Case 2 Discussion: GE in 2017: Naming and Claiming the Industrial Internet

Questions

MBADM 830 SP20

1. With respect to its corporate partnerships, when would GE double down on creating its own assets, and when should it partner with – or simply acquire – other companies?

 

 

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2. As it continues to innovate and scale, how should GE manage its transition from a disciplined, manufacturing-minded, Six Sigma-trained organization to a more nimble minded one willing to move fast and break things?

 

3. Is GE in the same consideration set as Facebook and Google for young tech employees? If so, how it can remain competitive in attracting the best talent?

 

4. As Run looks forward to the future of GE Digital, how should he structure his group to reduce horizontal/vertical organizational friction? What role should corporate and individuals like Comstock have in GE Digital’s oversight?

 

 

5. As Comstock looks to the future of her career, what is her next move? Are leaders like Comstock fated to create new business units, only to leave once those business units have reached maturity? Is it possible for companies at the scale of GE to retain their “fire starters,” their innovators?

 

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