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Power failure : the rise and fall of an American icon
\"The dramatic rise-and unimaginable fall-of America's most iconic corporation by New York Times bestselling author and pre-eminent financial journalist William D. Cohan No company embodied American ingenuity, innovation, and industrial power more spectacularly and more consistently than the General Electric Company. GE once developed and manufactured many of the inventions we take for granted today, nearly everything from the lightbulb to the jet engine. GE also built a cult of financial and leadership success envied across the globe and became the world's most valuable and most admired company. But even at the height of its prestige and influence, cracks were forming in its formidable foundation. In a masterful re-appraisal of a company that once claimed to \"bring good things to life,\" pre-eminent financial journalist William D. Cohan argues that the incredible story of GE's rise and fall is not only a paragon, but also a prism through which we can better understand American capitalism. Beginning with its founding, innovations, and exponential growth through acquisitions and mergers, Cohan plumbs the depths of GE's storied management culture, its pioneering doctrine of shareholder value, and its seemingly hidden blind spots, to reveal that GE wasn't immune from the hubris and avoidable mistakes suffered by many other corporations. In POWER FAILURE, Cohan punctures the myth of GE, exploring in a rich narrative how a once-great company wound up broken and in tatters-a cautionary tale for the ages\"-- Provided by publisher.
Book
The Education of Ronald Reagan
In October 1964, Ronald Reagan gave a televised speech in support of Republican presidential nominee Barry Goldwater. \"The Speech,\" as it has come to be known, helped launch Ronald Reagan as a leading force in the American conservative movement. However, less than twenty years earlier, Reagan was a prominent Hollywood liberal, the president of the Screen Actors Guild, and a fervent supporter of FDR and Harry Truman. While many agree that Reagan's anticommunism grew out of his experiences with the Hollywood communists of the late 1940s, the origins of his conservative ideology have remained obscure. Based on a newly discovered collection of private papers as well as interviews and corporate documents, The Education of Ronald Reagan offers new insights into Reagan's ideological development and his political ascendancy. Thomas W. Evans links the eight years (1954-1962) in which Reagan worked for General Electric—acting as host of its television program, GE Theater, and traveling the country as the company's public-relations envoy-to his conversion to conservatism. In particular, Evans reveals the profound influence of GE executive Lemuel Boulware, who would become Reagan's political and ideological mentor. Boulware, known for his tough stance against union officials and his innovative corporate strategies to win over workers, championed the core tenets of modern American conservatism-free-market fundamentalism, anticommunism, lower taxes, and limited government. Building on the ideas and influence of Boulware, Reagan would soon begin his rise as a national political figure and an icon of the American conservative movement.
eBook
Hot seat : hard-won lessons in challenging times
A memoir of successful leadership in times of crisis: the former CEO of General Electric, named one of the \"World's Best CEOs\" three times by Barron's, shares the hard-won lessons he learned from his experience leading GE immediately after 9/11, through the economic devastation of the 2008-09 financial crisis, and into an increasingly globalized world. In September 2001, Jeff Immelt replaced the most famous CEO in history, Jack Welch, at the helm of General Electric. Less than a week into his tenure, the 9/11 terrorist attacks shook the nation, and the company, to its core. GE was connected to nearly every part of the tragedy -- GE-financed planes powered by GE-manufactured engines had just destroyed real estate that was insured by GE-issued policies. Facing an unprecedented situation, Immelt knew his response would set the tone for businesses everywhere that looked to GE - one of America's biggest and most-heralded corporations - for direction. No pressure. Over the next sixteen years, Immelt would lead GE through many more dire moments, from the 2008-09 Global Financial Crisis to the 2011 meltdown of Fukushima's nuclear reactors, which were designed by GE. But Immelt's biggest challenge was inherited: Welch had handed over a company that had great people, but was short on innovation. Immelt set out to change GE's focus by making it more global, more rooted in technology, and more diverse. But the stock market rarely rewarded his efforts, and GE struggled. In Hot Seat, Immelt offers a rigorous, candid interrogation of himself and his tenure, detailing for the first time his proudest moments and his biggest mistakes. The most crucial component of leadership, he writes, is the willingness to make decisions. But knowing what to do is a thousand times easier than knowing when to do it. Perseverance, combined with clear communication, can ensure progress, if not perfection, he says. That won't protect any CEO from second-guessing, but Immelt explains how he's pushed through even the most withering criticism: by staying focused on his team and the goals they tried to achieve. As the business world continues to be rocked by stunning economic upheaval, Hot Seat is an urgently needed, and unusually raw, source of authoritative guidance for decisive leadership in uncertain times.
More Than Management Development
Published in 1977, this is a detailed account of the results of controversial methods as they were applied in a major company, when twenty-one managers came together for eight months to grapple with important problems for the purpose of learning some of the skills required for senior management.
eBook
الفخ الأميركي : معركتي لكشف الحرب الاقتصادية الأميركية السرية ضد بقية العالم
يأتي هذا النص الذي شارك المراسل الصحفي ماتيو آرون في كتابته في إطار عرض الطرق والوسائل التي أعتمدتها الإدارة الأميركية لإخضاع الشركات الأوروبية المتعددة الجنسيات، ولا سيما الفرنسية منها بحجة مكافحة الفساد سعيا منها للهيمنة على قطاع الطاقة والاستحواذ على الشريحة الكبرى منه. وقضية شركة ألستوم الفرنسية مثال حي على ذلك، فقد ألقي بييروتشي في السجن وألصق به القضاء الأميركي تهم الفساد وتعرض لأبشع أنواع الابتزاز، ما اضطر شركته إلى التخلي عنه وبيع أصولها لشركة جنرال إلكتريك الأميركية. يروي كتاب الفخ الأميركي تجربة بييروتشي القاسية منذ أن وطئت قدماه الأراضي الأميركية في رحلة عمل إلى أن تركها عائدا إلى فرنسا بعد تنقله بين عدة سجون أميركية، حيث اختبر الطرق الملتوية للقضاء الأميركي. يتميز هذا الكتاب بطريقة السرد المشوقة للأحداث التي أحاطت بالقضية، بدءا بتوقيف بييروتشي في مطار جون كينيدي في نيويورك حتى إعادته إلى فرنسا. أسلوب راق في الكتابة، تسلسل واضح للأحداث وتحليل دقيق للنيات والغايات مع عرض صادق لمشاعر بييروتشي والأحاسيس التي انتابته طوال فترة توقيفه.
Book
Architecture, attention, and adaptation in the multibusiness firm: General electric from 1951 to 2001
In this study, we analyze how the organizational architecture o f a multibusiness firm affects the adaptation of its constituent business units. Using an inductive analysis of GE's governance system from 1951 to 2001, we examine how the integration of corporate and business unit attention occurs within and across the firm's governance channels. Our theory identifies an unexplored aspect of the M-form's architecture: collective vertical interactions between the corporate office and business units through cross-level channels. Overall, we articulate three types of channel integration—cross-level, s s-functional, and channel coupling—and examine their effects on responsiveness to threats and opportunities. We find that despite an elaborate organizational architecture, there were periods when GE's governance system did not allow for coordination of corporate and business unit agendas. Our theory proposes that the temporal coupling of specialized, cross-level channels creates an organizational architecture that is both differentiated and integrated. This architecture integrates levels and issues simultaneously, yet focuses attention sequentially, providing more effective conditions for joint attention and coordination between the corporation office and the business unit and adaptive change at the business unit level.
Journal Article
ROBERT LE ROSSIGNOL, 1884–1976: ENGINEER OF THE 'HABER' PROCESS
In March 1908, the BASF at Ludwigshafen provided financial support to Fritz Haber in his attempt to synthesize ammonia from the elements. The process that now famously bears his name was demonstrated to BASF in July 1909. However, its engineer was Haber's private assistant, Robert Le Rossignol, a young British chemist from the Channel Islands with whom Haber made a generous financial arrangement regarding subsequent royalties. Le Rossignol left Haber in August 1909 as BASF began the industrialization of their process, taking a consultancy at the Osram works in Berlin. He was interned briefly during World War I before being released to resume his occupation. His position eventually led to His Majesty's Government formulating a national policy regarding released British internees in Germany. After the war Le Rossignol spent his professional life at the GEC laboratories in the UK, first making fundamental contributions to the development of high-power radio transmitting valves, then later developing smaller valves used as mobile power sources in the airborne radars of World War II. Through his share of Haber's royalties, Le Rossignol became wealthy. In retirement, he and his wife gave their money away to charitable causes.
Journal Article
Nightshining
\"A braided memoir about flooding in the Catskills, the region's history regarding GE and cloud seeding, and the author's personal experiences.\"-- Provided by publisher.
BOOK
More Than Management Development
Cover -- Half Title -- Title -- Copyright -- Contents -- Foreword -- Preface -- PART ONE THE ACTION LEARNING PROGRAMME -- 1 ACTION LEARNING, Professor Reg Revans The business of learning about business -- 2 PROGRAMME OUTLINE, David Casey General description of the programme -- 3 PROGRAMME DEVELOPMENT, David Pearce How the action learning programme was developed at GEC -- PART TWO PARTICIPANTS' EXPERIENCES -- 4 THE PROJECT IS EVERYTHING, Bill Prince A micro-electronics product policy problem tackled by a manager from another part of GEC -- 5 LEARNING HOW TO LEARN, Peter Preston Participants from the Post Office and GEC work together -- 6 THIS IS THE WAY TO UNLOCK RESOURCES, Don Howell A GEC manager is assigned to a major problem in a government department -- 7 IT DIDN'T WORK FOR ME, David Carr A manager tries to take on his own job as an action learning project -- 8 NOW ... TO RUN A COMPANY, Colin Gaskell A project within his own company, but outside his own job, by a GEC manager -- 9 COMMUNICATION IS THE KEY TO GETTING COMMITMENT, Barry Scott A technical manager takes on a systems problem in another part of GEC -- PART THREE ALP INTERNATIONAL AND DUNCHURCH INDUSTRIAL STAFF COLLEGE -- 10 THE CHALLENGE WAS WORTH IT, Ray Godsall What the industrial staff college which housed the programme felt -- 11 DON'T CALL ME TEACHER, Bob Garratt An ALP project adviser's view from his set -- 12 ALP IS LEARNING TOO, Jean Lawrence A director of ALP International reviews her programme involvement -- PART FOUR THE IMPACT OF ACTION LEARNING ON GEC -- 13 WE'D DO IT AGAIN, Clem Jansen and Don Sinclair Two GEC managers review the project carried out in their company -- 14 YOU DON'T NEED TO BE AN EXPERT, Glyn Trollop GEC's group personnel manager reviews his experiences as a set adviser.
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