most consequential makeover in its history. We
were a classic conglomerate. Now people are calling us a 125-year-old start-up—we’re a digital
industrial company that’s defining the future of the internet of things. Change is in our DNA: We
compete in today’s world to solve tomorrow’s challenges. We have endured because we have the
determination to shape our own future. Although we’re still on the journey, we’ve made great
strides in revamping our strategy, portfolio, global footprint, workforce, and culture. I want to share
what I’ve learned more broadly about how to lead a giant organization through massive changes.
There are several lessons.
First, you must be disciplined and focused. You need a point of view. Your initiatives should be
interconnected—and it’s the leader’s job to connect the dots for everyone in the organization. All
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the major initiatives we implemented during my tenure as CEO were aimed at making GE one of
the 21st century’s most valuable technology-driven industrial companies—one that can grow; one
that can generate greater productivity for ourselves and our customers.
The second lesson concerns the journey a leader must embark on before undertaking a
transformation. You have to go through a period of rewiring your brain—getting yourself to the
point of profoundly believing that the world is changing and that the survival of your company
depends on either anticipating the change or being in the vanguard of those reacting to it.
Third, you have to get people in your organization to see the need for change as existential.
Fourth, you have to be all in—you must make a bold, sustained commitment to the transformation.
Fifth, you must be resilient. I subscribe to the words of the great philosopher Mike Tyson, who
said, “Everyone has a plan until they get punched in the mouth.” It is so difficult to predict events. It
is difficult to sustain transformation during tough times, but it’s the only way to create a better
future.
Sixth, during the transformation you have to listen and act at the same time. You need to allow new
thoughts to constantly come in, and you need to be open to the reality that your organization will
have to pivot when it learns something new, while still having the courage to push people forward.
Finally, you must embrace new kinds of talent, a new culture, and new ways of doing things. We
have hired tens of thousands of people—managers at all levels; software developers and engineers;
data scientists; and folks in sales, marketing, HR, and other functions—many of them outside the
United States. In 2001, 43% of our workforce was outside the United States; today 65% is.
Before delving into each lesson, I’ll describe the transformations we’ve undertaken.
The Transformations
During my time at the helm, we did five things that were transformative. We radically changed our
portfolio by focusing on our core industrial businesses and divesting slower-growth, low-tech, and
nonindustrial businesses (except for the portion of GE Capital that supports our industrial
businesses). We reestablished GE as a technology company: I more than doubled our investment in
R&D. We became a truly global company, with a strong local presence in the 180 countries we
serve. We became a major force in the technologies that will drive productivity in this era: the
industrial internet and additive manufacturing. And we made GE a vastly simpler company in terms
of how it runs—it now has much less administration and shorter cycle times, is more decentralized,
and is more willing to let people deep in the organization who are close to their markets take risks
without having to undergo multiple reviews.
All these transformations dovetailed to a certain extent. They were intended to focus us on creating
value for customers by making our core businesses leaner, faster, more technical, and more global,
and putting them on the cutting edge of the digital age. They have positioned the company to be
more valuable over time.
Even before becoming CEO, I believed that the company couldn’t simultaneously be good at media,
pet insurance, and making jet engines. We had come out of an era when many at GE believed that a
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good manager could manage anything. I didn’t buy that. I thought that companies—and business
leaders—were good at certain things.
When I became CEO, the world was changing. The 9/11 tragedy had a dramatic impact on several
of our businesses. The power and pension bubbles—big drivers of our earnings growth in the late
1990s—came to an abrupt end. And in the background, the Enron saga made transparency a priority
for every company.
Our portfolio was simply too broad and too opaque. One business had no idea what another
business did. No one in leadership really understood the GE Capital balance sheet. And many of our
industrial businesses had commoditized.
Another theme of our transformations was the desire to use our scale to drive growth and efficiency.
I have long felt that nothing is worse than a big company that can’t grow organically. I never
wanted GE to be a $100-billion-plus company that had flat lined on organic growth. We
conceptualized the GE Store, a global knowledge exchange. The idea is to build capabilities that can
be shared across our businesses: horizontal strengths that can be harnessed to create scale-based
innovation and dominant global distribution.
Connected to that were my beliefs that the days of 4% annual growth in the developed economies
were over and that the forces of economic nationalism would only gain strength. When GDP is
growing by 4% a year, no business is hard. When GDP is growing by 1% a year, no business is
easy, so you’ve got to be percolating new and different ideas. That meant figuring out how to
innovatively leverage technologies that would allow us and our customers to achieve leaps in
productivity. And it meant getting into faster-growth parts of the world at scale.
Finally, simplification was all about reallocating resources to fund more growth and identify and
solve customers’ problems better. When companies are slow, it is typically a sign that their costs are
in the wrong place. One of the reasons big companies fail is that they don’t think they can afford
something and aren’t willing to free up the resources to make bold moves. We are investing heavily
in making GE a digital industrial company.
Now I’ll turn to what I’ve learned about leading transformations.
Be Disciplined
The leader has to be disciplined about nesting initiatives within one another—showing how each
one fits with the rest—and staying away from new ideas that don’t fit. For example, we couldn’t do
digital industrial until we’d focused the portfolio, made the right investments in technology—which
led to a huge backlog of service agreements—and simplified the culture. When we talk about
becoming a digital industrial company and deepening our global presence, we mean making the
portfolio deeper, not broader.
Soak
Good leaders, good CEOs, are curious. They are absorbing information about potentially important
trends and developments all the time, but they don’t instantly react to them. They contemplate them.
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They read about them. They listen to internal and external experts with a variety of perspectives.
They engage in what I call a “soak period” before they reach a conclusion about what the input
means for their company and how to act on it. A leader needs a long soak period mainly because of
the tremendous amount of personal fortitude required to drive lasting change in a big organization.
You must be profoundly convinced that the company must transform itself—that it’s a matter of life
or death—because when you start the play, you will immediately get pushback.
Make It Existential
Every time we drove a big change, I treated it as if it were life or death. If you can instill that
psychology in your management group, you can get transformation.
I taught twice a month in the executive development programs at our Crotonville campus, in
Ossining, New York, where I could reach people three or four levels down in the organization.
When there, I might say, “Guys, if we don’t become the best technology company in the world,
we’re doomed, we’re dead.” And when I talked about digital industrial, I’d say, “There’s no Plan B.
There’s no other way to get there. Who’s coming with me? What’s in your way? What do we need
to be doing differently?”
Another crucial way I enlisted people in the cause was by forging personal relationships. One
weekend a month, a GE officer and his or her spouse would have dinner with my wife, Andrea, and
me at our home. The next morning, I’d spend four hours talking with him or her. I’d say, “Tell me
what’s important in your business. What do you think we should do at GE? What are you working
on? What else do you want to do?” Those weekends were a way to hear perspectives I might not get
otherwise. In addition, they gave me a chance, person by person, to build deep connections, which
are important in driving change.
Be All In
Half measures are death for big companies, because people can smell lack of commitment. When
you undertake a transformation, you should be prepared to go all the way to the end. You’ve got to
be all in. You’ve got to be willing to plop down money and people. You won’t get there if you’re a
wuss. Look at the billions of dollars we’ve invested in our digital capabilities and addit ive
manufacturing.
Be Resilient
Transformation requires staying power. At GE, we had a pretty good track record of investing
through a crisis, particularly in technology and globalization. For example, we doubled our
investment in commercial engine technology from 2009 to 2012. Our competitors did not. That
explains why at this year’s Paris Air Show we booked $30 billion in orders and our competitors
booked about a couple billion.
I hate to say it, but transformation takes time. If change is easy, it is not sustainable. You need a
thick skin to see it through. In the capital markets, two ideas—unlocking value and creating value—
get thrown around almost as if they were interchangeable, but they are not. Unlocking value
frequently means strategic capitulation for short-term gain. Creating value is the result of long-term
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investing—for example, when M&A activity to acquire technology or market access or position is
ultimately connected to a longer-term value proposition. It’s harder to appreciate such moves if
you’re using only a short-term lens.
I led GE during the financial crisis. Those were very lonely days. Despite our portfolio work, our
financial services businesses were still too big in 2008, when Lehman Brothers went down. It was
my fault. But we didn’t stop or point fingers. Most of the aviation engine technology that is
allowing us to gain share today is a result of investments we made during the financial crisis. We
fixed the problems. And a better company emerged.
Transformation takes grit. It requires risk taking. Many large companies change their CEOs every
three to five years; GE’s CEOs have tenures that are a multiple of that. This is because driving
change at scale is an imperfect science. It takes time and resiliency.
Be Willing to Pivot
One of the hardest challenges in driving change is allowing new information to come in constantly
and giving yourself the chance to adapt while still having the courage to act and push people
forward. There’s a tension: Even as you’re making a major commitment of resources, you’ve got to
be open to pivoting on the basis of what you learn, because you’re unlikely to get the strategy
perfect out of the gate. Nothing we’ve done has ever turned out exactly as it began.
One of the things I’ve said during every transformation is, “We’re on a 40-step journey. Today
we’re on step 22. I don’t know exactly what step 32 looks like yet. But we’re going to explore that
together. And we will do whatever it takes to be successful. We’re going to win.”
There’s a broader leadership point. Even on my floor of GE headquarters, the people I worked with
wanted to go home every night with all the answers in their briefcases. I went home every night
knowing I had none of the answers yet and that it was OK to let things come to you.
Embrace New Kinds of Talent
A company our age simply couldn’t do the things we’re trying to do with our core population. We
needed a cadre of people who hadn’t grown up in the company. That required me to protect those
people until they were truly integrated and to be open to building a new culture, new ways of doing
things, and new thoughts.
The leader has to defend a new group for as long as it takes for the core culture to pivot so that
unification takes place. For example, a guy in GE Aviation once complained to me, “Predix doesn’t
have all the features I want right now.” Understanding that creating good software is an iterative
process, I reminded him that when GE Aviation designed the GEnx engine, which powers Boeing’s
747-8 jetliner and 787 Dreamliner, it designed the low-pressure turbine wrong the first time.
“You’ve got to be more supportive of your colleagues,” I admonished him.
You can’t have a transformation without revamping the culture and the established ways of doing
things. In our case, that has meant choosing speed over bureaucracy and killing the bureaucracy,
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employing new ways to recruit talent, and retaining the best people by giving them an opportunity
to lead.
We have changed—and are continuing to change—our culture and operating rhythm enormously.
We’ve radically changed our values, which are integrated into everything we do, including our
language, to signal that we are in the middle of a reinvention. For example, one of our old Growth
Values was “external focus.” It underscored the importance of collaborating with customers and
other stakeholders, but it wasn’t dynamic. Contrast that with two new GE Beliefs, “Customers
determine our success” and “Deliver results in an uncertain world.” They are much more
aspirational, forward-focused, and action-oriented. The speed and entrepreneurial spirit you see in
the company today reflect the GE Beliefs.
This is still very much a process-driven company. But what’s changed since the 1990s is that in a
protectionist, slow-growth world, you can’t succeed just by excelling in a process like Six Sigma.
It’s banking big ideas that will get you there. Process is the means to methodically achieving great
ideas at scale; it’s important, but it’s not an end itself. Companies get into trouble when process—
not outcomes for customers—becomes the endgame.
CONCLUSION
My legacy at GE will be a complicated one. In our core businesses, earnings have tripled during my
tenure. Our $324 billion backlog is up more than $150 billion in the past decade. We have record-
high market share. Our financial performance has outpaced that of our peers over the past five
years. We have paid more in dividends during my tenure than during the previous 110 years of GE
history combined. Nonetheless, our P/E ratio has gone from 40:1 to 17:1 in the past decade, and the
stock price has underperformed. Thus it is with transformation.
It will take years for GE to fully reap the benefits of the transformations. But as I contemplate my
departure, I love where the company is positioned. I love what we’re targeting. The company in
2001 was certain that the future would look like the past. The company in 2017 is ready for any
future. I’m confident that I’m handing over a company that will flourish in the 21st century.
(Jeffrey R. Immelt will be the chairman of General Electric until the end of 2017. He served as its
CEO and chairman from September 2001 to August 2017).
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Assignment Tasks
Use the provided GE case study, and choose another organisation of your choice which has undergone major changes in the recent past. You will have to explore more about changes done in GE, as well as the changes planned and done by your chosen company. Part 1 The submission should be made in the form of a comparative report between GE and the chosen organisation, and should include answers to the following questions given below:
1. Give a brief overview of major changes that have occurred in GE and your chosen organisation. A PEST/SWOT analysis should be undertaken for each case to identify and assess the drivers of change. Compare and analyse how these large scale changes have impacted each of these organisation’s strategy and operations?
2. Evaluate how these internal and external drivers of change have affected leadership, individuals and team behaviour within the businesses. Using the change management theories and models, evaluate measures that were taken to minimise negative impacts of change on the businesses. Critically evaluate thereafter how the organisations responded to these changes.
3. Finally, your comparative report should draw out valid conclusions and recommendations with justifications for planning the change effectively by doing a good change impact analysis, wherein you clearly bring out what were the change deliverables planned and how did these impact business strategy and operations.
Part 2 The submission should be made by using only the given case study on GE, while answering the following questions given below:
4. Using the given GE case study, explain different barriers of change that came in the way of company, and how did these barriers influence leadership‘s decision making abilities. Apply Kurt Lewin’s force field analysis change model to determine opposition and support for changes sought by GE, and critically evaluate how all this helped GE to meet its organisational objectives.
5. Using change management and leadership theories and models (for example, situational leadership, change initiation, Kotter’s 8-Step model, Lewin’s change management model, etc.), give out the advantages and disadvantages of different leadership approaches dealing with change. Thereafter apply different leadership approaches required to deal with the specific changes sought by GE. Evaluate how the change was accomplished through adopted leadership approaches and critically evaluate how successful was it?
Note
Please ensure that the specific requirements of the M and D grade descriptors are addressed for achieving higher grades. Remember that each of the M and D grade descriptors requirements have to be addressed within each of the corresponding P criteria(s) itself while answering any specific question(s) given below. DO NOT try and answer the M and D grade descriptors separately as a separate task.
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The submission on the LMS is in the form of an individual written report for Part 1 and answers to questions asked in Part 2. These should be written in a concise, formal business style using single spacing and font size 10. You are required to make use of headings, paragraphs and subsections as appropriate, and all work must be supported with research and referenced using the Harvard Referencing System. Please also provide a bibliography using the Harvard Referencing System. The recommended word limit is 4,000–4,500 words, although you will not be penalized for exceeding the total word limit.
UNDERSTANDING AND LEADING
CHANGE Part 1: The submission should be made in the form of a comparative report between
GE and the chosen organisation, and should include answers to the following questions
given below:
1. Give a brief overview of major changes that have occurred in GE and your chosen
organisation. A PEST/SWOT analysis should be undertaken for each case to identify
and assess the drivers of change. Compare and analyse how these large scale changes
have impacted each of these organisation’s strategy and operations?
About General Electric:-
Type
Public
Industry
Conglomerate
Found
April 15.1892; 125 years ago
fFunder
Thomas Edison, Charles A. Coffin, Rlihu THomson and
Edwin J. Houston
Headquarter
Boston, Massachusetts, U.S.
Revenue
US$ 123.7 Billion
www.ge.com
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History & Formation:
Two companies named Drexel, Morgan& Co. in 1889 merged under one organization to form ‘Edison General Electric Company’ in New York on April 24. J.P. Morgan and Anthony J. Drexel, had financed for the merger.
In the same year GE also acquired ‘Sprague Electric Railway & Motor Company. After a few years, in 1880, GE also merged with ‘Thomson-Houston Electric Company’, led by Charles coffin.
It also caters Capital which is used in Financial service, life sciences, medical devices, engineering industries, pharmaceutical, software development and automotive industries.
Key people in the organization:
The chairman of GE is Mr. Jeffery Immelt. He was preceded by Jack Welch. And is in the company since September 7,2001 till October 2, 2017.n Since the time Jefferey took over GE’s stock price has dropped 3% while the income has
risen from $12.1 billion in 2002 to $16.9 billion in 2013. John L. Flannery is the current CEO. GE’s financial officer is Jefferey S. Bornstein.
GE’s journey: GE has always had the determination to shape their future. They endured themselves on this journey by making great strides in revamping their strategy, portfolio, global footprint,
workforce, and even bringing changes in their culture. GE has been famous for creating and implementing processes for managing the tasks they perform. The task of transformation was no different to the company.
GE has changed and is continuing to change; they have radically changed their values, including the language, to signal that they are in the middle of a reinvention. They radically changed its mix of business and their strategy.
Overview of changes in GE:
1. Changed the business portfolio; focused on core industrial businesses and divested
slower-growth, low-tech and even nonindustrial businesses. Excluding the portion of
GE where GE capital that supports their industrial businesses.
2. Reestablished GE as a technology company; by doubling the investment in Research
Development.
3. Changed the way GE runs, now GE has much less administration and shorter cycle
times. GE is now more decentralized; it lets people more deep in the organization
and take risks without the need to have multiple market reviews.
4. The firm’s aircraft engines business and its rail –related operations are now
combined into a new GE transportation unit.
5. It has transformed itself from an equipment maker to a software and technology
provider.
6. As Ecomagination is GE's main sustainability programme, the documents retrieved
from the company and used for the purpose of this workbook are in the form of
"Annual Sustainability Reports" which are publicly available at the Ecomagination
website (http://ge.ecomagination.com/report.html). The reports are currently
available for the years 2005 to 2009 in PDF format and can be downloaded and
viewed by the public.
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The organization mentioned below will be compared along with GE throughout.
About SIEMENS
Brief overview:
Siemens AG started off as a simple startup and now is a global pioneer in electrical engineering. For more than 165 years Siemens has excelled in engineering, innovation, quality, and reliability. Over the years it has become a global giant that has been serving as
a major innovation and technology force in over 200 countries and more, electrification, automation, and digitalization being its main focus. Drive and software solutions, power generation and power transmission solutions,
automation as well as infrastructure solutions are supplied by Siemens. Siemens Healthineers and Siemens wind power are managed as separate businesses. Computed tomography and magnetic resonance imaging systems are a part of Siemens medical imaging equipment. The company also leads its way in laboratory diagnostics as well as
clinical IT. It has around 351,000 employees worldwide. The revenue generated by the company is €79.6 billion and net income is of €5.6 billion.
(Ref: Weiher, S.V. and Goetzeler, H., 1984.) Siemens went through quite a few changes like;
1. Transfer of the business responsibility as well as control of production, project
management, purchasing, and engineering of steam turbines from Finspang to
Gorlitz.
2. Internal training courses were implemented to acquire new knowledge.
(Siemens, G., 2014. Connectivism: A learning theory for the digital age.)
PESTEL ANALYSIS at GE
1. Political: General electronic is a multi-national organization that needs to
manage numerous political frameworks in various nations. A few nations have a
decent domain for business development and survival yet other display
troublesome conditions.
2. Economical: General Electric is influenced by changes in loan costs, trade rates,
and cash esteem.
3. Social: Standards, culture, religion, and social traditions regularly decide how a
business should act in a specific nation or condition. With General Electric being a
multinational organization, it needs to adjust to various social difficulties. The
way of life in a specific nation decides the working hours, business approaches,
and systems for naming chiefs, and the kind of merchandise to be created.
4. Technological: with the help of innovation, technology keeps changing time to
time and also it is advancing at a very high pace globally therefore older
technology is getting outdated in all sectors of the economy. If the company
does not come up with innovation its competitors will take up the market position
5. Environmental: As GE supplies oil and gas, it has also invested billions to
improve fracking and drilling in order to protect the environment.
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6. Legal: GE has to maintain high level of compliance while dealing with national
and international business. by widening the reach of intellectual ‘property
protection law’ it increases GE’s legal protection from property theft in the
industry
GENERAL ELECTRIC SWOT ANALYSIS:
Strengths (Internal strategic factors)
Strong research and development process: This being their strength it helps the
company to rapidly innovate and develop products that suits their market demand.
Strong brand: being a strong brand contributes to GE’s ability to attract and fix
customers. In today’s business world GE’s rand is the worlds most recognized brand
which also gives other companies great competition. GE was ranked world’s largest
company in the year 2009 by Forbes magazine.
Diverse product portfolio: GE’s expansion of its operation in different industries
minimizes conglomerates vulnerability to stagnation. GE’s diversification in various
industries shields the company from risks and misfortunes.
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Weaknesses (internal strategic factors) GE is dependent on suppliers for raw material: Being dependent limits GE’s
performance. Thus affecting the company’s industrial operating segment and makes
the business vulnerable to fluctuations of raw material in terms price and supply.
GE’s performance level is weak in Asian markets compared to European markets:
Performing weak in the Asian market influences overall global performance of the
conglomerate. It is due to GE’s management approach that mainly focuses on bigger
markets such as the United States.
The oil and gas segment of GE has weak performance: The oil and gas industry of
GE is affected by market conditions which are the result from its internal strategic
factors. GE manages these negative results/effects of changes through laying
strategic emphasis on performance improvements in its other operating segments.
Opportunities (external strategic factors)
Growth in all industry based on adoption of digital technology: By adopting digital
technology in all industries GE’s growth opportunity increases. For example, in the
transportation industry the demand for integrated technology should be satisfied
which will help the company to grow strategically. The increase in digital technology
creates an opportunity for GE to diversify its business in other industries as well.
Potential growth can take place in the renewable energy market: By expanding its
renewable energy market there is an opportunity for GE to grow. By doing this the
company’s financial significance related to other divisions/segments also increases.
Growth in developing markets: This corresponds to the potential increase in GE’s
revenues. For example, having to make new strategies to enter the Asian market
GE’s overall revenue can grow.
Threats (external strategic factor) Strong competition: High innovative firms such as 3M and Siemens are strong
competitors to GE. The company needs to develop strategies that respond to the
changing competitive landscape.
Online digital technologies cause disruption: Market dynamics are altered by new
technological tools that act as a threat to GE. For example, the digital healthcare
equipment market is influenced by the new mobile apps which enable patients to
access health related information. Thus making way for new competitors against GE.
Oil and gas industries instability: The Company’s revenue is threatened by the
instability of its oil and gas segment, considering they are major revenue generators
for the business.
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How GE’s strategies and operations were affected by change?
1. Customer focus: Customer needs were the primary focus of GE and to deliver
them the best quality and services.
In order to achieve this Immelt recruited new chief marketing officer, started training its business development staff even more precisely, hired large number of experts in
marketing, etc.
2. Commercial counsel: Next strategy was to form a commercial effective counsel to
gather the best sale and marketing leaders together to deliver their very best. GE
therefore started using tools such as six-sigma and NPS (net promoter score) to
track their customers loyalty and attitude.
3. Service provider: To strengthen customer relationship GE had to become a service
provider so this was made a priority by Immelt. GE now makes and builds assets to
improve their customer energy efficiency and environmental performance.
4. Diversification: It is a growth strategy in GE, through this GE has penetrated it
way through various markets and multiple industries. And as a result, general electric
now operates in energy, aerospace, healthcare, electric lighting, oil gas and
transportation industries.
5. Market development: by establishing new applications, new market segments or
new markets the company grows. Differentiation creates competition that GE uses to
enter new markets successfully.
6. Globalization: with its multiple ideas and effectiveness throughout the globe, GE
has always become competent in world markets. GE commits equally to the
developing markets and also has its own major one-third of their leadership.
Overview of Change at SIEMENS:
Portfolio of Siemens has revamped since 1992 and also expanded in more than 192
countries, created more local-market-driven culture. Siemens hence is recognized as
one of the best managed and most competitive companies in the world.
Siemens was an introverted, arrogant company earlier, they chose people from
within the organization and they wanted someone who could communicate better,
internally and externally. Thus, the hired CEO Heinrich von Pierer to do the job.
Siemens kept saying their company was in bad shape because of ‘as just an excuse.
Thus, 3 things were concentrated on in order to change i.e, cost reduction,
innovation and growth.
Since 1995, siemens invested in the US over 10 billion dollars because they knew if
there wasn’t any aggressive growth in U.S they wouldn’t flourish elsewhere. Now,
United States is the second largest market for Siemens.
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In 2003, siemens received more patents than GE in GE’s own home country and
were among top 10 biggest patent holders.
Siemens strongly believed in culture change and because of that it has gained its
medical industry back from the crisis that the company went through when people
weren’t accepting change.
PESTLE analysis at Siemens: PESTLE environment for businesses that are international are always complicated and dynamic. PESTLE stands for factors affecting the business, and the factors are
political, economic, social, technological, environmental, and legal factors.
1. Political:
Siemens is based out of Germany which has cordial relations with most of
the countries.
Terrorism and civil unrest and political uncertainty across Europe, Middle
East and African markets may impact Siemens business. (EMEA)
2. Economic:
Asia to be key market for Siemens with china growing fast and also
having opportunities in Iran after ease of sanctions.
Growth in smart city projects globally is huge potential; for Siemens as it
has expertise across domains.
3. Social:
Siemens’ Europeans is a program that enables students from selected
countries to participate in work-study programs in Germany.
Invests high amount in employee training and education, also with the
help of employee shareholding it fosters ownership culture.
4. Technological:
To strengthen leadership in digitization and automation by combining
software, platforms and services.
Dedicated a unit called ‘next47’ especially for innovation and
development of next generation technology with a budget of $ 1 billion
for 5 years which will help in the company’s growth.
5. Environmental:
Siemens’ target is to become Carbon neutral by investing over 100
million dollars until 2030.
Siemens environmental tech helped its clients reduce their CO2 footprint
by 521 million tons in 2016.
6. Legal: lawsuits faced by Siemens can significantly affect its profitability.
SWOT analysis at Siemens: To be able to compete in today’s market and to solve the problems the companies might face, they have to analyze their SWOT, which stands for strengths, weaknesses, opportunities, and threats of any business.
Strengths:
Siemens is a pioneer of technology driven services.
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Through innovation and market leadership it has its presence over many
industries such as industry, energy, healthcare, infrastructure, and cities.
Siemens has great financial excellence and stability.
Over 400,000 employees worldwide show the commanding global
position.
Siemens operates over 180 countries.
Acquisitions and joint ventures with many renowned international
companies have made Siemens a very powerful company.
Siemens now is very high recall brand with the help of strong marketing
and through sports and lifestyle events etc.
Weaknesses:
Siemens operational efficiency can be affected due to the dependence
on third party.
The corporate environment of the company was affected by allegations
of corruption by individuals, which made it till the headlines and proved
as a bad spot for Siemens.
Siemens also has a very complex organizational structure which is an
internal weakness point within the organization itself.
There is also less employee satisfaction with fewer promotions, because
the company doesn’t put promotions in consideration, but promotions
are very crucial in the marketing mix and to reach the customers in
order to show the company’s presence promotions are important.
Opportunities In the emerging markets Siemens has an expanding market share.
Collaborations, partnerships and strategic acquisitions are great
opportunities.
In-house solutions institutes to be set up worldwide
Electricity products and related services has an increasing demand
Siemens is a globalizing and franchising in many regions
By combining software, platforms and services Siemens can strengthen
leadership in digitization.
Over the next few years, digitization has new opportunities and huge
market which would benefit Siemens.
Siemens growth can be increased in smart city projects globally to a
demand of next gen technology.
Threats Companies in the US gets advantage under the new administration that
favors local manufacturing and domestic firms like GE which are great
threat to Siemens
Instability in the Middle East and terrorist attacks in the Europe increase
Siemens geo-political risks which can dampen investment climate of the
company.
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In industries like healthcare, energy and cloud computing there might
be fast paced changes in regulations than can impact Siemens business.
Operations are affected through strict government policies and
environment regulations.
Being an international company, its financial performance is affected by
currency devaluations and economic fluctuations.
How Siemens strategies and operations were affected by change? Siemen has transformed from technically superb yet slow moving industrial giant into a disciplined, nibled and multinational company facing enormous challenges.
There are people in the organization who make contributions but are not interested in making any radical changes. Some of the employees supported the new goals, yet some of them restrained.
The CEO of siemes says “if you don’t face a crisis, it is difficult to get people to belive you” The succefull groups that we see today at Siemens went through some kind of crisis in
order to become this succefull. Town meetings were held, where the CEO had to speak to 200 or even 3000 people at once. By this way he could communicate, encourage and engage the people to stress the need for
urgency that they needed to accelerate their efforts so as to make profits. During transforming Siemens, they studied other competitors to learn more about the market structure. Most was taken from GE as they are a diversified company like Siemens
itself. They learnt from GE that people are the most important thing in an organization. Heinrich wanted complete support of his people so they needed an ‘engine for change’ and therefore
they developed the Siemens Management Review (SMR) which is a networking institution where young candidates learnt something useful. As quoted by Heinrich “Everyone has to buy in, because you can make people participate, but if it doesn’t come from the heart, then the content is worth nothing.”
Siemens also adopted GE’s quarterly business unit meetings in which all the members of the board have to participate and a few from the corporate. Here the CEO’s of each group have to present their quarterly results, what are the problems they have been facing and also
what should be done in the coming 12 months. This goes by the worst performer to the best. And by doing this the employees feel a push and strive to do better every time. As no one likes to present a negative case in front of the most intelligent and experienced people
in the company so thus, it keeps getting better every time. People at Siemens were thought to be more cooperative as being
dominative wouldn’t help so they had to accept partnership in order to grow in the service sector.
Siemens secured 160,000 small and medium sized companies. Siemens was losing money in
computers so they partnered with Fujitsu and that business worked quite well. They didn’t have the
right personnel to make an acquisition in the US market or to invest billions so they did a joint
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venture and now no longer lose money in computers. Heinrich von Pierer made the firm decision to keep Siemens intact, and he changed its
fundamental economic model, sold the underproductive assets, and re-engineered how the company did business. He focused on customers-and he used his ability to drive the focus into the employees by holding the leadership and management accountable. And these
steps helped Siemens turn around and raise above all the expectations.
3. Evaluate how these internal and external drivers of change have
affected leadership, individuals and team behaviour within the businesses. Using the change management theories and models, evaluate measures that were taken to minimise negative impacts of
change on the businesses. Critically evaluate thereafter how the organisations responded to these changes.
P2 Evaluate the ways in which internal and external drivers of change affect leadership, team and individual behaviors within an organization. What were the Internal and External sources in GE? Internal changes: A new level business intelligence system was established in order to collect and analyze the information from within the organization.
Changed their business portfolio.
Revamped new strategies, workforce and culture.
Implementation of new processes of management
External changes: Changed the old perception and made way for new knowledge.
By having to implement new ways GE could adapt itself and survive in changing its
business environment.
The Drivers of Change
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How does change affect leadership? (GE) In 2001 Immelt demonstrated his sensitivity to the changing business climate in the face of
a sliding share price in the aftermath of the September 11 attacks and the Enron and WorldCom corporate scandals. By signaling his commitment to good corporate governance and greater transparency, including the introduction of more detailed financial disclosure, Immelt was able to manage the immediate external risks and assure shareholders of GE’s
continuing prospects for long term profitability. He developed and articulated his outward- looking organic growth strategy. Immelt’s growth strategy became the new frontier for the development of GE’s core
competencies and received strong endorsement from fellow managers and external analysts. Immelt’s assessment of emerging global trends and his strategic direction demonstrate his understanding of the external opportunities and threats, and internal
strengths and weaknesses. Technical leadership has proved to be not only a source of GE’s competitive advantage but it is also an important barrier to entry.
•changes in the market such as additional moves in demand, income alterations, demographic shifts in value or covinience etc.
Customer drivers
•incremental or radical innovation that occur in either the primary or enabler industries
Technology drivers
•changes brough by an institutional investor, resulting in alterations of standard perfonces.
Capital drivers
•new challenges by existing competitors and new entrants in the market
Competetive performance
•legislative changes and policy initiatives that have business impact
Government drivers
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How did the team respond to change? (GE) GE’s workforce has been changing rapidly because of its ongoing transformation. The
younger workers in GE want to be in charge of their own career and don’t want to depend only on their bosses/HR to identify different opportunities. GE eliminated some sectors like powerhouse for the strategic control. Also GE reduced the number of their hierarchy which
previously was 9 and now, and now the reports were coming directly to the CEO instead of coming through different sectors. GE also underwent delayering, destaffing and down staffing by eliminating thousands of workers which effected the team.
How did change effect individual behavior? (GE) The effect was that GE created a ‘work-out’ form in which a group of managers in the
company’s Management Development Institute. This was created in an effort to create an honest, energetic, and interactive forum. This forum included superiors and subordinates who could openly discuss ideas, proposals and get an immediate feedback on the same.
People with the right set of skills were needed for the company. Basic leadership was pushed down to the working units. Presently down in a few organizations to four layers from the best to the base. The essence of this hiring right people for doing the right job in the right place was important. Immelt was also involved in hosting initiatives to develop human
capital through better HR practices and also to improve the productivity of existing employees with the help of operational innovations.
Internal and external drivers of change at Siemens:- The change process in any organization requires statistics, cautious study and good consideration of results.
Because of the world largest scandal that happened at Siemens the change started significantly, the employees and the board realized they wanted to change their culture and the Tone from the shareholders after corruption scandal "The tone from the shareholders"
is
- Everybody - Every Time!" Responsibility is 1st Priority!"
Drivers of change:- › Customer awareness: Improvements in the quality of their goods and services
helped attract large pool of customers. Hence, these customers are aware about the
advantages by both national and private labeled brands.
› Change in life style of people: Big innovative companies like Siemens have to
keep in and people’s lifestyle as it is an important driver of change. Majority of the
population is getting health conscious and also smarter for what they’re paying for.
Siemens has always been innovative and launched hygienic products in the
healthcare industry, also they set out a message that the company cares for its
customer’s health.
› Marketing innovation: introduction of new ways to make its way into the market
is marketing innovation. Siemens does online marketing for its products which is very
successful and helps reach out to its customers.
› Technological change: since technology changes rapidly, businesses need to
change accordingly, there is massive competition for Siemens in the market and if it
doesn’t upgrade their processes and facilities they will be laid back because of new
emerging small businesses.
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How does change affect leadership? (SIEMENS) Joe Kaeser is the present CEO of a massive, diversified global company. He says there are 2
aspects to managing today. “The information comes faster and is more accessible than ever before” and he says due to the vast pool of data the real challenge lies in how to prioritize the information. Joe believes that as a company leader or as any manager, any person-
people need to prioritize their tasks. It becomes difficult to set priorities when there is so much information. In order to know what comes first, what comes second, the information must be gathered and then sorted according to importance. That value chain of human
resources needs to be intact. How did the team respond to change? (GE) Siemens motivated and encouraged their employees to actively participate in a developing a culture of reliability by not violating the rules of the organization. Asking longtime employees for change is never easy; CEO Peter Löscher wanted to have a
transparent process in the organization where each position of the employee was benchmarked externally. Majority of them welcomed the change but he explains for the rest it was quite threatening. Siemens launched a ‘help desk- tell us’ function in which the employees were asked to inform the helpdesk if anyone violates the rules. It is very crucial
for Siemens so that they get rid of obstacles. They enforced 500 something disciplinary measures in 2007, which mostly were cases of violation and corruption. Training is very vital in order to alter the mindset and develop culture of integrity and responsibility. After
identifying suitable strategies, Siemens communicated it to the employees by the compliance department and different programs. To avoid unethical business practices, Siemens launched programs which were included as a part of the training for more than
15,000 employees.
How did change effect individual behavior? (SIEMENS) Change is either good or bad, and it isn’t going to happen overnight. Individual efforts count while an organization is going through any kind of change. Employees support and the
results they show are the response to the change taking place in a company. Siemens achieved their short-term goals when its employees realized that they were anticipated to do their duties in a professional and ethical manner. An employee survey is conducted to
monitor the progress of the compliance program. Results of the survey are; positive perception of compliance program, communications of compliance understood well and regarded. Siemens agreed to a point that compliance issues have transformed the economy
as well as the society and that has changed Siemens. P3: Evaluate measures that can be taken to minimize negative impacts of change
on organizational behavior. Change is inevitable, and is constant in both our professional and private lives. A change in
an organization change usually comes with threat, real or perceived etc and it may vary from job to job.
How to overcome resistance to change? Change can be inevitable sometimes but it can also overcome through education, communication, participation, involvement, facilitation, support, negotiation, rewards, coercion, and manipulation.
Here are some important change approaches in order to deal with resistance to change: Kotter and Schlesinger implemented the following 6 approaches to change and how to deal with resistance to change:
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1. Education and communication: the best way to overcome change is to educate
people about the change effort beforehand. And by communicating the employees
get to know the vision of the company it also reduces the unfounded/incorrect
rumors concerning the effects of change in an organization.
2. Participation and involvement: if the employees get to be more involved in the
change they are more likely to buy the change rather than resisting it.
3. Facilitation and support: there are few employees in an organization that resist
change due to the adjustment problems. Managerial support can help employees
deal with insecurities such as fear, anxiety etc. special counseling, training, time-off
work etc can also be provided.
4. Negotiation and agreement: by offering incentives or manipulating the employees
into something better they can resist change. But this is applicable to those
employees who are in position of power.
5. Manipulation and co-option: co-option is nothing but patronizing in bringing a person
to change rather than any substantive contribution. This is done by selection a leader
from a certan group and pushing him to participate in the change effort.
6. Explicit and implicit coercion: this is the last left option that is to force the employees
into doing something that the management wants to be done by making clear that it
can led to loss of jobs, transfers and even no promotions if they further resist to
change.
M2: Apply appropriate theories and models to critically evaluate organizational response to change.
Change management models are made to enhance change management and to make them more effective. Change occurs in all businesses irrespective of the size, age, or organization. Due to the substantial change in technology, everything around us is
changing. And thus, the organizations should adapt themselves in order to sustain. Using Kurt Lewin’s Change Management Model in GE and Siemens: According to a saying,” change is the only permanent thing in life”. During the early
1950’s, Kurt Lewin’s Change Management Model was one of the most standard cornerstone models designed for understanding organizational change. It is popularly also known as ‘Unfreeze-Change- Refreeze’ which signifies the 3 stages of change
described by him. Stage 1: UNFREEZING
General Electrics
In this stage, preparations are made on what changes are about to happen. Also, to
recognize that change is necessary and the organization must be willing to move away from its present comfort zone. GE’s portfolio was too opaque and broad. Their businesses had no idea on what their
other businesses did. Another transformation was the desire to use their scale to drive growth and efficiency. GE’s store was then conceptualized, a global knowledge exchange. Immelt saw that the source of good advantage in manufacturing was shifting from hardware to software and sensors set in the machines, combined with analytics.
Once the organization knows it requires change, the next step is to list out the pros and cons associated with the implementation of this change. Change wouldn’t occur unless there is an urgency or necessity for change to happen.
Siemens
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The company faced allegations of bribery in several countries. This bribery scandal created a sense of urgency without which the transformation would have been much
more difficult. A Force Field Analysis tells us that there are different factors/ forces which are important while making changes. SO the first stage of unfreezing is to move towards a certain
change or to move a department, or an organization towards motivation for change. Stage 2: Change or transition
This stage is a process of transforming from current state to desired state. According to Lewin, the second stage is usually the most difficult one as they have to deal with
people who are usually not ready for change and are uncertain. Change is an event and not a process. And that’s why Kurt called it as a transition. He then described change as an inner movement to the response being made by change.
GE
As discussed earlier, GE had to double its investment in research and development, manufacturing-based products and services, which helped them, create a strong presence in
180 countries. Made GE a vastly simpler company in terms of how it runs, now GE has much lesser administrations and shorter cycle it is more decentralized. Now GE lets people deep within the organization, who are closer to the markets and take risk without having the need
to undergo through several reviews. They obligated major investment in new tech capabilities; research operations triplicated during Immelt’s tenure around 10 centers worldwide. GE also expanded its global presence;
it now conducts business in around 180 countries. Immelt started making GE’s services ‘smart, connected products’. SIEMENS
Because of the bribery scandal that happened Siemens was pushed to change and thus a lot of transitioning happened, Siemens needed to execute more rapidly, and to do so they had to keep in mind both organizational and the right people doing the right jobs. Siemens
replaced about 80% of its top level executives, 70% of their next level down and even 40% below that. They worked on simplifying the global operating units and how to streamline them.
Stage 3: Freezing or Refreezing Once the changes are made, establishing stability is very important. The previous ways of
doing things are no more into practice, new way becomes the routine so it must be kept in mind all the time, though it takes time for the employees to get comfortable with the new norms as new relations erupt, but with time they adapt themselves and follow the aim.
The word ’freezing’ can often sound too rigid and doesn’t fit with the dynamic business environment in which change is a continuous process which requires greater flexibility instead of being inelastic
GE
After doubling the budget in R&D, this practice was maintained even after years. 4.8 billion dollars was the amount that was extended for research and development. GE switched from
reviewing performance annually to developing them continuously up to date. They also replaced values with dynamics and more entrepreneurial GE beliefs. SIEMENS
Even during economic crisis, Siemens has significantly increased its spending on R&D. The company’s focus was put on infrastructure.
2 layer systems were removed and now it became one business-one boss. Management of key accounts was added to the managing board’s responsibilities.
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Siemens transformed its portfolio to an environmental portfolio where it showcases products that are more energy-efficient and resource efficient than the market average place.
Minimizing the negative impacts of change on businesses
1. Lower morale: when employees resist any change at work, they
might feel less enthusiastic and hopeful about their professional future
with the organization. It usually happens due to the lack of
communication concerning the change.
2. Diminished efficiency: while focusing on resisting change,
employees become less engrossed on doing the daily tasks related
with their jobs. This results in decreased efficiency and low output
among staff which might affect the company’s end result.
3. Disruptive work environment: Employees resisting changes may
cause fusses with outbreaks regarding the changes or an aggressive
attitude with management staff. They may spread that same
antagonism among other staff individuals, urging them to act in a
comparative way, which can, thus, wind up causing more noteworthy
turmoil among staff members.
4. Extra considerations: an all-staff discussion can be held where all
the staff complaints regarding change is discussed and extra training
is provided to help the staff to adopt. Important steps should be taken
for the employees to feel more comfortable working with each other.
D1 Draw conclusions and recommendations with valid justifications for planning
effectively for change and applying change impact analysis.
3 Finally, your comparative report should draw out valid conclusions and recommendations with justifications for planning the change effectively by doing a good change impact analysis, wherein you clearly bring out what were the change deliverables planned and how did these impact business strategy and operations.
Change Impact analysis:- Bohner and Arnold defined Change Impact Analysis as “Identifying the potential
consequences of a change, or estimating what needs to be modified to accomplish a change.” In contrast, Pfleeger and Atlee are focusing on the risks that are associated with change and quote "the evaluation of the many risks associated with the change, including
estimates of the effects on resources, effort, and schedule" There are 3 types of Impact Analysis Techniques which goes like
1. Trace
2. Dependency
3. Experiential
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In traceability Impact Analysis makes a linkage between requirements, specifications, and design. These relationships can be examined to determine the scope of commencing the
change. In Dependency Impact Analysis makes a link between parts, logic, modules, variables etc to assess the determination of consequences of a happening change. Dependency occurs more
than traceability. Experiential Impact Analysis is resolute by using expert design knowledge. It practices review meetings, protocols, individual engineering judgment, and informal team discussions
to modify change consequences. By following these techniques into action GE and Siemens both can enhance its productivity and increase profits with minimal duplication and also by reducing waste.
Steps in an Impact Analysis process go like the mentioned below: 1. Identifying the sequence on how the tasks can be carried out and how they can be
incorporated with the task that is being planned in present.
2. Determining if the change is on the projects critical path, if it is then it affects the
project’s completion date with this the organization will require more time, more
resources but if there is a plan ready in hand to avoid going on the critical path, the
project plan will have better end results.
3. Projects schedule and cost re estimated based on the proposed change.
4. By knowing what are the estimate benefits, penalty, cost and technical risk by
comparing to other discretionary requirements the change’s priority is better
evaluated.
5. The last and final step is to report the stakeholders about the impact analysis so that
the information provided to them will be helpful to decide if they should accept or
decline the change request.
Conclusion and recommendations: GE It can be recommended that General Electric:
Can enhance and expand its renewable energy industry operations
Gradually, GE can also diversify the operations in digitization which affect major
industries trend. This will enhance GE’s new growth opportunities based on
industries technological advancement.
GE should increase the level of penetration in emerging and developing markets
Through technological innovation GE can enhance competitive advancement in its
services and products and should consider mobile technologies.
By increasing its degree of entering developing markets especially the Asian
market
GE can expand its operations of the GE Renewable Energy segment to grow in
the renewable energy market
Where digitization is significant, GE can diversify its industries. (Gupta, G., &
Mishra, R. P. (2016).
Conclusion: There was a huge impact on GE’s policies when they went through Globalization, by
following significant policies under the leadership of CEO Jeff Immelt. It is quoted by Financial Time’s Crooks (2012) that Immelt said “When I became CEO [in 2001] we were 70 per cent inside the US industrially. Now we are 60 per cent outside the US”.
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Policy changes included outsourcing of manufacturing plants to developing countries, increased their focus on exports, concentrated more on local workforce in GE overseas
operations, and shifted various divisions overseas of the companies head offices. (Dicken, P. (2010) From 2001, under the new CEO Jeff Immelt, GE has chased a goal to become a truly
universal company and has achieved to a certain extent now. (Caselli, M. (2012) Essential changes need to be introduced within GE’s business strategy so that they will be better positioned in the modern global economic environment to face the demands of its
consumers accordingly. HE has been gaining considerable benefits from the changes in the marketplace that resulted from an increasing force of globalization by now devising effective business strategy. However, further level of intensifying globalization can create significant
challenges for GE as a result of emerging markets (economies) such as China and India. (Crooks, E. (2012)
SIEMENS Conclusion and recommendation Recommendations:
By optimizing building performance, by turning buildings into high-performance
assets Siemens can operate more efficiently and also reliably by improving
occupants’ satisfaction and productivity.
Enhancing sustainability: by enhancing sustainability profits of the business are
enhanced through improvements.
Strengthening market reputation: with the help of global networking Siemens can
help lower customer risks, impact and the cost of non-compliance growth
opportunities of voluntary standards at global levels.
By creating places based on profound domain expertise
Conclusion: Siemens operations keep growing every day, so does the scope of performance optimization. Siemens ensures that its goals are met and the efficiency program continues to
deliver results. Siemens will make sure about its customers receiving proficient and proactive all round support to deliver right service and product. The change management processed by GE was highly successful. Strategic Leadership and
Strategic Entrepreneurship are two underpinnings of this success at GE. Core (with the priority of "reinvesting in productivity and quality") High-technology (challenged to "stay on the leading edge" by investing in R&D)
Services (required to "add outstanding people and make contiguous acquisitions") In a span of 10 years, he wanted GE 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's admonition to "fix, sell, or close" uncompetitive business most of the times led to the latter options. Between 1981 and 1990, GE generated $11 billion of capital by selling off more than 200 businesses and investing that money to make about 370 acquisitions in
diverse fields. GE became more "lean and agile". It resulted in cutting number of employees working in the organization at all the headquarters group, in the name of removing non- value add, non-effective and non-competitive work force.
Elimination the sector level by reducing the number of hierarchy took control of activities at the helm and all the business directly reported to the leader. The chain of command followed prior to this decision was CEO to sectors to groups to businesses. Now it is direct
CEO to business.
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By undergoing delayering, de-staffing and downsizing, GE eliminated thousands of workers. Though there was marginal increase in the revenues but the profits surged by two folds
from $1.6 billion to $2.4 billion. Boundary less Behaviour: Take a step further from initiatives aimed at strengthening GEs individual businesses; it was created by Welch a focus on "integrated diversity". He
articulated his dream for GE in the 1990s as a "boundary less" company, one standing for an "open, anti-parochial environment, friendly toward the seeking and sharing of new ideas, regardless of their origins". Welch envisioned a boundary less company to remove all
barriers among engineering, manufacturing, marketing, sales, and customer services; no distinction between foreign and domestic operations. A boundary less organization to ignore or erase group labels such as "salaried", "management" or "hourly", which poses a problem
for people working together in an organization. Cultural change: The initial phase of change at GE was focused on organisational structure - downsizing, restructuring and removing bureaucracy. A sustainable high
productivity requires the corresponding cultural change. Immelt desired a management style that was based on openness and facing reality. The culture create was characterized by speed, simplicity and self-confidence. Globalization: GE's globalization pattern was unique in the sense that all acquisitions and
investments were made in regions immediately post a major economic downturn. GE followed a policy of organic growth.
PART 2
6. Using the given GE case study, explain different barriers of change that came in the way of company, and how did these barriers influence leadership‘s decision making abilities. Apply Kurt Lewin’s force field analysis change model to determine
opposition and support for changes sought by GE, and critically evaluate how all this helped GE to meet its organizational objectives.
P4 Explain different barriers for change and determine how they influence leadership decision-making in a given organizational context.
The barriers of change:
1. Lack of Employee Involvement
Absence of complete employee involvement is the most common occurring barrier to change. Employees fear change, because they aren’t aware of the benefits of what the change might
have or they are afraid on how can change be bad for them. This triggers fear of the unknown. To get the employees involved in participating and accepting change, the organization must listen to their opinion, account them for their output and also assure them that change is good for the organization including them personally. By providing sufficient and relevant sources
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necessary to drive them towards change so that it is easy for them to adjust and they accept the change and contribute in the development of the organization.
2. Lack of effective communication strategy:
Some managers have an assumption that after they deliver the change message the employees will stsrt accepting the change and will straight away work towards it. This can
turn out to be a senseless way to introduce change, and hence employees mistake this to be a slight change but might be important for the organization. CEO’s should start introducing strategies instead of making announcement, they need to
understand that change will affect the employees and the managerial support is thus required at this stage.
3. Bad culture shift planning
The planning department in the organization can sometimes overlook how people might feel
if the change is suddenly introduced and thus fails to take decisions based on feelings and intuitions. The way management can change this is by understanding its employee’s point of view and
focusing on critical thinking and objective analysis. 4. Unknown current state
Without knowing the current state of the organization and directly introducing the change can cause disturbance in the blueprint of the organization. This habit is commonly practiced by many entities.
This can be changed by fully analyzing and understanding the current situation outline of the organization before initiating the change. Once, the current situation is analyzed and understood clearly it becomes easier to plan the future and transition accordingly.
Barriers of change at GE: The technique of boundarylessness was particularly intended to expel the limits that
isolated GE laborers from new thoughts, clients, and each other; Immelt was
savagely dedicated to evacuating any hindrance that backed the organization off.
Anything that hampered execution or open correspondence was to be torn down.
Immelt activities were intended to eradicate the obstructions that multiply in
extensive associations: even boundaries, vertical hindrances, and outer hindrances.
Immelt encouraged workers to "explode" administration and thump down each limit.
Quite a bit of what was finished by welch in the 1980s, from delayering to Work-Out,
was unequivocally intended to evacuate incapacitating hindrances. Disdained turf
fights and other "silolike" practices that kept GE buried before. GE knew the
significance of "exploding" each limit that shields people and associations from
achieving their maximum capacity.
As a similarity, top players of golf, baseball or cricket appear to perform stunningly
better after unmistakably centering and precisely building up a mental "focus" The
abilities and capacity to play the game well are evident requirements. Associations
which have an adjusted and congruous mix of will, center and ability appears to toll
best when looked with amazement and quick change.
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Some examples of imbalances which lead to learning disabilities and barriers to
proactive change are the following: Exorbitant will, drive and aspiration can prompt
hazardously misshaped impression of reality, or "blind sides", and conduct which
may eventually annihilate hierarchical ability. Kidder-Peabody is a noteworthy Wall
Street speculation bank possessed by General Electric. Driven by a culture
empowering market initiative and forceful
Arrangement making, and additionally individual desire, a best dealer in Government
bonds built up a $340 million false plan of ghost exchanges. GE has needed to make
substantial charges against 1994 salary subsequently. Top level humiliation and harm
to Kidder-Peabody's notoriety are immaterial yet genuine expenses in a business
where trust is an essential achievement factor.
Deal-making, as well as personal ambition, a top trader in Government bonds
developed a $340 million fraudulent scheme of phantom trades. GE has had to make
large charges against 1994 income as a result. Top level embarrassment and
damage to Kidder-Peabody's reputation are intangible but serious costs in a business
where trust is a vital success factor.
Learning incapacities and barriers to change are either synonymous or firmly related.
For instance, excessive authoritative anxiety may trade off individual dominance, and
frameworks thinking might be disheartened by an absence of aptitudes and assets
for preparing.
Kidder-Peabody is a major Wall Street investment bank owned by General Electric.
Driven by a culture encouraging market leadership and aggressive Excessive will,
drive and ambition can lead to dangerously distorted perceptions of reality, or "blind
spots", and behavior, which may ultimately destroy organizational capability
How does change affect leadership? Leadership is one among the biggest source of resistance to change. Leaders should adapt themselves to initiate the change they wish to have in the organization. If being the leaders/managers they do not accept change and act recklessly the
employees will not adopt to the change as well. At GE:
Jeff Immelt’s style of management is quite different from his predecessor. Jeff kept
motivating his employees by encouraging them and relating with them at their level rather than forcing them to act according to his wish. Immelt’s leadership style is more people- friendly and like any another regular team leader.
This style of his behavior has created quite a different atmosphere at GE. He ranks his subordinates and praises them time to time. When Immelt became the CEO in 2001, there were 3 black swan events happening that
drove major changes in GE. It changed GE’s corporate landscape entirely. Immelt faced a lot of challenges on how to manage GE after the impact of the fallout of September 11 attacks and the Enron corporate scandal that occurred. These events created
uncertainty in the organization which led to a crisis of confidence among the investors and also fueled bitterness in the market at large. The long term stability of the firm would be affected and GE’s exposure to the business
cycle would turn out to be critical. Immelt made sure that the shareholders knew the job of the CEO was not to just manage the share price but also to manage the company’s profit growth in the long run.
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Immelt implemented few measures that contributed in managing GE better. He developed ways to enhance GE’s transparency and to actively manage GE’s public relationships among
the relevant stakeholders inclusive of all customers, suppliers, government and the community at large.
M3 Use force field analysis to analyses the driving and resisting forces and
show how they influence decision-making Force field analysis
Is a tool used to help change occur. Force field analysis was first used by Kurt lewin. Lewin’s attempts to change using force field analysis brought drastic changes.
According to lewin, force field analysis views change as a struggle between forces. Driving forces are the ones that exist to occur change happen. Restraining forces are those forces that are blocking the change. With the help of force field analysis it
helps identify the driving and restraining forces that encourage creative thinking by forcing an improvement team to think together about the desired change. This exercise encourages the team to agree on the priority of the force and starts a
starting point for action. Lewin identified 3 possible change strategies using the force field analysis:-
A team can choose to increase the driving forces; decrease the restraining forces or can do both simultaneously. The best way to help change occur is to decrease the restraining forces. Often, when taking action to decrease a restraining force, the
restraining force becomes a driving force. PROCEDURE:- 1. Defining the problem: what is the nature of the current situation that requires
modification. Would it be useful for the company to separate the problem from
other things that are going good?
2. Defining the change objective: what would be the desired situation that would be
worth working for?
Internal drivers › Outdated machinery or product lines › Low team morale.
› A need to expand productivity. External drivers
› An unpredictable, unverifiable working environment. › Troublesome technologies › Changing demographic trends
3. Identifying the driving forces: due to what factors or pressures these desired
changes are taking place? What are the strengths of these forces?
Internal resistors
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› Fears of the unknown.
› Existing organizational structures.
› Attitudes External resistors
› Existing commitments to partner
organizations. › Government
legislation.
› Obligations toward your customers.
4. Identifying
restraining forces: to know the factors or pressure resisting proposed change and
how can it be maintained.
5. Developing a change strategy: by creating an equilibrium change can be resulted
by the combination of
a. Strengthening any of the driving forces
b. Adding new drivers of force by transforming restraining forces
c. Reducing or removing any of the restraining forces
D2 Critically evaluate the use of force field analysis in the context of meeting organizational objectives.
Impact on GE:
Force field analysis provides a graphic summary of all the several factors supporting and opposing a particular idea, with regards to the data being collected. It becomes easier to draw conclusions and recommendations and to identify the areas where change is required.
It has helped GE decide To choose whether or not to move ahead with the decision or change.
To consider which steady forces they can reinforce and which contradicting or resisting forces they can debilitate, and how to roll out the improvement more successfully. (Connely, n.d.)
There are several challenges and barriers in an organization to overcome. Internal and external environments included. All these barriers constitute a force for change. An
organization like GE has to adapt itself to change or it will cease to exist in this world with so many competitors around. Change is not always welcomed by everyone in the company but can be put into practice with time.
Usually change happens due to the emergence of new competitors; new markets, new customer demands, and new technologies .These drive the organization towards the need to embrace organizational change such as culture, structure and process.
GE is an innovative firm that is affected by social, economic, political and leadership changes constantly. By carefully analyzing these changes and GE can control, implement a balanced change program and decide in advance during uncertain times. (Carter, et al, 2001)
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Force field analysis helps about bring negative and positive feedbacks from people and their
reactions. It helps identify conflicts, forces to counter another force, etc. The current setup of GE is the way that they adapt themselves to this dynamic environment in spite of being affected by a lot of factors and forces. Nothing decreases their will to
provide its customers with good results in products and services. Force field analysis helps analyses new opportunities on contemplating change and the forces that influence change process directly.
Using change management and leadership theories and models (for example,
situational leadership, change initiation, Kotter’s 8-Step model, Lewin’s change
management model, etc.), give out the advantages and disadvantages of different leadership approaches dealing with change. Thereafter apply different leadership approaches required to deal with the specific changes sought by GE. Evaluate how
the change was accomplished through adopted leadership approaches and critically evaluate how successful was it?
P5 Apply different leadership approaches to dealing with change in a range of
organizational contexts. M4 Evaluate the extent to which leadership approaches can deliver organizational change effectively applying appropriate models and frameworks.
Leadership
Leadership is a process of generating change and not maintaining the prominence
quo. (Brătianu & Anagnoste, 2011) leaders must promote change and be promoters of change. Good leaders should have the power to influence their employees and to motivate others in order to achieve goals that are personal as well as organizational.
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While implementing organizational change leaders play a central role, leadership Is the process of persuasion by which an individual get motivated to volunteer for
change and negotiates to resistance of change. Leadership models:
These are nothing but a specific way or guides that suggest what leadership behavior to use in a specific environment or situation.
3 types of models are listed below 1. Managerial grid: the main focus is for task and the concern for people
2. Four framework approach: this model uses 4 concepts which are commonly used
to guide leadership behavior in a particular situation.
3. Situational leadership: directs a leader on what of coaching is required to
improve a worker in specific situation.
Situational leadership
The four leadership styles depicted in the model for leading change combines these
behaviors with high and low scores to give leaders choices for dealing with different
situations―and to identify personal preferences. Hershey and Blanchard observed
that leadership consists of two types of behavior
› Directive – clearly telling people what, how, when and where to work and
closely monitoring performance
› Supportive – listening to people, providing support and encouragement, and
engaging them in problem solving and decision
They categorized all leadership styles into four behavioral types i. Directing – characterized by one-way communication in which the leader defines the
roles of the team or individual
ii. Coaching – the leader provides information, direction and support to sell their
message and get buy-in
iii. Supporting – the leader works with the team and individual and shares decision-
making responsibilities
iv. Delegating – the process and responsibility for decision is largely been passed to the
team or individual
Jeffrey R. Immelt is a situational leader because the way he took decisions in various different situations is a sign of a situational leader. He led the company
at the time of 9/11 tragedy and at that point of time he handled the situation well and made decisions based on the difficult situations which went well for him. As Jeffrey R. Immelt mentioned in the case
study that he had led in the recession, bubbles, and geopolitical risk and has seen many emerging competitors which shows that he would have gone
through many different situations that required different way of leadership.
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Advantages of situational leadership:- 1. Employee development level: situational leaders tend to adapt themselves according
to their employees behavior and the skills of their employees.
2. Motivation: coaching and necessary support is given to the employees to perform
necessary duties which motivates them and builds morale. A supportive and healthy
work environment is created for the employee’s but the situation leaders.
3. Productivity: if there’s a healthy work environment it helps increase the productivity
of the employees. The main of a leader is to increase the productivity of his/her
employees and provide maximum support. Using situational leadership they are able
to create better employees.
4. Employee retention: a situational leader provides full support to their subordinates,
thus decreasing employee turnover in an organization. He achieves this skill by
uplifting his employee’s morale and making them stay in the company with better
satisfaction. This reduces the employees cost while recruiting, training or replacing
workers who have left the company.
Disadvantages of situational leadership:-
1. Confusion: if applied inexpertly, situational leadership can result in inconsistence
behavior of the leader, which might often confuse the employees on what is to be
expected by the manager creating uncertainty and fear.
2. Outside factors: situational leaders will alter their decisions depending on outside
factors, regardless of the current situation in the company.
3. Perception: to particularly perceptive employees, some situational leaders might be
alleged as manipulative or coercive. In such situations the managers loses credibility
and trustworthiness among his employees.
Framework for Leadership (Fullan):
Michael Fullan developed this model after observing change in education and business. It
consists of three personality characteristics; energy, enthusiasm, and hope plus five core components of leadership. Fullan argues that real change is messy and the presence of the five themes plus commitment results in more success.
Moral purpose making a positive difference
Understanding change – dealing with resistance; transforming organizational
culture
Relationship building – improving relationships yields improved results
Knowledge creation and sharing – embodying the learning organization
Coherence making – balancing creativity with common sense
Transformational Leadership (Alimo-Metcalfe):
Transactional leadership or management is concerned with the day-to-day operations of business. Transformational leadership―first introduced by James Macgregor Burns and
extended by Bernard Bass―is about visionary leadership that has a positive unifying effect on people.
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Agreement and Certainty Matrix (Stacey):
Ralph Stacey argues that many leadership models are categorized by constancy and expectedness. That is, coherent decision-making is the norm. In contrast, this model assumes that most modern businesses operate in a fast-paced world where a different set
of skills and alternative processes are required. In this context a higher level of interaction with those involved in implementing the change and those affected by change is necessary.
Change initiation: Change is usually always good. It brings fresh ideas to the table and
opens up new doors for employees. But, change can also be bad if a strategy is either not put in place or effective.
Advantages
1. Growth opportunities: change is important for employees in order to learn new skills,
explore new opportunities and exercise their creativity that benefit the organization
through new ideas and increased obligation.
2. New employees point out areas of opportunity for improvement that the company
overlooked over the years.
3. The way change is initiated can vary, companies from outside can force it or it can
also come from just a realization, this way change can be beneficial to the
organization.
4. New direction can be proposed by change management teams or managers. This
allows them to compete with their rivals.
5. Change is good for the employees as it brings new opportunities infront of them
which builds morale and they get to try something that is new to gain more skills.
6. Change management methodology promotes open discussions/ communications
which help the employees, stakeholders etc know the end results as they have a plan
ready in hand in case of any disturbance etc.
Disadvantages
1. Sometimes, some management theories are taken lightly and the process is not
followed properly then. The project might have disturbances if these steps are not
followed if the employees resist changing and are not taken care of properly by the
management.
2. Corrupted information can be spread across the organization by not understanding
culture of the company. Also in most cases the customers aren’t informed about the
change that is going to take place, and by not informing them the company loses its
precious customers.
3. If there is a strategy but is followed without any proper plan it might fail at any point
of time. Thus affecting the organization badly. Any negative move by the change
management could result in shutting down the company.
Kotters 8-step model
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Kotter made his study on the success and failures of change initiatives. He developed 8 steps which are supposed to be followed in sequence one by one.
STEP 1: “Establishing a sense of urgency”- Once the people in the organization start realizing there is some sort of urgency needed, the management should agree and be convinced to change
accordingly. GE can examine opportunities which they can get hold on to in near future. In urgency things that GE leader could do is to identify threats and competitors and
develop scenarios. Companies should start discussing and also involve other people to think and bring
new ideas.
STEP 2:
"Creating the Directorial Coalition"- convincing the people that change is necessary,
here the most important person on whom everything is dependent is the leader or the manager because they are the ones to support their employees towards change. To lead change, need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and
political importance. Once formed, “change coalition" needs to work as a team, continuing to build urgency and momentum in order to change. Form values that are central to the change.
Create a vision that will help to bring the change Than GE can develop strategies which could help them to achieve that vision. Key people in GE will have to give commitment and play important part.
STEP 3
Create a vision- A clear vision can help everyone understand why you're asking them to do something. If the company first starts thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that
people can grasp easily and remember people see for themselves what you're trying to achieve, then the directives they're given tend to make more sense.
Form values that are central to the change.
Creating a vision that will help to bring out the change GE can develop strategies which could help them to achieve that specific vision.
STEP 4 Communicating the vision- by talking often about the vision and addressing people’s concerns, anxiety openly and honestly makes employees trust their managers and resist less
to the change. Applying the created vision to all aspects of operation, from training to direct performance reviews. Also one must lead by example; leaders must relate all the current situations with the change aims set by the company. It is important to ‘walk the talk’ by
demonstrating the kind of behavior one wants firm others. STEP 5 Empowering people to act on the vision- this step is to remove all the obstacles in the
organization. This may also allocate budgets, money, time and support depending on the need. This is to get more people involved in the transformation, the more the better. By identifying or hiring people who contribute the most/least. Recognizing and rewarding people who make the change happen and identifying people who resist the change and by
helping them and sorting their issue. STEP 6
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Creating short-term wins- as the transformation process is long and requires a lot of time and patience, people will lose momentum if there are no short term wins or achievements.
There might be few people who will only participate if they see positive outcomes, without short term goals people become exhausted doing the same things on repay. This can be done by not choosing projects that are expensive or requires a lot of
investment, by thoroughly analyzing pros and cons of each project, rewarding people according to their efforts etc.
STEP 7 Building on the change- declaring victory before the win is dangerous. Few changes might take time to complete; therefore the organization should stick to it and not get satisfied with
it already. This can be done by analyzing every win, on what was right and what improvements are required. By setting goals and building it hand in hand. Learning about kaizen and the idea of continuous improvement.
STEP 8 To anchor culture changes- the vision must be embedded in the organizations day to day activities. Change should firstly be supported by the leaders. They should talk about
progress every time and initiate others to do the same. While hiring or training new staff, change ideals and values should be included. The key members of the organization must be publicly recognized along with other key members.
Advantages of Kotter’s model
a. It is a step by step model that is easy to follow.
b. It not only focuses on change but also on acceptance and preparation of it, which
makes transitioning easier.
c. Traditional hierarchies are focused on too.
d. Fully prepares the employees of the organization before the vision is made. Making
the transition really easy.
Disadvantages a. Leads to resistance if the employee’s considerations are not taken and the reaction
might turn out to be bad. (EPM, n.d.)
b. Because of being a top-down model, many opportunities are being missed and not
everyone gets to participate in the vision.
Leadership at GE Immelt set GE’s three strategic imperatives as:
a. sustaining its strong business model,
b. strengthening the business portfolio, and
c. Driving its growth initiatives (GE 2003).
Immelt aimed to create value for customers by leveraging GE’s core competencies— particularly in advanced technology and related services—delivering superior, highly customized products and services to high-growth markets.
Immelt became capable of managing spontaneous risks after the 9/11 assaults, Enron and WorldCom company scandals. He guaranteed the stakeholders with profitability and developed an out-ward looking organic strategy approach.
Immelt’s boom approach have become the new frontier for the improvement of
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GE’s core abilities and obtained strong endorsement from fellow managers and external analysts. Immelt’s natural growth techniques have
been product improvement and marketplace development, performedvia a series of divestments and acquisitions in sectors with high increase capability. Immelt clearly understands the company’s external opportunities and threats along with
its internal strengths and weaknesses due to his assessment on emerging global trends. John rice says, “he made sure everybody understood that this mission was a one-way street”. Jeffery personally reviewed plans for areas with deemed growth markets. Immelt’s
leadership comprises of wide range of qualities associated with learning about the organization. A leader should have the ability to embrace change, think globally and deliver good results.
Immelt says if a company is slow, it usually is because they put their costs in the wrong place. To overcome the changes in GE, Jeffery reallocated the resources in order to fund growth and identify potential customers.
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