Microsoft PowerPoint - 5. GE KOREA의 변화관리.ppt

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1 GE KOREA 의변화관리 발표자 GE KOREA 홍영대이사

2 GE KOREA 의변화관리 1. 존경받는기업 GE 2. 지속적인변화와혁신 3. Work-Out 4. GE Valsue

3 I. 존경받는기업 GE 3

2004년매출 : 1,524억불, 이익 : 166억불 1990년대비약4배의이익성장 (43억불->166억불) 시가총액 : 4천억불 (

4 세계에서가장존경받는기업 1 위,GE 토마스에디슨 ( 창립자 ) 제프리이멜트 ( 제 9 대現 CEO) 발명왕에디슨이 1878년에설립 1898년다우존스산업지수에최초로포함된미국 12개우량기업중현재까지생존하고있는유일기업 전세계 32만 5천명의직원 100여개국에서활동 2004년매출 : 1,524억불, 이익 : 166억불 1990년대비약4배의이익성장 (43억불->166억불) 시가총액 : 4천억불 ( 세계 1위 ) 세계에서가장존경받는기업 1위 ( 04) (7년연속Financial Times 선정 ) One GE 글로벌산업, 금융, 서비스복합단일기업 4

5 11 개사업부문 - 1,524 억불글로벌리더 Energy NBC/Universal Commercial Finance Transportation Equipment Services Consumer Finance Consumer & Industrial Insurance Advanced Materials Healthcare 5 Infrastructure

6 2004 년 World s Most Respected Company & CEO 가장존경받는기업 1: GE 2: MS 3: Toyota 4. IBM 5. Coca-Cola 6. Dell 7. Wal-Mart 8. Citigroup 9. P&G 10. HP 가장존경받는경제인 Bill Gates(MS) Jack Welch(GE) Carlos Ghosn(Nissan) Warren Buffett(Berkshire Hathaway) Michael Dell(Dell) Hiroshi Okuda(Toyota) Jeffrey Immelt(GE) Carly Fiorina(HP) Steve Jobs(Apple) Fuji Mitarai(Canon) (2004 년 11 월 19 일, Financial Times) 6

7 한국경제및산업발전의동반자 1976년 GE 인터내셔널코리아출범 GE International Inc. Korea, GE Medical Systems Korea, GE Plastics Korea 외 17개한국내현지법인및지점 1,300 여명의임직원 약 4조원의영업활동 총 3조원의투자 1조원투자를통한현대캐피탈과합작회사 (JV) 출범시킴 ( ) GE 장학금지급 92년부터매년두차례, 20명의우수이공계대학생대상 Elfun(Electrical Fund) Korea 전세계21개국 5만명이상회원을보유한 GE의봉사단체의한국지부 지역사회봉사활동및기업시민의역할수행 7

8 II. 지속적인변화와혁신 8

9 Jack Welch 의사업 portfolio 혁신 3-Circle Concept #1, #2 Strategy 핵심경쟁력, 미래준비 & Synergy Fix, Sell, Close Core Business: Power Systems, Appliances, Lighting, Industries, Transportation Core Business The Biz excluded from 3 Circles : Semiconductor, Petrochemical, Large Transformers, TV& Audio, Mobile Radio, Small Appliances, Switch Gear, Wire & Cable, TV stations, Nuclear, Medical Treatment Technology : Aircraft Engine, Materials, Medical Systems Technology Service Business Service Business Finance Service, Information Service, Broadcasting (NBC) 150 Division -> 11 Biz unit Delayer : 4 Layers Max 41 만명 -> 31 만명 매각 232 개 ($12B), 매입 338 개 ($26B) 핵심역량에집중한다각화 9

10 Jeff. Immelt 의사업 Portfolio 혁신 10% Earning Growth + 20% ROTC Dividends Earnings Energy NBC Universal Growth Engine Transportation Healthcare Infrastructure Commercial Finance Consumer Finance 매출의 85% Fuel for Growth Cash Generators Advanced Materials Consumer & Industrial Insurance Equipment Services 매출의 15% AAA Grade 지속적인성장과견실을동시추구 10

11 Stages of GE's Culture Change 2003 Imagination at work Imagine, solve, build, lead high ACFC (At the Customer For the Customer) Faster, better, closer to the customer Digitization: Sell, Buy, Make, using technological tools 1996 Six Sigma Quality: Productivity, Span, Data-Driven, Decision-Making Intensity of Change Make Customer winners GE Tool-Kit Key Strategic Initiatives: QMI*, NPI*, OTR*, SP*, Productivity, Globalization 1992 Change Acceleration Process: Increase success and accelerate change * New Product Introduction Quick Market Intelligence Order to Remittance Supplier Partnership low 1989 Process Improvement: Process-mapping, re-engineering Productivity / Best Practices: Benchmarking External Organizations Work-Out / Town Meetings: Empowerment, action Expert-Driven Decision-Making 11 Time Bullet Train Approach Best Practice Sharing Action Work-Outs Customized Work-Outs

12 GE s Change Research 100% of all changes evaluated as Successful had a good technical solution or approach Over 98% of all changes evaluated as Unsuccessful also had a good technical solution or approach 성공과실패에는어떤다른요인들이있는가? 12

13 열린 Culture 의중요성 P X A = E (BEST PRACTICE) (ACCEPTANCE) (EFFECTIVENESS) 13

Lessons Learned: 2 Components to Any Change Technical Technical Technical Strategy Strategy Strategy Change initiative focused on customer needs

14 Lessons Learned: 2 Components to Any Change Technical Technical Technical Strategy Strategy Strategy Change initiative focused on customer needs (target) Cultural, Cultural, Cultural, Organizational Organizational Organizational Strategy Strategy Strategy The Challenge Do It With Speed 14

15 S/W 변화 - 성공요인 변화성공요인 (Work-Out, 6 Sigma ) Top management가열정을갖고추진하고, 지원해야 전조직이참여토록유도해야 전담요원은 Best people로지명해야 (Code 1 or 2) 보상체계가확실히뒷바침되어야 대차대조표로관리해야 숫자에연결 월별 / 분기별 & 지속적 열정을가진 Top Management 신바람나는전종업원의참여그리고지속적인실천 = 성공 15

16 III. The GE Work-Out Process 16

17 What is Work-Out? A Work-Out is an unstructured, unmeasured, informal and often raucous gathering whose only purpose is to find the best idea - the better way of doing everything we do. The theme is simply common sense. The methodology is listening, discussing... and acting. Work-Out is designed to create an environment where every man and woman in the Company can see and feel a connection between what he or she does all day and winning in the marketplace the ultimate job security. Jack Welch 17

18 Work-Out is a process of building an organization that makes better use of time by making work simpler utilizing both individual initiative and collaborative efforts. Eliminate Wasted Time and Effort - Take Work Out 18

19 Work-Out Objectives Short-Term Improve work processes Eliminate non-essential work Involve people in the process Long Term Empower people Sustain productivity improvements Establish speed, simplicity, self-confidence Promote Cultural Change 19

20 Work-Out Overview Work-Out today Still a cultural change tool However Most organizations have progressed through fundamental culture change. Stronger focus now on removing the non-value added work that gets in the way of Making Six Sigma the Way We Work Work-Out has reemerged as a tool linked to operationalizing Six Sigma 20

21 Selecting a Change Process Scope of Change Component of Change Q Technical Strategy A Cultural Strategy Small Work-Out Expert-driven Leadership Development GE Values & 360 Reviews Large Six Sigma Data-driven CAP Integration Strategy Workshop 21

22 Essential Elements of a Work-Out Issues are clear, specific and well-bounded Every issue has a champion Expert driven Nothing-sacred mentality Ideas are actionable Decisions made promptly (yes / no / more data by when) Ideas are followed up 22

23 Roles in Work-Out Leaders Define topic and purpose Help select team members Approve recommendations Remove barriers to execution of approved recommendations Facilitators Work with leaders to develop purpose Facilitate team building and problem solving activities Support follow-up Participants Articulate problems Develop recommendations Implement recommendations and enlist help when needed 23

24 Pay-off The Work-Out Process Kick-Off Mission Ground Rules, Introductions, Roles, etc Define the Problem Brainstorm Problems/Barriers Categorize Problems/Barriers Define Headers for Categories votes Priortize Categories Brainstorm Potential Solutions Assess Potential Solutions Develop Action Plans Share Action Plans Report-Out Action Plans Team: Topic: Problem/Barrier Team: Topic: Problem/Barr ier Who is Actions Responsible Mgmt Support Required Timing Team: Topic: Problem/Barr ier Who is Actions Responsible Mgmt Support Required Timing Actions Who is Responsible Mgmt Support Required Timing Team: Topic: Problem/Barr ier Team: Topic: Problem/Barr ier Actions Who is Responsible Mgmt Support Required Timing Actions Who is Responsible Mgmt Support Required Timing Ease of Implementation 24

25 The Pay-Off Matrix Jewels High- Hards Impact Low Hanging DROP Fruit Effort 25

26 Work-Out Presentation Template Issue: Recommendations (with milestones): Resources Required: Champion/Responsible Party: 26

27 Critical Success Factors Preparation before the event proper issue definition Management willingness to make decisions Commitment to the process Participants remain engaged Management/support team that is engaged The right participants and decision making team Sense of urgency Excellent facilitators Follow-up 27

28 IV. GE Values

29 Why GE Values so important? What the value defines.? Who we are What GE values Business model, company of performance, and History Value, Belief, and commitment Where we would like to go Visions for the future How we achieve our goals Strategy, Initiatives, Norms, 6Sigma, and Digitization 29

30 Leader s Role in Values Communicate, Communicate, Communicate Make It Your Own But Honor the Intent Reflect the Values in Everything You Do Align Systems & Structures to Reinforce Be a Role Model.Walk-the-Talk 30

31 Our actions & values go hand-in-hand What we do 31

32 How we Work 32

CURIOUS Generates new and creative ideas. Fosters an environment where questions and ideas are valued. We put imagination to work for our customers, people and communities.

33 CURIOUS Generates new and creative ideas. Fosters an environment where questions and ideas are valued. We put imagination to work for our customers, people and communities. Seeks feedback, continuously learns, and develops self. Learns as much or more from failures as successes. CURIOUS 호기심 새롭고창조적인아이디어개발 질문과아이디어가가치를가질수있는환경조성 의견을모으고지속적으로배우며자기개발 지속적으로실패에서성공을배움 PASSIONATE 열정 수행업무에대한열정을시현 위험을기꺼이수용 사람들에게현상에대한문제의식을고취 흥미를북돋아서다른사람에게활기를부여 PASSIONATE Demonstrates enthusiasm for what he/she does. Willing to take risks. Empowers others to question the status quo. Creates excitement and inspires others to deliver. 33

34 We help solve some of the world s toughest problems. RESOURCEFUL 대처능력 복잡한문제를해결하기위한단순한해결책모색 해결책을선택하기전에다양한대안들을고려 내외부네트워크를효과적으로이용 활용가능한자원으로지속적인업무성과를달성 ACCOUNTABLE 책임감 의사결정, 활동및결과에대한책임 이해관계자에대한약속이행 팀과고객을위해최선의행동 조직의성공을개인의이익보다우선 RESOURCEFUL Seeks simple solutions to complex problems. Considers varied alternatives before selecting a solution. Effectively uses internal/external network. Consistently gets tasks accomplished with available resources. ACCOUNTABLE Takes responsibility for decisions, actions and results. Delivers on commitments to stakeholders. Does what is best for the team and the customer. Places success of the organization ahead of personal gain. 34

We are a performance culture that builds markets, people and shareholder value TEAMWORK 팀워크 모든사람들의아이디어와기여를존중하여신뢰를구축 다른사람들과잘협조 정기적으로다른사람들에게조언하고격려 팀의사기를진작시키고정신력을배양 다양한문화를포용 COMMITTED 소명의식

35 We are a performance culture that builds markets, people and shareholder value TEAMWORK 팀워크 모든사람들의아이디어와기여를존중하여신뢰를구축 다른사람들과잘협조 정기적으로다른사람들에게조언하고격려 팀의사기를진작시키고정신력을배양 다양한문화를포용 COMMITTED 소명의식 명확하고측정가능한목표를설정 업무우선순위를고려 어려운의사결정을내리고그결과에승복 장애물로방해를받지않은인내와끈기 TEAMWORK Builds trust by respecting the ideas and contributions of everyone. Works well with others. Coaches and encourages others on a regular basis. Contributes to positive morale and spirit within the team. Embraces diverse and global cultures. COMMITTED Sets clear and measurable goals. Stays focused on business priorities. Willing to make tough decisions and live with the consequences. Displays persistence and tenacity; is not deterred by obstacles. 35

36 OPEN Attentive and respectful when listening and responding to others. Willing to change based on the inputs of others. We are a meritocracy that leads through learning, inclusiveness and change Communicates in an open, candid, and consistent manner. Accessible and approachable. OPEN 열린사고 다른사람의말을듣고이에응할때정중하고존중하는마음 다른사람들의노력에맞추어변화하는자세 개방된, 솔직한, 일관된태도로대화 타인이쉽게다가올수있도록함 ENERGIZING 활력 참여하는, 할수있다는낙관적인태도 즐거운업무환경을조성 예상치이상으로성과를달성하도록다른사람들을격려 다른사람들의기여를평가하고보상 ENERGIZING Displays an engaging, can do, optimistic attitude. Makes work fun. Inspires others to achieve more than they imagined. Recognizes and rewards the contributions of others. 36

37 Change! or You will be changed Jack Welch 37

38 Thank you 38

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