The CENSEI Report May 28

Page 48

Not another round of beer: Will san miguel’s ambitious diversification plan work?

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-acquisitions way to profitable growth noted to be businesses that gave the company a stronger foundation lacking in the company’s then existing business portfolio. He also said that the decisions in shutting down businesses were made when those businesses did not yield a good return or when those businesses did not produce product excellence as in the case of GE’s motor and privateequity investment business. At some point, any expansion has to come to a halt, if only to allow the expanding company to digest its

Growth Traits Growth Leaders Inspire and develop people who know how to help customers and GE grow

Emerging Markets

acquisitions. Such was the case in GE’s decision to stop its acquisition spree. According to the news article, General Electric Says No More Big Deals in 2011, some investors thought that the conglomerate was “extending itself too much with acquisitions” and that GE’s capital spending was worrisome. CEO Immelts addressed these worries as he said that there will no longer be any acquisitions after the completion of the transactions GE closed in 2011, including energy investments.

Customers Use process excellence to satisfy customers and drive growth

Lean Six Sigma Net-Promoter Score Innovation Generate new ideas, and develop capabilities to make them a reality

Execute for Growth: A Six-Part Process General Electric's leaders use this diagram internally to explain how specific initiatives fit into a larger organic growth process

Globalization Create opportunities everywhere, and expand in developing global markets

Imagination Breakthroughs CECOR Framework

Great Technology Have the best products, content, and services

One GE: Enterprise Selling and Brand

Commercial Excellence Develop world-class sales and marketing talent, and demonstrate the value of "one GE"

New Product Introduction Ecomagination

Source: Growth as a Process, Harvard Business Review interview with Jeffrey R. Immelt, June 2006

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