Hi! Need Someone To Watch This Video And Answer The Follow-U

Hii Need Someone Who Can Watch This Video And Answer the Following Qu

Hii Need Someone Who Can Watch This Video And Answer the Following Qu

HI, I NEED SOMEONE WHO CAN WATCH THIS VIDEO AND ANSWER THE FOLLOWING QUESTIONS: What is you evaluation of Immelt’s new organic growth strategy? Why change GE’s existing successful strategy? Is it reasonable to expect that a $125 billion global giant can significantly and consistently outperform the underlying economic growth rate? Is Immelt betting on the right things to drive growth in GE? Can he hope to change a company whose growth was driven by acquisitions and productivity improvement into an organic growth company dependent on innovation, entrepreneurship, and risk-taking – particularly in such a large, complex, performance-driven corporation?

How have the Locomotive IBs been able to survive in the wake of the failure of the AC 6000, the initial difficulty in obtaining orders for Evo, the continual redefinition of the global Evo product, and the failure to make Hybrid commercially viable? What action should the Transportation business take regarding the Hybrid locomotive?

Paper For Above instruction

Hii Need Someone Who Can Watch This Video And Answer the Following

The assignment involves evaluating Jeffrey Immelt’s new organic growth strategy at General Electric (GE), analyzing the reasons behind shifting from GE's previous successful strategy, and assessing whether a company of GE’s size and scope can sustainably outperform economic growth. Additionally, the task requires scrutinizing how GE's Locomotive IBs have managed to survive various industry challenges, including failed or redefined products, and determining appropriate strategic actions regarding hybrid locomotives.

Jeffrey Immelt, who became CEO of GE in 2001, initiated a significant transformation of the company’s strategic focus. Historically, GE’s growth was primarily driven by acquisitions, greater operational efficiency, and leveraging its core competencies across industrial sectors. Under Immelt’s leadership, however, there was a deliberate shift toward organic growth driven by innovation, entrepreneurship, and risk-taking within the company’s divisions.

Evaluation of Immelt’s new organic growth strategy suggests both potential benefits and inherent challenges. On the positive side, this approach aligns with the broader trends of innovation-driven industries and seeks to develop new sources of revenue independent of acquisitions or cost-cutting. It emphasizes investment in R&D, technological innovation, and new product development, which can potentially lead to sustainable competitive advantages. However, such a transition at a behemoth like GE raises questions about its feasibility. Large organizations tend to be risk-averse, and their complex structures may hinder rapid innovation and entrepreneurial agility required for organic growth targeted at high-risk ventures.

Furthermore, expecting a $125 billion global enterprise to outperform the general economic growth rate consistently may be overly optimistic. Factors such as global economic fluctuations, industry-specific disruptions, and internal organizational inertia can impede such performance. Nevertheless, Immelt’s focus on innovation, digital transformation, and emerging markets signals an understanding that future growth hinges on adapting to technological changes and changing customer needs.

The shift from a traditional, acquisition-heavy growth model to one emphasizing innovation and organic development raises practical questions about the company’s culture and operational capabilities. Is GE capable of making this cultural shift? Can it foster the entrepreneurial spirit necessary within a large, multi-divisional conglomerate? While difficult, success depends on effective leadership, strategic investments, and fostering an environment conducive to innovation.

Turning to GE’s Locomotive Industrial Business (IBs), these divisions faced significant industry challenges. The failure of the AC 6000 locomotive, delays in the Evo product, and the uncertain market for hybrid locomotives illustrate ongoing difficulties. The survival of these divisions can be attributed to a combination of strategic resilience, technological adaptation, and market persistence among customers relying on GE’s products despite setbacks.

Regarding the hybrid locomotive, the continued failure to make it commercially viable suggests that further strategic actions are required. These could include increased R&D investment, forming strategic partnerships, or reevaluating the market positioning of hybrid technology. It may also involve a shift toward alternative propulsion systems or a focus on niche markets where hybrid solutions could be more feasible. Ultimately, the decision must balance technological innovation with market readiness and cost-effectiveness.

In conclusion, Immelt’s shift to an organic growth strategy at GE reflects a forward-looking approach emphasizing innovation and entrepreneurship. While ambitious and potentially beneficial, it faces significant cultural and organizational challenges that determine its success. The resilience of GE’s locomotive divisions highlights the importance of strategic adaptation amid technological and market uncertainties. Moving forward, targeted innovation, strategic partnerships, and market-focused initiatives will be key to sustaining growth and competitiveness.

References

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