GEs Imagination Breakthroughs: The Evo Project Harvard Case Solution & Analysis

Immelt’s New Organic Growth Strategy

The CEO of GE Jeff Immelt proposed a growth a strategy that comprised of various components and elements that combined to shape the new growth strategy for the company. The first element of the strategy involved technical leadership that is considered as one of the key attributes towards growth of any company. Immelt’s was of the view that technology is a key driver towards growth and therefore, the major emphasis should be given towards this aspect as it will play a crucial role towards the future development and growth of GE.

The major focus of Jeff Immelt’s strategy was to distribute technologies that are new and can give a competitive advantage to the company within the company and this process needs to be at high pace. Besides diffusing the new technologies into the different sections of the company, the focus was on creating an intellectual base. The major contributor towards this aim was the corporate R&D that will support this aim and help the company in forming an intellectual house.

The next component or element of Immelt’s organic growth strategy was internationalization. This component was vital as the company wants to grow globally. For this reason, new markets were identified that included the lucrative markets of Europe and the emerging economies like India and China that can also play a vital role in saving the cost as well. The overseas operation plays a vital role in the growth of any company.

Therefore, Immelt’s selection of an internationalization approach was highly justified.  Furthermore, the components of Immelt’s growth strategy included service acceleration that regarded to those that play a vital role in the success of the company. These people included the viable sales force along with the engineers and the product designers. More people were decided to be hired in these respective departments, and more resources should be allocated to these people as they play the front role in the success of the company.

The next component of the Immelt’s growth strategy was aimed at achieving commercial excellence by giving more priority to the customer. The strategy involved shifting focus to the needs and demands of the consumer and becoming more customer-centric rather than applying the old school method of internally isolated. The company needs to emphasize on identifying the requirements of the customer and should focus more on external demands instead of focusing on internal processes.

Moving ahead with the growth strategy, the focus was laid on creating new business opportunities and identifying the segments that can generate high margins for the company and show high-growth potential. This strategy was made for the long run and had many aspects and objectives that were to be achieved, but the prime focus was on achieving future growth and strengthening the company’s overall position.

The major focus was on expanding the business and the consumer base by building a strong hold on internal capacities by brining major improvements and innovation. Immelt emphasized on new technologies that will lead towards growth through strong hold on these technologies and identifying and entering those markets that offer less competition.

The focus of Immelt’s strategy was on building in-house capabilities that will give the benefit of low cost and was preferred over acquisition or paying a premium to another party. Overall, the new generic strategy was emphasizing on focusing more on the new markets and the marketplace and the needs and demands of the markets along with the trends that can be adapted. Furthermore, customers should be given more importance and designing and developing products that will please the consumers.

On the other hand, the company should involve the commercial perspective in decision making as well as it will help in improving sales and revenues while the new strategy should involve a new process using new platforms that are the major drivers for growth for any company. These drivers and aspects were important for GE as well as they will play a pivotal role in making this new strategy a success.

Whereas, new leaders emerging from the human resource were also given importance and for that reason aligning management in the process was important. Management will profile the employees to help in identifying the right people that can help in achieving the objective and emerge as new leaders..........................................

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In September 2003, Jeff Immelt challenged business leaders to come up with GE "Imagination Breakthroughs", innovative projects that will serve as the centerpiece of organic growth initiatives of GE. The following companies, as these changes driven by the business unit, focusing on GE Transportation, it triggers a series of innovative, environmentally friendly products - from the evolution of the hybrid locomotive locomotives. The growth process of turning culture into GE Transportation, which leads to a redefinition of the role of marketing, implementation of the "growth leader" profile and new decision-making processes in order to encourage innovation and risk. Finally, it is a critical point of the solution, such as transport managers must decide whether to support high-risk hybrid locomotive project. "Hide
by Christopher A. Bartlett, Brian J. Hall, Nicole Bennett Source: HBS 24 pages. Publication Date: June 19, 2007. Prod. #: 907048-PDF-ENG

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