Mergers Case - Ge

GE cultivated growth culture by starting Leadership, Innovation and Growth program (LIG). The main aim of the program is stated as following: Focus on team training: GE focused on team learning from various department of the organization. People from every department were pulled together under the same roof and were trained on every area of the organization. People from manufacturing department were trained about customer segmentation. Thus LIG was a radical departure for GE, because it removed intact leadership teams from the exigencies of their business and allowed them to discuss the white space in a candid. Encourage participates to consider hard and soft barriers to change: When manager go through a program together, they emerge with a consensus view of the opportunity and problems and how best to attack them. Considering the barriers to change will help to develop a strategy of attacking them faster which result in faster and more effective changes. Managing the Present and the Future: In order to increase the rate of organic growth, they would have rethink their individual and collective roles-how and where they spend time. Develop a common vocabulary of change: Handful of the framework at LIG went beyond the typical mission of challenging conventional assumptions, practices and behaviors. They quickly became part of the everyday language of conversations and reports alike. Develop an action plan: A proper action plan must be created by looking around corners to spot nonlinear shifts. Regulatory expertise is needed when executing the action plan.