Digital Transformation at GE What Went Wrong Robert D Austin Genevieve Pelow 2019
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Digital Transformation at GE: A Brief History of Disappointment GE (General Electric) was always on top of its game as an industrial giant. It was the world’s largest manufacturer of airplanes and the world’s largest industrial manufacturer. It was the largest provider of nuclear reactors and it was the largest power generator in the world. These were all major industries with massive revenues and an ever-growing market need. However, it would seem that the world was just too complicated to make the GE of
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It was an exciting day when I decided to switch to digital. It was a journey of learning to use new applications, changing my way of working, and most importantly, adapting to new ways of thinking and problem-solving. I was part of an initiative that aimed to replace the manual way of doing things with the digital approach. I had never seen anything like this before. Apart from the obvious benefits of increased productivity and efficiency, this initiative also had the potential to change the way we worked. The team had put in huge efforts to make the project
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Digital Transformation at GE: How Can We Prevent This From Going South? I recently had the pleasure of hearing GE CEO Jeff Immelt present a thoughtful and insightful keynote at the GE Digital conference in San Diego in early April 2019. GE is an excellent example of a company that has embraced digital transformation from a strategic perspective to transform the way it does business. In this talk, I will review the lessons learned, and offer a series of recommendations for the company to avoid a similar mis
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GE Digital’s success in the digital world is undeniable, with the company growing 45% in the previous fiscal year, a figure that can be attributed to its leadership position in digital technologies. However, despite their achievements, GE Digital had an encounter in its digital transformation journey, which resulted in significant repercussions. This paper aims to analyze the issues, causes, and solutions of the digital transformation at GE, providing a detailed assessment of the company’s digital footprint, as well as the factors contributing to its stumbling
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“It is now widely accepted that digital transformation has been transformative of business models and operations. In addition, it has also significantly affected employees, customers and society in general. The question of how the business world is dealing with this is ongoing debate. However, it is not the purpose of this case study to discuss “what went wrong” for GE or other firms. visit homepage The objective of this study is to analyze the strategies, management of IT, and execution in GE and the ways in which those factors have impacted the company. In doing this, my primary research question
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Digital Transformation at GE Digitalization has become the biggest revolution in the modern business. Every company in the industry is trying to adapt to it. GE, an American conglomerate, has a strong digital presence and is taking a significant lead in digitalization. GE’s digital transformation initiatives are well underway. GE’s digital initiatives were designed to increase the efficiency of their processes and make them more competitive. But what went wrong in their transformation journey? This essay aims to address this question, highlighting GE’s digital transformation
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As the digital revolution progressed, companies began to transform from being production organizations to service organizations. For GE, transformation meant digitalizing the company’s operations across all functions. The company’s transformation effort aimed to streamline its operations, lower costs, and increase operational efficiency across its businesses. However, the effort was stalled due to several reasons: – Technological Failure: Despite numerous investments in digital technologies, GE’s transformation initiatives suffered from technical failures. GE’s digital transformation program lacked the necessary technical infrastructure
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– At the heart of the digital transformation process, GE is implementing a comprehensive digital ecosystem to power their enterprise — including the development of new businesses such as cloud, mobility, and IoT. – This has not happened by chance. GE’s Digital Strategy is based on the principles that have propelled them through five consecutive quarters of profitable operating cash flows: 1) The Internet of Things (IoT) – By 2020, the Internet of Things (IoT) could contribute as