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 factor competencies atomic number 18 called spicy-technology administrations (cited in Laudon Traver , 2007 . Strategic relapse of high-technology organizations involves a perpetual process of managing compound because the need is genius of implementing a continual improvement program by automating be personal credit line processes . As a resultant high-technology organizations go d unrivalled a eonian process of blood line process reengineering . Existing barter processes be reengineered to capitalize on technical innovations . Embedding technological innovations into existing business processes is not an calorie-free childbed because the need is one of ensuring strategic alignment amidst business strategies and technology stra tegies . There is no doubt that technological innovations can save costs by streamlining the different business processes . However there be 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 counsel to create an organizational socialization which set strategic motleyCase briefThe get it on of the case is GE s migration to the technological innovation of conducting business trading operations online . The case high unprovokeds Welch s leadership as the diminutive factor in GE s transformation as a high-technology organization . When Welch became chief executive officer , he today set pop to change the organizational refining of the company by streamlining and redefining its processes , by engendering the people and by renewing its strategies . Nearing retirement , he was still a crazy to the business potential of the lucre until he saw the light while o n pass . Upon returning he immediately laun! ched 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 parole 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 , give n 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 . because business organizations strive to interrupt core competencies which make its operations unique in wrong of efficient and effective imagery 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 orga nizational culture . One...If you want to get a full ! essay, order it on our website: OrderCustomPaper.com

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