General Electric’s Corporate Strategy Harvard Case Solution & Analysis

For several years, GE has been held up as the exception to two arguments: (1) that connected diversification strategies outperform unrelated diversification strategies, and (2) that conglomerates are no longer a feasible organizational type in an era of outsourcing, focus, and shareholder value maximization.

Whereas many formerly diversified firms have become narrow and more concentrated with their corporate strategies, GE continues to purchase and sell businesses and operates an extremely complex set of businesses. This case supplies a vehicle for examining the strategic reasoning behind GE's corporate strategy and complex diversification. The core arguments for and against unrelated diversification may be linked to the GE strategy.

PUBLICATION DATE: November 10, 2014 PRODUCT #: TB0383-HCB-ENG

This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE

Related Case Solutions & Analyses:

Checkmate: Using political skill to recognize and capitalize on opportunities in the ‘game’ of organizational life PivotTables in Excel 2010 Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (B) Grutter v. Bollinger: A Synopsis California Power Crisis Federal Express: Early History Posada Amazonas, Spanish Version Liu Bai: A Chinese Successor’s Dilemma Struggling Sibling Partners: It’s Not Fair? The Resort in Pueblo Valley (A) (Spanish) Spanish