GE's Talent Machine: The Making of a CEO

Despite the fact that it is hard to come together and work as a unit , the managers of all the departments and branches strive to work within the culture that has always driven the company . One of the CEOs of the company came up with a globalization strategy to take advantage of the spirit of multinationals . However , the management of the group of disparate businesses was carried out under a single umbrella . Globalization has also created the need to rethink creation of more departments in other countries and well as the need to

br develop non-US managers . The company 's ability to manage talent has given the company an upper hand over its competitors . Since its inception , the company has invested in human capital , skills and expertise , which is the most important capital for any businesses . The ability to develop and manage talents has kept the company at the top where most of the other companies have had problems implementing performance management

There is always a need to work harder despite the feeling that one is at the top . It is incorrect to argue that the talent machine is in balance and that there is no need to fine-tune it . There are various issues that are still hanging on balance in the company . While reflecting his performance in the year 2003 , Emmet realized that his past one year was challenging . There were major layoffs , followed by the effects of the sluggish economy . The fact is that there was and will always be need to fine tune the machine depending on the nature of the economy . Emmet should adjust some parts of GE 's finely tuned talent machine to keep up with the changes

Work cited

Bartlett , Christopher A McLean , Andrew N . GE 's Talent Machine : The Making of a CEO

Harvard...