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Today's Chief Financial Officers (CFOs) are playing a larger role in strategic planning than ever before. GE Capital CFO Jeff Bornstein thinks of the strategic and operating plans as GE Capital's commitment to GE's management, board and shareholders. His role is to help ensure those plans are based on the right assumptions and shaped by the right objectives. He also helps identify the downside risks, ensure they are managed, and prevent one of the biggest risks to business-poor execution.
6 pages | .8 MB
Performance metrics can drive accountability at all levels of an organization. For strategic planning to transform into action within the organization, and for that action to stay on track, companies need to develop accurate ways to measure success and ensure that those measures drive operational activity. The best metrics are those that communicate to senior management whether the company is progressing toward stated goals or is stuck in a holding pattern.
7 pages | .8 MB
Your company has decided to pursue an M&A strategy for growth, and you've identified a target. Now what? After the planning and identification comes due diligence, a thorough fact-finding mission that allows you to learn your target inside and out and determine whether the acquisition makes sense for your company.
5 pages | .7 MB
Three years ago we went through a complete transformation in the way we approached sales. At GE, we did two things at the same time - we upped the bar on what we demanded of our sales team in terms of experience and specialization, and we significantly invested in and advanced the capabilities of our CRM system. These two separate movements came together to create what we now term Sales 3.0.
5 pages | .9 MB
Organizational culture can be difficult to define and even harder to change. It is essentially the sum total of the attitudes, behaviors, beliefs, and traditions of an organization. It encompasses the collective goals of a company and the standards of expected behavior in achieving those goals. And it describes the environment and manner in which employees interact with each other and the market.
4 pages | .7 MB
Cultivating the best leaders can mean the difference between success and failure in today's business world. Forward-thinking companies invest in understanding and developing the personal and professional behaviors that will define their leaders, and map them to their strategic goals. At GE, we expect our leaders to continuously learn and develop themselves within the context of our corporate values.
1 pages | 1.6 MB
Process improvement or "PI" involves applying tools and techniques to help a company achieve its goals. At GE, process improvement is aligned around what our customers value, which translates into business objectives that flow from the enterprise level through the organization level down to individuals.
33 pages | 1.2 MB
Strategic sourcing can be defined as an institutional sourcing and supplier management process that continuously improves and re-evaluates the supply chain activities of a company. In recent years, the macroeconomic environment has changed - supply bases are becoming more risky due to volatile input prices and increasing frequency of disruptions.
14 pages | .6 MB
