On October 7, 2001, the new chairman and CEO CEO of General Electric Company conducted a wonderful in CCTV's "Dialogue" program with China IT industry, home appliance industry and other industries. Dialogue, in its time, Immert's positioning and role of CEO, the mental journey of the promotion, GE's corporate cultural values, and GE's development strategy, especially the Greater China's strategy, published brief insights.
GE business model
- "When the crisis, this business model is very helpful to us ..."
We are now in an unstable period. The economic situation of the world is very unstable, and the economic situation of the United States is very difficult, and Japan's economy is now very difficult. It is now probably our most difficult time in the past 25 years.
At this moment, the business model of GE played a role. This business model has three aspects, the first is the diversification of business. Our business, including GE aircraft engines, medical systems, financial services, etc., diversified of this business gives us a chance to develop. Although sometimes we have a little business, it is good. For example, 9.11 events have had a great impact on our aircraft engine services because the global aviation industry will be hit hard. But our medical system, and the financial service department does make up for insufficient. So our overall business can still grow in the case of a bad economic situation.
Second, we have a very good operational mechanism. We know how to measure the company's business, we can study data, and you can do very quickly. On the day of the crisis, I can communicate with employees, and have made some corresponding adjustments, and have done some decisions on the future. To a large extent, our real-time database, we have real-time data to measure business, and make corresponding countermeasures immediately. This is very important at the time of the crisis.
Third we have very good talents. In this moment, we rely on our talents and make decisions on them. Especially at the time of the crisis, talents play a very important role. Sometimes everyone asks me about the future, I will give them an official answer, but I am thinking deeply in my heart, I don't know. I don't know what will be given to us in the future. We live in a very unstable period. But I know that we have a very good business model, we have a good operational mechanism, we have a good talent. So when this crisis, this business model is very helpful to us.
GE- technology leads
I hope that GE really becomes a technology leader, with technology-centric companies. One of my initiatives is to greatly expand our research base and R & D center, which means that our business leaders attach great importance to the development of new technologies, and promote future growth. As for new technologies, I hope our medical technology, health care technology is rapidly developed, which is better than today. I think this is also a hot spot in the future development of the world, and we will continue to grow in this regard. We are also seeing an opportunity for energy and developing in energy technology. We increase the range of products of the aircraft engine. We believe that this is also an important growth area. In the past year, we also studied new technologies in electronic communications, and see if GE will have new opportunities in this regard, we are still uncertain, but that is a field we are confident that will become more and more in the future. I am concerned about technology, technology, etc. every day. If you see that GE has entered the new technology field in the next few years, there is a new growth, you should not be surprised. I hope that GE has become a company based on science and technology.
Diversification of enterprises
The most important of diversification is to operate different services in different ways.
GE has been diversified for many years. I really think that diversification can help your business, making your business more balanced, can help you have some difficulties and crises in the economic cycle. But the most important aspect of diversification is to operate each business in a different way, not all things to operate. I often see that the corporate leaders will make a mistake. He will feel that all things can be used. For example, in the automotive industry can play, you can use the financial industry to move experience, and the financial industry is effective. It can be used in the manufacturing industry. This is not. We let the business units develop their own characteristics, their own culture, their strengths. We can put them together because we have a common value, let employees have the same opportunities in common values. Diversification is a difficult process, I think the most important thing is that you have to know, what is different for different business, what is the same, and what kind of practice. For example, a different approach has a method of treating a customer, an investment method. The same thing has attitudes to employees, as well as financial system. I do believe that China's companies are still growing, still developing, I think the company has diversified in China or has a chance, maybe business development and acquisition is only one of them.
I feel that every company, it is definitely doing things first, if you are a small company, even you are a big company, you must do your existing business first, then use it as a future Perform a diversified basis. But there is a diversity, and there is no thing to do well, which is impossible to succeed. In other words, you have several business units, but which is not fine, not certain to succeed. In fact, in the past two decades, GE almost exited more than 100 business. Some business we have done well, we will quit, such as TV, we will not do it. There are some national defense electronic equipment, we don't do it. There are many similar examples. We are not doing anything well. We find our business, and concentrate on doing it.
GE's integrity - integrity is ultimately helps the success of the business
I think there are three traditions in our company, one is performance, one is integrity, one is change.
It is very important in GE integrity. We have long found that integrity is not only important for the company's reputation, but will eventually help business more successful. Any country or company, they want to deal with people who can trust, transparency companies. This will eventually make the business success. We all comply with the GE values listed on the GE values card.
The value above this card is our company's many guidelines, and we use these values to assess our managers. For example, asses the leaders of GE, we are all in terms of two aspects, one is their performance, the other is their integrity. Many years of experience tell us that if you are good, your performance will be fine. When we evaluate managers, when they achieve good performance, when integrity is good, they will be very easy to assess, and these people will be improved. If some people have a good performance, but integrity is very good, we also give them a second opportunity. If some people have a bad performance, honesty is not good, it is easy, let him roll the roll away. But manage those good performance, but honesty, very challenging. If they achieve performance by deceiving others, violating rules, according to my experience, the suggestion I will give you the advice is to remove these people. Although their short-term performance is good, they will corrode the entire mechanism, which will destroy the entire cooperative environment, and your company will damage due to their damage, and their results are short-term. So I feel that integrity is the basis of us to do anything, it is the basis of our development or development of new business in other countries. And I believe this is the foundation of any good company, and I know that in the G senior managers don't just pay attention to their own integrity, but also manage these employees under his hand, let them be a honest employee. I don't want to do this. - Integrity training
Everyone has to be integrity. In fact, everyone will follow integrity from the first day of joining GE. We have eight thousand employees in China, almost less than five years of work, are new to the company. Whether in China, in India, or in the United States, when employees join the company, the first thing they enter GE is to train honesty, this is the case. We also do integrity training with our partners. All departments of the company must do this, so this is from the beginning to the company. I think the company should be a human side. It is composed of people, people want to work in a honest environment, people want to deal with people with integrity. So you guiding a company must respect people first, so integrity is very important.
So how do you implement integrity training? Our training includes face-to-face training, including training on the Internet. We have company leaders personally to do integrity training and explain the company's policy. We also insist on using Internet training to further strengthen our employees, so employees can learn at home or at work. But I feel that the most important thing is that in the past five years, in Asia and China, we demand that the person in charge of the departments will be responsible for integrity training. That is to say, we are not to let the Ministry of Human Resources or lawyers to be responsible for integrity training. We ask the department leaders, the CEOs, general managers, sales management, etc. of various business departments to be responsible for integrity training. The best thing we did is that it does not use integrity as a legal thing, integrity is not just a legal rule. Integrity policy must be in accordance with the law, but if you give it to a lawyer, no one is willing to listen to the lawyer, so you must make it a matter of business leaders.
Cultural differences or obstacles in language constitute a challenge to our integrity system. Because Chinese people speak Chinese, Americans speak English, culture is different, to solve these obstacles, so that integrity is truly rooted in everyone's heart. First, from the basis, local language, local training ability, must be established. But there are some real challenges. When I work in the GE Medical System Department, we are very important to use almost 100 agents in China. We must slowly advance so that we can supervise them in accordance with our policies. This means that there are some agents to abandon every year because they can't comply with our integrity rules, so it is necessary to have a supervision, measure performance, and remove unqualified people. So we have to advance it slowly, you must have a thing to do something, we must consider the consequences of this matter. So we have to have specific practices to understand local norms, cultural and business models. In the end we found that we will give up anywhere in the world, we don't have to give up the principles or values of GE. - Integrity cannot be localized
Our integrity standards are resolute and is absolutely globally. We will not give up the business in any country, we may lose business for this purpose. In fact, on the basis of the world's legal basis, US companies are different from European companies, we will lose business in many cases. We may not be able to participate in some business related to the government. But I will be very happy to do this choice, because I finally believe that people I feel that the competition is very important. It will have transparency in global competition. I think the global practices will become more and more Convergence.
I respect different laws in different countries. I feel very important. China's law is good, and India's laws should be respectful. And it is important to be a local supplier. When I came to China, I met with my sales team to ensure that our way of acting must respect local culture, local law, and must conduct customer development in the local area. Only when we encounter some practices, we think that we don't meet our global operational norms, but we don't have to have business around the world, so this is the choice of companies, what you want to do? Business, which business puts the focus, but if the local legal environment is different from our development goals, we can choose to develop this business in that country. Different, this is two different problems with how you better serve local Chinese customers.
Now returning to this integrity problem, I am not coming to everyone today, it is not to say that only one method can be effective. I think many methods are very effective, but I think this is the only way to succeed in GE. In my career, I seem to be responsible for GE appliance repair services at that time, we produced a refrigerator, the compressor of the refrigerator, may appear in the warranty period, or maybe The warranty period, so I have to report to Welch, in order to replace 3.33 million compressors within 12 months, it will spend $ 600 million in cost. At that time, I was 30 years old. I would like to tell him that thing, saying that I want to spend more than 600 million dollars of money to repair the compressor of the refrigerator. At that time, I was sweating, it was very nervous, but he asked a lot of questions, spent a long time to ask data, information, asked a lot. Finally, he said, though, although we don't have to do this, but you know that our most important is our brand, our reputation, our customers. So in my long career, we have been acting on such values. I agree with you, the things on the paper are empty, and it is true to implement it. This is a thing I have encountered in my early career. It can explain that GE's leaders pay attention to honesty and pay attention to the brand. * Globalization of the company I can talk to everyone how I look at globalization, what is the globalization company? When the GE Medical System Group came to China, I was responsible for the medical system group, and we have three things we think. First we want to become an excellent local customer supplier, that is to say to ensure that every Chinese customer is equally supported with our customers in Chicago or Paris, that is, That is to treat other customers in the world. So my globalization philosophy is:
First of all, the customer is the same worldwide, no matter where the customer is, whether in developed countries, or in developing countries, they all have the same value, they must get the same respect. So I told the first requirement of the philosophy of globalization, I insisted on the first place around the world.
The second point is to develop the ability of the country. When we come to China, we are not only selling products in China, while technological investment in China, can be exported, and can lay the foundation for the growth of future capabilities. That is, it is not only to get things from the customer, and also invest in there. So today we export CT scanner, our export service, we export products from China, all of which is done in accordance with global standards, very competitive standards. They are based on the same standard, rather than having a global standard, and a local standard. So this is the second point to invest in the local capacity.
The third point is to invest in talents, ensuring that employees in China respect the local culture, but we have to give them six Sigma training and career development. So you have to develop, to export, you will provide the same support in all places in the world. You must respect your customers, you have to rely on your suppliers to support you. So I think your ideas are very correct in globalization, I very agreed. So globalization, I think the first thing is to be a global customer; the second is to enhance the ability of the country; the third is talents, cultivating talents with high-quality global viewing, so that they develop their own careers in your company. .
Competition globally
Competition in the global market is very important, it is very important to our growth. A very important value that Welch gives GE is to improve our competitiveness and compare with the highest standards in the world. That is to say, we don't want to see how we do things yourself. At the same time, we must learn from our competitors, our customers, how to reduce costs, and what advances experience, how to make your business faster. Your metrics must be measured according to your highest standards in the world's competitors. These competitors are not necessarily the local market, but the competitors in the global market. I remember in the early 1980s, at that time, we sent a lot of people to Japan, learn some advanced experiences from Honda, Canon and Toyota. So I want to urge everyone, especially those who want to compete in the world, seriously study your costs, how to serve, how to have companies around the world. My own experience in China's development business is that if you want to export, your cost is very competitive. What you need to do is that if you export to the United States, Japan, South Korea, you have to pay attention to customer service, make sure In terms of delivery, you are competitive as South Korea, Japan, and US companies in terms of customer service. GE long wins - the commitment to constantly change
We have been willing to try new things for a hundred years and will always be willing to change. There is a successful thing, but that is the success of the past, we don't satisfy, always start from the new, from the head, so this is our commitment to change. We have a lot of talents, we have very good talents, and we have good culture based on performance. If you have such performance culture, there is a good talent, if you seize every opportunity, deal with each challenge, seize every change, will live a long time.
GE size - scale is a trap, also a asset
In my opinion, the GE side, we have a company with a sales amount of 130 billion years, with 300,000 employees, it is big. If you look at GE, it is very big. But I consider GE is not this angle, I am from a customer, an employee, a activity this angle, so I don't think GE is huge, it is a piece of iron. I said that GE, there is a medical system group of GE, this is a $ 8 billion business, with GE China's medical system company, that business is small, and ultrasonic business, it is part of the GE China Medical system, another one Relatively small business. When I said the business, I have never speaking is the technology, people or customers. Technology, customers, people, I am not talking about your size, I am talking about the idea, I speak is development, talking about the new way of doing things. Therefore, the scale is actually a trap, the big is a trap, if it makes your bureaucracy, low efficiency, so that you don't pay attention to talent, do not pay attention to customers.
But this scale is actually an asset, if you share your ideas with everyone, it is good. So you don't think you are a big company, and you should consider how fast you can grow up. I always measure how the speed you develop, how fast, this is actually a small company spirit. But I do this every day, it is difficult to do. You have 300,000 employees, I want to know the name of everyone, I want to communicate with him, it is difficult. But we still work hard to do this.
Entrepreneurial spirit and professional manager
- "I never think of GE as a big company, I have been using GE to grow such a large scale, so that the company is full of vitality."
Talking about the spirit of CEO entrepreneurs, I think the first should grow as the first topic of the company. I think the primary goal of each company, including big companies like Ge, must grow. As you have to grow as a primary goal, then instill the entrepreneur's spirit into the inside. I have never seen myself as a professional manager. I think I am a person who promotes the growth of the company. I know how to manage sales teams, how to make mergers and acquisitions, invest, how to develop customer managers, I think this For companies like GE are the most important things. I have never thought of GE as a big company, I have been thinking about how to grow like GE to grow, so that the company is full of vitality. For example, compared to Microsoft's Bill Gates, you may say that he is more entrepreneurial than me, and he has created Microsoft, and it is constantly developing, making it a global company. I have no objection to this evaluation, but I think I can do as good as you grow. I can develop a $ 100 million large-scale business to $ 200 million; I can develop a $ 1 billion large-scale business to $ 2 billion; I can do business very well in China, I know how to develop new technology. So I think it is the most important thing for CEO to grow as a primary goal. I think the growth is the most important goal that exceeds any other goals.
I don't like this kind of professional manager. Because this statement seems to mean lack of passion, lack of wish, it seems to be so cold, it is so precise. I have never thinking that I work like this. So some family companies or some small businesses, because you just do the business you need to do, very concentrated, so very exciting. With the development of enterprises, combine some professional managers' management methods and entrepreneurs and can be said to be the best way. So I think it can combine the approach to the professional manager and the entrepreneurial spirit.
Ceremony
Almost in the past year, everyone is very concerned about the GE's progress, and there are many reports on who will be the next leader. So I know two other candidates, at some point, one of us will be selected as the next leader of GE.
The picking process started from six years ago, I didn't think about this issue at that time. I have never thought about it, I have never allowed you to think about it. Because GE is such a company, it makes decisions based on performance. In other words, our final measurement is determined based on performance. Therefore, it is not like the process of American political elections to engage in electoral activities. And in GE is to make your performance. This is our mechanism. Of course, I must do it very much to do it in the company, because most of my friends are working in GE, GE accounts for a lot of position in my life, and Jack Welch told us three words without picking up I have to leave GE, so if I don't become a leader of GE, I will also prepare for leaving, although I don't want to do this, but Welch is specified. This is a very secret process.
I know the end of last year, you should leave the stone. When I was Thanksgiving, I was with my family, he called me. He said it is you. My answer is also very simple, I am great. * We all want to end this process, then continue to live, continue to work. Like you, our favorite is work. I love my job. I just want to work well. Therefore, it is good to end this uncertain state, I can return to my job, concentrate, and look at the future. After that, we started the process of handling.
If you still want to know more, why is it to be selected as a successor, you can say that it is best to ask Mr. Welch himself, because I am not I choose myself. I think that I can contribute to me constantly growing business, I have experience in global business development, I like to cultivate talents, I believe in communication and importance, so these are what I have to do. Place. Obviously, some people think that these are important, I will choose me. I didn't hire the contract, my unique contract is to hook with the performance. Therefore, I know that if I don't do it, I will have a serious consequence. But this doesn't matter, I can accept it, but also. CEO quality, positioning and role
- Continuous learning, constantly find new creativity, find new talents
I am concentrating thinking more about something, making yourself a better business leader. I think you think that it is a CEO (CEO), it is not visible to CEO. If you want to become a CEO, you need to be a good sales staff, you need to learn how to grow your business, you need to learn how to invest in China or US, how to lead the team. I think this is a process of preparing CEO. It's not that you eat a medicine today, I woke up the next morning, I became CEO. I think you have to prepare, you will enter your work wholeheartedly, and continue to grow up. This is my feeling.
If you want to be a CEO, you will have to learn every day, very hard to achieve your performance goals. This is preparing for CEO. My science is the business department, I started from that, then joined GE. After entering GE, I have participated in two or three weeks of training, which is very important for me, making it in the Crawton Village Training Center. In other words, I have been actively participating in the training to improve my skills. When I launched six Sigma project, I became the green belt of Sigma and completed ten projects. In the past two years, I want to achieve more accommodation in digitalization, so I actively improve my computer skills, communication skills, communication skills, but I have learned a lot in the management training course in GE. I also try to learn new things every day, just like today, there are other similar activities, including meetings with our business groups, and can have every day.
I can get everything today, not because my career is going well. We don't expect everyone to be perfect. In 1994, I worked in the GE plastic, the work was very uncomfortable, and the inflation was very high. I can't upgrade the price, and a factory in the plastics has now, so I can't produce products. That year is really difficult. But what I have learned is that I have to add my self-confidence, I have to learn my lesson, so I will improve myself. I want to learn from failure to improve your self-confidence and make your career more successful. So my expectation to people is like this, I don't expect them to be particularly perfect, but I hope they can learn from lessons, failure. I especially hope that people can constantly learn, but I don't expect them to be perfect, because I am not perfect.
I think CEO must constantly study every day, and know how to spread my thoughts in the company. That is, you have to know how to effectively draw and spread your thoughts. So if I can only choose one, I will choose and develop talents, dedication to the selection of talents, dedicated to developing talents, stimulating their ability, and cultivating them to compete. So I can only choose two items, that is to know how to expand your company's border, then choose and cultivate the best talents, they will make your company be better every day.
Generally, I am almost 30% to 40% of the time, I am talking to by people, communicating with people, communicating, in Clairton Village, our leadership developing our corporate culture. This is a very important job of CEO. Then access our customers with almost 20% time to ensure that our way of dealing with customers is very satisfactory, and very successful. This is almost 60% of the time, and the remaining 10% to 20% of the time to review our business plan, our product plan, our financial plan. The last remaining time is used to communicate with the outside. As far as the company's management, I am not so smart, I can know how all Chinese companies should manage. But in the United States, I work for the board of directors, I work for investors, which is very clear. I am responsible for the GE's board of directors, they are mainly directories outside the company. All my personal wealth is GE's stock, but I don't have much GE stock, not enough to impose a big impact. I know that I work to the board of directors. I am working for shareholders and is responsible for them directly. So I have two work, one I am a chairman, that is, I want to determine the go of GE, formulate GE strategy, investment strategy. But I only occupied one vote in the board of directors, I can hoster the board of directors in the board of directors, but I only have one vote, one-eighth, I am hard to control the do not support the board. In addition, as a CEO, another major responsibility is to be responsible for business management, always pay attention to business development, which business we have invested, and which services have entered. Therefore, there is a public role in the chairman and CEO of the United States, which is very important, subject to the constraints of laws, and the laws of corporate governance, there are many regulations on the chairman of the chairman. And in the enterprise, CEO's responsibility is the leader of the business. I think these two effects have no conflicts, this is my role as CEO.
Whether you believe that it doesn't believe it, the CEO does not see the powerful position in the United States. We need to communicate well to investors, but also to communicate well with government departments and other departments, so a large part of my work is this communication and communication. But there are also many times I have to roll up the sleeves, do something specific detail, such as reviewing some specific business plans. Therefore, on the one hand, the company's future, the company's macro goals, the company's image, etc. is very important; on the other hand, do some specific work, such as the company's operation, planned implementation, etc., it is also very important . I often say that if you like development business, if you like to learn, if you like to deal with people, then the chairman of GE is the best job in the world. Because you can see a variety of people every day, you can learn a lot every day. I think the last thing is the same, as a CEO measures your performance, not how much you know, but how fast you learn. Everyone doesn't expect you to know the answer to each question, but they expect you to learn, constantly discover new ideas, and constantly find talents. I think this is the expectation of people to CEO.
The worst thing is that CEOs are treated as a boss, sitting in their own office, then let everyone obey the order. I want to order this, everyone will not obey, people obey new ideas, new ideas and dreams. I saw some of the mistakes that CEOs often committed is that they don't learn, don't communicate, once such a situation, don't learn, don't communicate with the company's employees, then you will definitely fail.
In addition, it is very important to have a good, very experienced board of directors, they have many yuan, they have different business experience, and there are different business leadership methods. I think the most important thing is that the board must diverse, there must be different ideas, ideas, must have different expertise. So there is a good board of directors. How should CEOs specify themselves, I think it is to build a very good operational mechanism. First of all, we must focus on this goal, and there is a very good constraint to regulate your own mechanism. GE, despite the establishment of ten business units, such as financial services, TV media and other departments, and in the world, there are the same four and five operations. We have a very organized planning process, each department has a three-year plan, and then every department must develop a detailed operation plan for a year. We also have to conduct a formal talent assessment, do this every year, and every sector must plan a quarterly plan. So every year, monthly, we have a very standard operating mechanism to support the development of different departments. So although the GE airplane engine department and the medical system department are different, their identical point is their culture, their operational mechanism, and some other things such as their talent system. I think this is the establishment of a normative system while maintaining entrepreneurial spirit.
GE risk management
First of all, each of our GE's business is risky. The benefit of such a big company is what we can seize the opportunity, and every opportunity will succeed, but it is important to grow such a chance. Therefore, all growth is risky, no matter what business areas. Some people often say that such a large company is impossible to grow, and I always say what else can be more beneficial to grow more than such a large company. Because we can take risks, we can seize the opportunity, we can take great actions, and do not necessarily have to succeed in each action.
Regarding risk management, especially GE finance, it is very important from a long time. Everyone knows that in the past five and six years, the investment in Six Sigma quality management is carried out, one of which is the risk management of GE finance. Therefore, in GE Finance, we have always emphasized quality management to manage risks. Now if you look at it, the bankruptcy rate of the United States is indeed rising, but the GE finance is relatively stable, basically controlled. We estimate that there will be rising in the next few months, but we have conducted effective risk management, and it has been diverse. From our GE financial perspective, we have been diversified, such as scattering risk, so we will not focus on a certain field, such as the real estate of California, or bank credit card. Our business is very diverse, and we use six Sigma to manage risks. In 2002, our loan's bad account will increase, but we will conduct good management, and we have made full preparation.
We don't avoid big risks. In order to do new things, we must take risks. We use the two ways to narrow the risks, one is diversity, which is achieved by having a good operating system. If you have a diversity of business and a good operating system, you can reduce risks and are small. But my friend, talking about the insurance industry, you can see the New York World Trade Center in the United States. In fact, we are all insured, can we foresee such tragic characters? No. But we have enough diversity, the company has enough such strength, the company has enough ability to spend the difficulties. So I said that we can't live away from the risk of vacuum zone, but it can be controlled by diversity and business. * Management style - "You have your own style"
I think that you will manage the style, the most important thing is that you have your own style, feel your own manner. The worst leader is the way of learning people. Jack Welch is very different from me. If I want to follow his style, I will not feel very comfortable, my GE colleague will joke me. His leadership is very successful, but the most important thing, you have to be faithful to your own style, just at this point, I also discussed many times with Welch. The most important thing for me is that you have to have a manner, then do it according to the schedule, and you should communicate well with you. The 2002 economic environment will be very difficult. The US economy will be difficult, it is possible to be the most difficult economic environment since 20 or 25 years. This means that there may be less people in the people, in some business departments, may be layoffs, such as aircraft engine business. We can say that the situation is more difficult, the cost control is more stringent, but I don't have to shite out these things. My team knows what you need to do. I want to be in this case, everyone needs a clear leadership style, not big yelling. They all hope that leaders can clearly indicate the direction, what is the goal, what to do, why do you want to do this? Therefore, 2002 will be a hard year. It is necessary to take some decisive actions. It can be said that 25% of the GE business unit has encountered the most difficult year in the past 30 years.
But from another perspective, this time is a good opportunity for GE, because we have financial resources, we can have long considerations. The stock market in the United States has already collapsed, so it is a good time to acquire it, because the price is cheaper now, we can carry out new investments, because it is a good development opportunity. So I think we can make strong in the weak, we will make full use of this opportunity.
I think the company will definitely produce a giant change after four years. This is nothing to do with Welch or Immort, because the world has a lot of changes, such as digitization will make our company's operations completely different, there are many new opportunities, such as China, there are many opportunities, and Europe. So there will be huge changes.
I have different angles of business, I have the background of technology and sales, Welch is a strong financial. We have different ways to run the company, so if you seem to be different from today, you should not feel surprised. I am not saying that Mr. Wellch has done a bad place, I am not saying that there is too much heritage, I have necessary changes, correct, I just have to seize the opportunity to be favorable for the company, seize development Opportunity. I know that the next 20 years will be different, and the situation is different from the past 20 years, he will definitely hope that I do this.
So from the leadership style, my only suggestion is to stick to your own style. You can see about Jack's book, see the books about others, maybe you can learn some new things, but you have to combine it into your own style, so you can get more success.
GE's Greater China Strategy
- I came to China "with a lot of hopes and passion"
I think we have just started in China, just starting. I see China's situation is from the perspective of three opportunities, one is to provide services to China's multinational companies, which is a high-end part of China, such as some of Motorola, Canon or other companies to sell advanced plastic products. In addition, it is the real technology development for the Chinese local market, and it is really in the local market and establishes its status. The third is to establish an export base, in China's new technology production, cooperate with partners to outlets. Maybe we have only one, two business have achieved these three aspects, but I hope that more GE's business sectors can do these three things. In other words, we must have more salespeople, must have better product planning and different practices in US Europe. It is not that every GE business department will have a huge future in China, and I feel that every business department will actually develop according to the three aspects I said. I feel very interesting, and our biggest opportunity is to study our business and see how we can adapt to China's market and Chinese manufacturers. China is also a manufacturer of domestic sales, rather than exporting products, we can cooperate with them or do more investment. My point is that we have only conducted a preliminary operation in China, but after I president, I think China is the most important market, or the biggest market in China. We will mobilize resources accordingly. I am coming to China to bring a lot of hopes and passion, because we are involved in China's success chapter. In the past ten twenty years, it is the leader of Welch. He saw a lot of changes, but he was the height from the leader. I think China is from a worker's perspective. Because I am a piece of brick to expand China's business, I have a trunk in China. I have this experience, such as the start of plastic business in China, and the growth of medical system business, these changes I am involved. I spent time to get into contact with China's customers, I have been to China's inland cities, and I have witnessed the development of Dalian, and I have also arrived in Beijing and Shanghai. Mr. Welch seeing China's change is from the high angle, I am from the perspective of the grassroots, so I have confidence.
We have two, three, three growth and very fast business groups, our plastics group, medical system group and our aircraft rental business group, each business group has performance management, each business group in the past five to seven A large number of local excellent management talents have been cultivated during the year, and they are deeply convinced of this culture. So I am convinced that the performance management is going through the cultural atmosphere in China, and I have seen this result in my own eyes. Last night I saw Chinese employees at our employee conference. They wanted to achieve their dreams. They wanted to succeed. They wanted to develop, they want to have experience in China and abroad. Today, I am a modestist, I want to know about the challenge. My experience in China is that I see people want to succeed, I see people want to be different, they firmly believe that efforts can bring success, I am convinced that this kind of belief is existing in China, so we can do each other in this regard communicate with. My own experience is that I have seen these people every day.
Talent training, leadership art
In employee, in terms of training, investment in leadership skills will bring new faces to the company, these are management training, they give us new tools, new technologies, let us keep up with the latest technology and management. .
Every company always has a very good person, and there are special poor people. Those best people are always promoted, those who have a bad person get counseling, training, and sometimes punishment. I don't like this, I don't like it so cold. But if you talk about the problem of competitive culture, if you talk about these questions that have successful success, it is very important to have the best talent, which is very important to improve the performance requirements for talents, especially you have to grow. To try new things, the diversity of business. So I firmly believe that the child is like this, playing football, more than learning, is a child, I will learn to compete when I will stop at work. The company is also like that. How to instill the right ideology into the employee's thoughts? I think this is a leader of art, that is, leadership training. You can't write a specific rule for everyone, tell them how to do it. Values can't do this, there is no fixed program to do this. What you can do is to care about employees, each year, us spend $ 1 billion in training leaders, we have to spend a lot of time. Every year, I have to evaluate the five or six thousand people of the company's highest management, talking about many details, so this is the physical strength, it is what you have to do, this is leadership. It is impossible to write all all written a manual, you must go to see, go to counseling, to establish standards, people who don't comply with standards, to take advantage of them, or turn them off. You have to understand as a CEO, what you need to do is to develop leaders, cultivate people, if you can cultivate those leaders act according to your values, your purpose is reached. This is important.
Regarding the compensation of employees, according to the local market situation, there will be different salary levels. For example, the salary of a sales staff in China may be different in the US's income, then mainly with the situation in the local labor market, and work is Hook. The second point I would like to say is that we try to compensate with the employee of any place to share the company's success. Tell the end, my idea of employees is that you have to resort to their minds, resort to their hearts and their wallets. You must try our best to listen to their voice, let them be more excellent every day, let them be more responsible every day, give them challenges every day, so that you can touch their minds. But you still need to touch their hearts, what is their dreams, what is their views on success, what kind of challenge they want, they want to bring to work, this is very important. These two points are not enough, you still need to meet their wallets, you have to say to him, if you work hard, that is, if the company grows 10%, you let him share the success of this company. For a long time, we use stocks, stock options to make rewards, which is very successful. It seems that it is a very successful way around the world. I think these three points are very successful and effective.
About GE Home Appliance Group
- The market is very serious, but it is very valuable to GE
I think the market of GE Home Appliances Group is very severe. It is very difficult to compete in the global market, and continue to maintain the growth of two digits. I see the GE appliance group mainly look at its return on investment, and its investment is relatively small, so its capital utilization is relatively large. However, this business unit is very important to GE's brand. It expands the influence between GE's consumers, and you know that it is a very good management training base, this is my experience. Some people have succeeded there, what I want to say is about leading philosophy. Sometimes you have to distinguish your personal performance and business difficulty, market environment. No one can get a year-on-year growth in the home appliance business. I can't do it, our CFO can't, no one can do it. So don't think we have a leadership leadership of the department because we make him unobstructed, we didn't make our leadership impossible. No one can continue to grow at 20% of each year, so I said that if the business group's business is compared to the medical system group business, if the leadership of the home appliance group can make his promise, let the business be more and more Ok, let the product quality get more and more, let the company's reputation gradually improve, that person is already very successful. If the leadership of the medical system group can not reach 20% to 30% a year, his results are bad. So, for the leadership, you look at their performance based on the extent to which the market can reach. It is necessary to measure performance according to the possibility, and the smart woman is difficult to sam. The home appliance group is still the first in the brand reputation, and its market status is still very good. I want to say, I have read our business scope today, and there are many businesses that I seem to be a candidate business that cannot be GE from long-term consideration. For the home appliance group, there is no crisis, so I can think about making a decision, and the home appliance group is still very valuable to GE. *
