Introduction :

General Electric Company is a multinational organization headquartered in Boston, Massachusetts,

that was incorporated in 1892 following a series of mergers between various companies owned and
operated by Thomas Alva Edison and the Thomson-Houston Electric Company. Since its founding in
1892, GE has been more than just a corporation. For generations, it was job security for many
people, a solidly safe investment for investment, and an elite business education for top managers.
GE electrified America, powering everything from lightbulbs to turbines, and became fully integrated
into the American societal mindset as few companies ever had. And after two decades of leadership
under legendary CEO Jack Welch, GE entered the twenty-first century as America’s most valuable
corporation. For well over a century, General Electric was one of the largest and most diversified
establishments in the world, spanning a wide range of sectors and industries. A series of financial
setbacks in the 2010s forced the company to sell off major portions of its holdings, including its
flagship media, financial services, and consumer products arms. After transitioning from its
conglomerate-centric model, General Electric now focuses on three main business components:
energy solutions, jet engines, and health care technologies. This strategic pivot reinforces its status
as an emblem of perpetual innovation and reinvention.

History : The rise of GE as an American conglomerate:

General Electric was incorporated in 1892, acquiring all the assets of the Edison General Electric
Company and two other electrical companies. Edison General had been founded as the Edison
Electric Light Company in 1878 by Thomas Edison to market his incandescent lamp and other later
products. Edison remained associated with General Electric through his patents and consulting
duties.

Over the course of its 110-plus years of innovation, General Electric has more than67,500 patents,
and the firm's scientists have been awarded two Nobel Prizes and numerous other monosilane 19th
Century: The Edison Era Thomas Edison established himself in the 1870s as an inventor after
devising, at the age of 23,an improved stock ticker. He subsequently began research on an electric
light as a replacement for gas light, the standard method of illumination at the time. In 1876 Edison
moved into a laboratory in Menlo Park, New Jersey. Two years later, in 1878, Edison established,
with the help of his friend Grosvenor Lowry, the Edison Electric Light Company with a capitalization
of $300,000. Edison received half of the new company's shares on the agreement that he work on
developing an incandescent lighting system. The major problem Edison and his team of specialists
faced was finding an easy-to-produce filament that would resist the passage of electrical current in
the bulb for a long time. He triumphed only a year after beginning research when he discovered that
common sewing thread, once carbonized, worked in the laboratory.
 For practical applications, however, he switched to carbonized bamboo. Developing an electrical
lighting system for a whole community involved more than merely developing an electric bulb; the
devices that generated, transmitted, and controlled electric power also had to be invented.

Accordingly, Edison organized research into all of these areas and in 1879, the same year that he
produced an electric bulb, he also constructed the first dynamo, or direct-current (DC) generator.

During the early decades of the 20th century General Electric made further progress in its
established fields and also made its first major diversification. In 1903 General Electric bought the
Stanley Electric Manufacturing Company of Pittsfield, Massachusetts, a manufacturer
of transformers. Its founder, William Stanley, was the developer of the transformer. By this time GE's
first light bulbs were in obvious need of improvement. Edison's bamboo filament was replaced in
1904 by metalized carbon developed by the company's research lab. That filament, in turn, was
replaced several years later by a tungsten-filament light bulb when William Coolidge, a GE
researcher, discovered a process to render the durable metal more pliable. This light bulb was so
rugged and well suited for use in automobiles, railroad cars, and street cars that it was still employed
in the early 2000s.

GE would go on to produce one of the largest lines of electrical industrial and consumer goods in the
world, later establishing (in 1900) an industrial research laboratory, where many of its later products
were developed by in-house scientists. The historical timeline of GE’s notable innovations, beginning
with Edison’s work prior to the company’s official establishment, and following GE’s incorporation in
1892, includes:

● The incandescent light bulb (1879)

● The nation’s first commercial power station (1882)
● The giant electric locomotive (1893)
● The X-ray machine (1896)
● Voice radio broadcasts
● Electric home appliances (1910)
● Vacuum tubes (1912)
● First home television (1927)
● Plastic and silicone innovations (1930s–1940s)
● Commercial jet engines (1941)
● Nuclear power (1957)
● Laser lights (1962)
● Medical devices (1976)

Through the late 19th century to the 20th century, GE became a global powerhouse known for
pioneering and innovative technological advancements and reshaping industries.
1981–2001: The Jack Welch years:

Jack Welch began working at GE as a junior chemical engineer in 1960. Rising through the company’s
ranks and across several of GE’s divisions over the next two decades, Welch became the company’s
youngest chair and CEO in 1981.

Jack Welch’s tenure at GE would solidify his position as one of the most distinguished CEOs in
American business history. Welch aggressively restructured the company’s business divisions,
established a culture of fierce competition and performance expectations, expanded GE’s
diversification-through-acquisition strategy, and shifted greater focus toward shareholder value.
Under Welch, GE Capital, the company’s financial services division, became a major profit generator.
This made Welch one of the most remarkable CEOs of his time, increasing GE’s value from $14 billion
in 1981 to $600 billion (outpacing the S&P 500) within two decades.

In 1986, under Welch’s leadership, GE purchased the RCA Corporation (which it had helped to found
in 1919), including the RCA-owned television network the National Broadcasting Company (NBC),
Inc. In 1987, GE sold RCA’s consumer electronics division to Thomson SA, a state-owned French firm,
and purchased Thomson’s medical technology division. In 1989 GE agreed to combine its European
business interests in appliances, medical systems, electrical distribution, and power systems with the
formerly unrelated British corporation General Electric Company.

2001–2019: General Electric’s height and fall :

Although GE’s consumer products are most visible to the general public, they accounted for a
minority of the company’s annual sales. A substantial portion went to the U.S. Department of
Defence. As of the early 21st century, GE’s business lines consisted of:

Finance. GE Capital traces its roots to the 1930s, where it existed to facilitate the sale of GE
consumer products. At its height in 2008, the commercial and consumer finance arm was the
seventh largest bank holding company in the U.S.

Infrastructure. The division included diesel locomotives, jet engines, water treatment systems, and
energy delivery systems such as power grids.

Consumer and industrial technologies. Appliances and lighting products—the products that made GE
a household name in the 20th century—were housed in this unit.

Health care. The chief focus was medical diagnostic and imaging products.

Media and entertainment. In 2004, GE purchased a majority stake in Vivendi Universal to create its
flagship NBC Universal division.

In the years leading up to the 2008 financial crisis, and following Welch’s departure, GE’s CEO Jeff
Immelt leveraged GE Capital funds toward the acquisition of commercial real estate (among other
acquisitions that have since been viewed in a critical light). GE also acquired WMC Mortgage, a
subprime lender. Essentially, GE’s massive real estate sector holdings were purchased near or at the
top of the market.
The financial crisis that erupted in 2008, triggered by overleveraged investments in the U.S. real
estate industry combined with risky subprime loans, plunged the value of GE Capital’s investments
and holdings and, ultimately, GE’s share price, which fell more than 80% from late 2007 to early
2009.

As the crisis ebbed, GE began the arduous task of restructuring in order to concentrate on areas of
potential growth:

In 2011, GE sold a majority stake in NBCUniversal to Comcast, which acquired the remaining shares
two years later.

Between 2015 and 2017, the company sold off pieces of GE Capital until nothing remained except its
energy finance division.

In 2016 GE moved its headquarters from Fairfield, Connecticut, to Boston.

Also in 2016, GE sold its flagship appliances division to Chinese manufacturer Haier.

In 2017, GE veteran John Flannery replaced Immelt as CEO. Net losses continued to pile up for GE.
Flannery’s tenure would last only one year, when he would be replaced by H. Lawrence (“Larry”)
Culp.

Business Divisions and Products:

General Electric’s innovations span a wide array of technological and industrial fields, including:

 Hydroelectric power. GE’s products include digital hydro plants, large hydro turbines, large
hydro generators, hydro control systems, and hydro mechanical equipment.
 Gas power. GE’s solutions for gas power encompass gas and steam turbines, generators,
condensers, and a range of plant equipment.
 Energy grids. The company’s solutions include a variety of grid equipment and services.
 Wind power. GE offers a range of products and services that encompass onshore and
offshore wind turbines as well as related equipment and services.
 Aviation. Products include turboprop engines, jet engines, and systems for commercial,
business, and military aviation.
 Industrial Internet. GE’s industrial Internet initiative focuses on solutions for the Industrial
Internet of Things (IoT)—essentially, machine-to-machine communications on an industrial
scale for the purposes of monitoring, collecting, exchanging, and analysing data with the aim
of optimizing decision speed, accuracy, and overall efficiency.
 Health care technologies. For more than a century, GE has been at the forefront of medical
technology R&D and manufacturing, contributing to advancements in X-ray machines, CT
scans, and MRIs.
 Materials science. GE’s materials initiatives include R&D for materials science, chemistry,
physics, and various engineering fields. The goal is to develop material and process solution
for industrial applications and government programs. These initiatives include materials
development, processing, testing, system design, and modelling.
GE’s portfolio of products and services underscores its extensive range of R&D initiatives and legacy
operations. GE also engages in financial services, providing financial investment in energy
infrastructure projects across the globe.

2020s: From conglomerate to technology company:

By 2020, GE’s vision would shift away from the conglomerate model and toward what would
eventually become its three primary business components: energy solutions, jet engines, and health
care technologies. In 2021, GE announced plans to divide its operations into three separate entities.

GE Healthcare. The spin-off of GE’s health technologies division was completed in January 2023; the
new company began trading on the Nasdaq under the ticker GEHC. GE kept roughly 20% of the
common stock shares of GE HealthCare.

GE Vernova. The spin-off of Vernova—a merging of GE Renewable Energy, GE Power, and GE Digital
—was completed in April 2024 and began trading under the ticker symbol GEV. GE shareholders
received one share of GE Vernova for every four shares they held at the time of the split. Because of
its market capitalization, GE Vernova joined the S&P 500 at launch.

GE Aerospace. The aerospace division remained with the parent company and continues to trade
under the ticker symbol GE.

These spin-offs represent a full-circle return to General Electric’s roots: Using technological
innovation to solve some of the world’s largest problems.

Product Portfolio :Business Consulting Group Matrix:

Current company situation:

While the Company has many areas of strength, it's also clear from current results that need some
major changes with urgency and a depth of purpose. Current Results are unacceptable, to say the
least. The first thing is the review of the Company has been, and continues to be, exhaustive. Team
performed deep dives on all aspects of the Company, and no stone must be left unturned. They are
evaluating businesses, processes, corporate and culture, how decisions are being made, thinking
about goals and accountability, incentivize people, prioritize investments in the segments; and at
the overall Company level, including global research, digital, and additive. This also being reviewed
for operating processes, team, capital allocation, and communication to investors. Everything is on
the table, and there have been no sacred cows. As more detailed look at one of Investor Meeting
in November, but at a higher level, here are the key themes and actions are being made that can
expect in November. First, driving sweeping change and moving with speed and purpose. CEO
focusing heavily on the culture of the Company. According to him culture needs to be driven by
mutual Candor and intense execution, and the accountability that must come with that. He has
announced changes to the team at the highest levels of the Company. And also made a series of
senior level changes in power business. It has announced Ed Garden from Trian is joining the
Board. Things will not stay the same at GE. In addition to changes in culture and team, It has also
shared in November on our capital allocation methods, changes we are making to analytics and
metrics, and process improvements. In particular, these changes are focused on improving the cash
generation of the Company. It has decided to manage the Company for cash and profitability in
addition to growth. Its need to hold teams accountable for the results. CEO also working with Board
on comprehensive changes to our compensation plans to better align the team with investors.
Speaking of team, Its found that to be an area of a broad strength overall. GE has dedicated teams
across the globe that customers can rely on to go the extra mile. Second: fundamentally, GE has a
strong set of businesses in leadership positions. some major challenges in our power unit, but
performance in most of the other segments is strong. That said, we have a substantial opportunity to
improve cash and margins across the entire Company. This is where CEO focusing his time and effort.
As a start, they're already implementing a plan to drive substantially in excess of $2 billion of cost
out in 2018 compared to previous target of $1 billion. It will has a much smaller, more focused
corporate; and they rightsizing business to face market realities. And will be mindful of the need to
balance aggressive focus on costs with critical investments in long-term growth initiatives.

They are looking much more disciplined at all levels of the Company on capital allocation: They have
NPI spend, P&E investments, working capital. It has to hold the team accountable for securing the
returns that we can and we should achieve from restructuring, which as view as important
investments in the future of GE businesses. We can, and we will (CEO) and can improve the cash
flow and margins of the Company.

The Company has many strong franchises, but a number of other businesses which drain investment
and management resources without the prospect for a substantial reward. will have a simpler, more
focused portfolio. To date, it has identified $20 billion plus of assets that will exit in the next one to
two years. Management reviewing potential further optionality with other assets portfolio. Each GE
business is being measured against a set of rigorous strategic and financial objectives; and the belief
that can add value to the businesses over time will serve as a central tenet in shaping GE's future
portfolio.

Current Strategy:

The primary focus is on delivering outcomes. Company aim is not define solely by the number of gas
turbines, wind turbines, jet engines, or CT scanners we manufacture. The ultimate purpose of work
is the children in distant villages who get access to electricity for the first time, the travellers who get
home safely, and the patients who receive better diagnoses and treatments in the moments that
matter most. When Teams understand customer needs and deliver outcomes for them, it can
always end up in a good place for GE employees and its owners. The center of gravity in the
Company needs to be the business units. Support them from the center only where clearly and
demonstrably add value—like shared research and technology, shared services, global footprint,
brand, and leadership development. It has completed a zero-based budget review of Corporate
operations, and in 2017 reduced Corporate costs by $0.5 billion. And intentions are cut more in
2018. Determined to explore every avenue and option to make sure our businesses have the
resources and flexibility to maximize potential in the years to come. This includes revisiting the
Company’s structure. Improve by running businesses better within current structure. The more
fundamental question must examine is whether there are other ways that would allow
management to achieve even better results. Would different structures open new and better options
for GE businesses? Could those be managed, given other constraints that have in the Company?
These considerations have been reported as a plan to “break up” GE. This is no more and no less
than a desire and an obligation to explore every option to ensure the best results for customers,
employees, and owners. CEO, We will continue to review this in 2018, and we will take steps only
when we see a clear path to better long-term outcomes for GE. There will be a GE in the future, but
it will look different from how it does today.

The Plan to build GE stronger then ever is consist of 4 major dimensions. Which are as follow.

1 DELIVER OUTCOMES FOR CUSTOMERS

Our customers are “North Star,” and their outcomes guide everything GE do. Moving forward, will
more rigorously align capital allocation strategy with customer needs and market realities. Above
all, There will always be a company that values GE customers, relationships with them, and
commitments to them. Relationship with American Airlines is a good example. In the aftermath of
9/11 and subsequent airline industry bankruptcies and mergers, GE invested in the industry when no
one else would, and many strong relationships were born of that loyalty. At GE senior leadership
meeting in Boston this past January, Robert Isom, the president of American Airlines, credited that
trust between his company and GE for American’s success. “American Airlines today wouldn’t be
here in the shape and the form it is without GE and the relationships that were built over the years,”
he said. “We need GE to be great.” Whether it’s GE largest customers like American Airlines or a
local shop, customers are counting on us to understand their problems and bring to bear all of GE’s
capabilities to solve them. One way TEAM bringing new levels of innovation and productivity to GE
customers—and simultaneously empowering GE businesses—is through digital applications. It is
seeing time and time again the outcomes that can be deliver for customers when GE pair its
technology with software and when analytics enable it to do more than equipment alone can do.

It is decided to not aiming small. GE Aviation and Digital teams, in collaboration with Qantas, built
FlightPulse,™ the first mobile application built entirely on the Predix platform for the industrial IoT.
FlightPulse is a post-flight analytics app that enables pilots to see their own operational flight ,GE
also inventing a new future for GE through additive manufacturing. Learning how to create more
advanced designs while reducing cost through the elimination of traditional manufacturing
constraints. It has been already experiencing the benefits in GE Aviation business, which used
additive manufacturing to develop a new turboprop engine in just two short years. The engine,
which passed its inaugural test in current year 2017, combines more than 850 separate components
into just 12, saving more than 5% in weight. More than one-third of the data and monitor their own
performance, all through their tablets. Using GE’s Flight Efficiency Analytics Suite, including Flight
Pulse, Qantas is on track to increase its annual fuel savings to more than 30 million kilograms of fuel,
or a 1% savings. The driving force behind this transformation is data: When you have the data, you
can put it to work, gain insights, and deliver results. Digital is critical to GE future, but tightening the
scope of where and how much GE going to invest. Sales teams’ win rates are twice as high and cycle
times are half as long when they sell Predix offerings into our own installed base. Predix-powered
orders is up over 150% in 2017. So focusing on core installed base market—where GE management
knows its businesses can win—and expect Predix product revenues will double in 2018, to
approximately $1 billion.

GE will leverage partners to pursue digital opportunities beyond core industries. There is absolutely
no change in belief in the digital future—only some adjustments in current approach. Engine is 3D-
printed, which will help provide customers with a 20% improvement in fuel burn and 10% more
power than competitor offerings in the same size class. The potential is disruptive, and the work that
teams already have done in this important area reflects GE at its very best.

In 2018, each of businesses will have a special additive manufacturing adoption strategy and goals.
Finally, we streamlined our Global Research Centers from nine to just two, and focused more tightly
and in a more deliberate manner on using them, along with Ventures arm as technology
accelerators. They are feeding new research into game-changing technologies like energy storage,
cell therapy, digital medical imaging, and other systems. Again, no change in our philosophy of
shared technology and innovation—just a sharpening of investment and approach

STRENGTHEN OUR BUSINESSES TO THRIVE IN THE DECADES AHEAD Next,

GE need,s to do whatever it takes to make sure business segments have the capability, resources,
and structures to create these outcomes. When first took stock of portfolio, A series of competitive
businesses that were fundamentally strong. But they play in infrastructure industries that have
experienced significant disruption —from globalization, digitization, shifting demands, and new
players. concluded that GE were running too many businesses at once to do them all justice. Had to
admit GE didn’t have the financial and management bandwidth to have so many large, global
businesses in the open throttle position that they need to progress. GE narrowing its long-term focus
to three key industries where impact is greatest: Aviation, Health, and Energy.

GE run competitive businesses with market-leading positions in each of these sectors, industries that
are positioned for major long-term growth. To support them, Shifting GE’s center of gravity away
from headquarters to empower the businesses with more resources. Have identified more than $20
billion of assets for potential exit and currently have more than 20 dispositions in active discussions.
The past year already brought some significant changes to GE businesses.

In July, GE completed the transaction to create Baker Hughes, a GE company (BHGE), in which it hold
a 62.5% stake. In the third quarter, combined Energy Connections business with Power business to
form one integrated business called GE Power.

Performance by business was mixed for the year: Aviation grew margins 100 basis points while
delivering 459 LEAP2 engines with improving cost positions. Growth in commercial and military
services helped on set margin pressure from the launch and production ramp-up of LEAP.

Healthcare grew revenue by 5% and margins by 70 basis points, and new product launches like
Pristina™ patient assisted mammography helped drive continued growth. With leading positions in
imaging and life sciences, together with GE digital and analytics capabilities, Healthcare is well-
placed to transform the future of the industry.

Renewable Energy increased profit by 26%. Its agreements to supply wind farms in Sweden,
Australia, Thailand, the U.S., and many other places around the world will generate 8 gigawatts of
renewable power.
Markets for GE Transportation and Oil & Gas segments remained challenging, leading to lower
volume and profit in those segments. But despite a difficult North American freight rail market, the
Transportation team landed some exciting customer wins, including a 200-locomotive order with
Canadian National Railway the largest order from a Class 1 railroad to any equipment manufacturer
since 2014.

Oil & Gas is making strong progress on integration and synergy targets are on track. The team
secured several major commercial wins, including its first full stream agreement with Twinza to
support an on shore project in Papua New Guinea.

Current and Lighting operating profit was $93 million, up from a loss of $56 million last year. Current
is helping customers like Walmart, JPMorgan Chase, and GM save millions of dollars in energy costs
through sensor-enabled LEDs and software applications. Lighting partnered with retailers to lead the
LED shift while innovating in the smart-home market, including launching the world’s first lighting
product embedded with Amazon’s Alexa Voice Service.

Capital enabled $14.4 billion of industrial orders in 2017 and ended the year with $157 billion of
assets, including $31 billion of liquidity. However GE incurred $0.91 per share of charges related to
our run-on insurance operations and related actions taking to make Capital smaller and more
focused, while continuing to focus on vital industrial partnerships. While we exited most of
insurance operations more than a decade ago, in 2017 that took a charge to add to insurance
reserves for our run-on insurance operations. Disappointed in the magnitude of this charge, but
these actions, along with suspending dividends from GE Capital to GE, will be sufficient to restore GE
Capital’s capital adequacy to appropriate levels by the end of 2019.

Power is competing in an environment that is far more challenging than the anticipated this time
last year, and its earnings were down 45% in 2017. Preparing for a market that could be as low as 30
gigawatts in 2018, deteriorating further into 2019. And it will take GE into 2019 to right-size business
for this. Over the past several months, It have examined every inch of this business and have a plan
to reset, refocus, and renew Power.

3 RUN THE COMPANY FOR CASH

Cash should be the top of mind for GE and our investors, and performance through the
first three quarters of 2017 fell short. higher-than the expected $7.8 billion of Industrial CFOA5 in
the fourth quarter reflects our improving discipline and execution. GE has decided to continue to
increase its visibility and execution on cash. It’s a similar story on costs. As came into the year with a
structural cost-out target of $1 billion. GE has raised that in the third quarter, to $1.5 billion, and
delivered a little higher than that, at $1.7 billion for the year. It will cut an additional $2 billion in
structural costs in 2018. In addition, focused on product costs, attacking cost of quality, reducing
manufacturing overhead, and accelerating the implementation of additive design and
manufacturing. Cost cuts also lead to reductions in workforce. GE Recognize that they can
profoundly disrupt impacted employees, their families, and their communities. It can never lose
sight of what those cuts mean in people’s lives.

Finally, ensuring that GE has compensation programs, goals, and metrics that drive it to perform on a
consistent basis over the long term. Focusing on simpler reporting metrics like revenue, operating
profit, and free cash flow. Compensation for senior executives now includes a higher mix of equity,
and annual bonus program will be more closely tied to each business performance. These changes
are designed to motivate teams and leaders to focus on execution and cash.

The other side of running GE better is building stronger processes around capital allocation and
managing enterprise risk.GE has established a robust capital allocation framework and process in
the past six months. This will allow to improve capital allocation on two levels. And have added more
quantitative measures to assess alternatives for deploying the Company’s excess cash flow and to
make it easier to compare the relative risk and return of dividend policy, share repurchases,
acquisitions, divestitures, and joint venture investments. These will include things like intrinsic value
analysis in the case of share repurchases, optimized capital structures and dividend policies, and a
constant evaluation of portfolio assets and where want to expand or contract. The reality, though, is
that most of the Company’s capital is already allocated before getting to these kinds of topics. In
view every single decision—whether it is product development, salesforce size, or other everyday
factors—as a capital allocation decision. It must weigh these empirically and hold teams
accountable for the results.

Ge formed an investment committee reporting to Chairman that includes all GE business unit
leaders. They help assess where to invest—making sure allocate to the highest and best risk-
adjusted returns, double down on areas where GE has strong prospects, and reduce capital fl ow into
areas that have lesser prospects. There will be and must be winners and losers in capital allocation
process.

4 DRIVE A CULTURE OF CANDOR AND ACCOUNTABILITY IN OUR TEAMS

GE teams built the first jet engine in the U.S., pioneered the LED, and designed the first MRI scanner
for the brain. The passion, meritocracy, diversity, and integrity of people have been and always will
be the cornerstone of what GR is. Yet there are lots of opportunities to sharpen how GE work. CEO
constantly pushing for more accountability at all levels of GE. He believe the culture they need to
foster starts with , and he has taken tangible steps in that direction. For example, all employees can
ask him questions and give him feedback through an internal website. The community chooses
which questions he answer by video every Friday. These videos won’t win any awards for
cinematography, but they are valuable for him to reach the team directly and personally. He receive
a lot of feedback and insights through that site, email, and other tools. No opinion or question is o f
limits for him or the leadership team. For example, He received a lot of constructive feedback about
some of the content in an employee broadcast . He heard the team’s concerns loud and clear,
responded immediately, and will moved forward. CEO talk almost every day, and meet formally
every two weeks to collaborate on strategy, risks, and execution across GE’s business units.

They also are significantly reducing the size of Board and bringing in new experts with fresh
perspectives. This revamped Board will continue to help move GE forward. The best people, the best
culture this is what makes everything else possible.

At the end of the day, exist to deliver outcomes for customers, performance for owners, and an
environment for employees that motivates them, excites them, and rewards them for delivering
those outcomes and that performance. THE PATH FORWARD All of this will make 2018 a reset year.
This is the next step in GE evolution.
 See protectionism and nationalism continue to rise in many places amid growing U.S.-China trade
tensions, uncertainty about the future of NAFTA and other trade agreements, and new import tariffs
around the world. Even business leaders, traditionally the champions of open markets, are turning
inward; 55% of executives surveyed around the world in GE recently released Global Innovation
Barometer think protectionist policies will benefit their businesses. As a global multinational with
operations in more than 180 countries that sells more than 60% of what GE make to customers
abroad, disfavour barriers to trade, investment, and the movement of people. At the same time, in
an increasingly protectionist world, GE global footprint becomes more and more of a singular asset.

GE will continue to be a strong voice in support of free trade and robust international competition.
On balance, encouraged by stronger global economic growth. Developed markets remain key to GE,
but are redoubling focus on China, India, and emerging markets like Southeast Asia, the Middle East,
and Africa. More than 1.5 billion people around the world still lack access to the basics of modern
healthcare, electricity, and contemporary transportation. India and the Middle East will each need to
order about 30 gigawatts of electricity every year to meet the needs of their growing populations.
China will need to add three million hospital beds by 2020. Southeast Asian countries spend more
than $180 billion on infrastructure every year. GE stands uniquely ready to meet these huge needs.

Current Vision & Mission :

GE itself does not have vision and Mission statement but has plan to achieve great milestones by
fullfil needs of people instead of just selling goods and services.

General Electric Company’s (GE) visions and mission statement designed to bring the business to
thefrontline of industrial progress. Acorporate vision statement reects thefuture aims of the
business. In GE’s case,the corporate vision indicates leadershipas a digital industrial company. On
theother hand, a company’s corporatemission statement ideally shows thekinds of strategies that
the business

Managers use General Electric’s corporate mission statement to develop strategies forthe various
areas of operations throughout the organization. Such strategies provide ageneral approach for
addressing business needs in the different subsidiaries of thebusiness. For example, GE employs
general corporate strategies and subsidiary-specicstrategies for its operations in the aviation, oil
and gas, and electric lighting industries.Also, these strategies inuenceGeneral Electric’s operations
management approaches.

General Electric’s Vision Statement

General Electric Company’s corporate vision is “

to become the world’s premier digitalindustrial company, transforming industry with software-
dened machines and solutions that are connected, responsive and predictive.
” In addition to this corporate visionstatement, GE species that these machines and solutions are
for “
executing criticaloutcomes for our customers.
” The company caters to the needs of a diverse population ofcustomers. For example, customers in
the oil and gas, aerospace/aviation, healthcare,power, transportation, and electric lighting industries
are considered. The followingcomponents are most notable in General Electric’s vision statement:1.
To become the world’s premier digital industrial company2. Transforming industry with software-
dened machines and solutions that areconnected, responsive and predictive3. Executing critical
outcomes for our customers

The rst element of the corporate vision statement shows that General Electric aims tobe not
just any digital industrial company, but the premier one. To achieve and maintainthis status, the
company continues to evolve to stay ahead of competitors. For example,GE integrates advanced
computing technologies in its healthcare andaerospace/aviation products. On the other hand, the
second component of the visionstatement denes what General Electric Company aims to do in
terms of its products.For instance, these products are software-dened machines and solutions
thattransform industry. The third element of the corporate vision states what GE offers
to itscustomers. Specically, the company aims to help customers execute critical outcomes.These
components of the corporate vision statement are also reected in GeneralElectric’s corporate
mission statement, especially in terms of the company’scontribution to industrial progress.

General Electric’s Mission Statement

General Electric Company’s corporate mission is “

to invent the next industrial era, tobuild, move, power and cure the world.
” In this regard, the company accounts for theevolution of industries and markets. For example,
large-scale changes in the electric lighting, power, and transportation industries are considered
in the development of thiscurrent corporate mission statement, showing GE’s aims for long-term
success, far intothe future. Thus, General Electric’s mission statement has the following
majorcomponents:1. To invent the next industrial era2. To build, move, power and cure the
worldThe rst element of General Electric’s corporate mission statement describes what
thecompany generally does as its main business activity, which is to invent the nextindustrial era. To
do so, GE ensures that it keeps evolving to introduce new and advancedproducts that support
industrial progress. This aim inuencesGeneral ElectricCompany’s generic competitive strategy
and intensive growth strategies. The secondcomponent of the corporate mission indicates what the
company aims to achieve ininventing the next industrial era. For example, GE’s operations
build, move, power andcure the world. This component of the corporate mission helps dene the
productselement ofGeneral Electric’s marketing mix (4Ps), and shows that the company
hasoperations in the transportation and aerospace, oil and gas, energy, electric lighting,
andhealthcare industries. Considering that inventing the next industrial era is evident ofbeing a
premier digital industrial company, General Electric’s corporate missionstatement and corporate
vision statement are strongly connected to each other.
Analysis & Recommendations – General ElectricCompany’s Corporate Mission & Corporate Vision
General Electric’s corporate vision statement has components that satisfy the standardsfor writing
the ideal vision statement. For example, the ideal corporate vision has anabstract description of a
future business condition that is specically suited to thebusiness under consideration. GE’s
corporate vision statement satises these ideal

conventions because it is specic enough to describe the company’s products, andabstract enough
to encompass the entire organization and its operations as a digitalindustrial company. Thus,
General Electric Company has a satisfactory vision statement.General Electric’s corporate mission
statement is concise and brief, but satises onlysome of the conventions in writing an ideal mission
statement. An ideal missionstatement should generally indicate what the company does, while
providing generalideas about how the business it to reach its vision. In this case, GE’s corporate
missionprovides a general description of what the business does, such as inventing the nextindustrial
era, and building, moving, powering, and curing the world. Even though itappropriately represents
current business operations, General Electric’s missionstatement lacks information about how
the company will invent the next industrial era,or how it will achieve and maintain being the premier
digital industrial companyhighlighted in the corporate vision statement. In this regard, it is
recommended thatGeneral Electric Company add more information into its corporate mission
statement toshow how the company should reach its corporate vision, to more effectively
guidebusiness strategies.
References
Ekpe, E. O., Eneh, S. I., & Inyang, B. J. (2015). Leveraging Organizational Performancethrough
Effective Mission Statement.
International Business Research
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(9), 135.General Electric Company – Annual Report.General Electric Company – Form 10-K.General
Electric Company – Our Strategy.King, D. L., Case, C. J., & Premo, K. M. (2014). Does Company Size
Affect MissionStatement Content?
Academy of Strategic Management Journal
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(1), 21.Kirkpatrick, S. (2016).
Build a Better Vision Statement: Extending Research with Practical Advice
. Rowman & Littleeld.

Proposed Vision & Mission Statement: