The New Age Of Innovation
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When it was announced in late 2000 that Jeff Immelt would be taking the helm of GE, some skeptics were quick to voice their reservations about the future of the company after Jack Welch. Not only were Welch's shoes particularly large ones to fill, but the economy was dallying with recession, China and India were taking their first giant steps into the global economy, and just four days into Immelt's tenure came the biggest game changer of all: 9/11.
The hand-wringing, it turned out, was all for nought. During Immelt's first seven years on the job, GE's revenues increased by more than 60%, its profits doubled, and the company solidified its status as the world leader in technological innovation.
Written with the full cooperation of Immelt and GE senior executives, Jeff Immelt and the New GE Way tells the amazing story of how Immelt defied the skeptics and successfully reengineered one of the world's oldest and largest global conglomerates to meet the challenges of the 21st century. It offers an unparalleled opportunity to learn how it's done from a master, detailing the trendsetting innovations Immelt pioneered that have made his vision a reality, including:
The critics were right: Jeff Immelt is no Jack Welch. Just as Welch embodied corporate leadership for the closing decades of the 20th century, Immelt has come to personify the 21st century CEO. As Esquire magazine said when it named him one of The 75 Most Important People of the 21st Century: “The day will come, when GE chairman and CEO, Jeff Immelt, will be viewed as the prototypical leader for the new century.”
"Not once, Immelt says, did he question whether he was prepared and able to lead GE."
"Jeff Immelt and the New GE Way: Innovation, Transformation, and Winning in the 21st Century" by David Magee is the latest GE book on the seven to eight years since Jeff Immelt took over from Jack Welch as the CEO of one of the most admired companies in the world. Days after he was in position, there came 9/11; and his job has never been easy from the beginning. David Magee put the life of Jeff Immelt into this book.
Contents:
[Contents of the book will be very brief because in the 233 pages book (excluding appendices and references); each chapter has, on average, only 14-16 pages.]
Chapter 1: Following a Leader
The first chapter is about Jeff Immelt's life in college and how he began his career life at GE. David Magee also wrote on Jeff Immelt's character since he was a child.
Chapter 2: Confidently Seize Opportunity
This chapter is on... read more
At General Electric, the chairman and CEO selects his successor, subject to confirmation by the board of directors. Almost 30 years ago, Reginald Jones selected Jack Welch and urged him to "blow up GE." Both he and Welch realized that the "Welch way" had to replace the "Jones way." During the next 12-18 months, Welch became known as "Neutron Jack" as he made numerous and significant changes throughout GE, systematically and summarily eliminating both unprofitable businesses and underproductive people.
What we have in David Magee's book is, to the best of my knowledge, the first comprehensive examination of Jeff Immelt's leadership as GE's current chairman and CEO. Prior to being selected by Welch and then confirmed by GE's board of directors as the company's chairman and CEO in 2001, he held a succession of increasingly more important executive positions in various GE divisions (e.g. Plastics, Appliances, Plastics Americas, and Medical Systems) after earning an M.B.A... read more
Magee's book has some useful material, but readers have to search for it - the book lacks structure or any sort of focus on actionable material. It begins with Immelt's college and early career at GE - including early major challenges such as handling a faulty compressor design for refrigerators at GE's Louisville facility. (How Immelt handled this could be useful material, but Magee provides no detail.)
Welch wanted to get big fast, so he initiated the strategy of GE growing through acquisitions. Immelt has focused more on product development and set the tone via expanded and refurbished R&D facilities and requiring three idea proposals each year able to generate $100 million in revenue growth. (Organization level involved is not made clear.) GE has a $6 billion R&D budget, with 60% coming from GE businesses (they get to decide how the dollars are used), 27% from GE corporate, and 13% from outside partnerships. GE emphasizes cross-business benefits from R&D - eg. use of... read more
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