Ge’s Digital Revolution: Re-defining The E In Ge” (hbs Case: 9-302-001)

OverviewOrganizations which adopt scientific alterations in to capitalize on their means competencies atomic number 18 called high-technology administrations (cited in Laudon Traver , 2007 . Strategic oversight of high-technology organizations involves a perpetual process of managing compound because the need is one of implementing a continual improvement program by automating existing personal credit line processes . As a result high-technology organizations go through a eonian process of melody process reengineering . Existing business processes be reengineered to capitalize on technological innovations . Embedding technological innovations into existing business processes is not an easy task because the need is one of ensuring strategic alignment between business strategies and technology strategies . There is no doubt that technological innovations can save costs by streamlining the different business processes . However there are challenges to implementing these technological innovations and that is why , when it comes to managing high technology organizations , there is a little need for the management to create an organizational socialization which set strategic changeCase briefThe issue of the case is GE s migration to the technological innovation of conducting business operations online . The case highlights Welch s leadership as the diminutive factor in GE s transformation as a high-technology organization . When Welch became CEO , he immediately set pop to change the organizational culture of the company by streamlining and redefining its processes , by engendering the people and by renewing its strategies . Nearing retirement , he was still a stranger to the business potential of the lucre until he saw the light while on pass . Upon returning he immediately launched the e-business initiative . GE Plastics had already started an e-business initiative on its own . However Welch s initiative speeded up the transition . GE Plastics served as an example for the other business units Dissemination of information in the company was facilitated by a regular series of meetings and discussion forums round the year .

transferable best practices were researched and applied and through this process GE evolved from change online to buying online to conducting its internal operations online . GE Plastics was the success point as it targeted conducting 90 of its transactions online . However , given the bulky size of GE at the time it was implementing the e-business initiative managing change was a complex task . The case illustrates the organizational culture that was GE s number one enabling capability in managing the structural change of migrating to Internet-age competitivenessGE s capabilitiesCapabilities are the basis on which an organization builds its competitive advantage and in this respect one of the closely of import capabilities at GE was its environment which promoted a continuous process of strategic change . Capabilities lose their value if they are reproducible by competitors . Therefore business organizations strive to develop core competencies which make its operations unique in wrong of efficient and effective resource allocation . The challenge for the management in this respect is to develop the kind of core competencies which competitors cannot re-create . This was the area in which GE had one of its most important capabilities : the area of organizational culture . One...If you want to get a full essay, order it on our website: Ordercustompaper.com

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