Remove Development Remove Insourcing Remove Leadership
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Insourcing at GE: The Real Story

Harvard Business Review

GE''s " insourcing " of appliance manufacturing to the U.S. GE''s insourcing is actually quite similar. By the summer of 2008 GE leadership wanted to sell the appliances business or spin it off. GE needed to reduce new product development cycles from 3-4 years to 1-1.5 The development team was extremely cohesive.

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How to Solve Complex Problems Fast

Skip Prichard

And instead of assigning a high-variety group from inside and around their organization to develop solutions, they’ll tend to go to the usual suspects, keep the group small, and rely on what they see, know and believe (which, with complex problems, isn’t nearly enough). Leadership Tip: Don’t be afraid of how people will react.

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Today’s Organizations Are Outward Bound

Leading Blog

When a company diversified, it bought companies in other businesses, or else developed new businesses internally, to sell additional products or services, as with Honda, which has exploited its expertise in motors to produce a variety of other vehicles — outboard motors, lawnmowers, ATVs, and so on.

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Diversity & Leadership | N2Growth Blog

N2Growth Blog

Let me be clear: leadership and diversity should have nothing to do with one another. This blog was recently nominated for Kevin Eikenberry’s Best Leadership Blogs of 2010 , and I noticed recently that Kevin was taking heat from the gender police for having only one woman on the list of nominees.

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Building a Software Start-Up Inside GE

Harvard Business Review

How can these companies overcome the inevitable leadership, organizational, and cultural challenges involved? Key selection criteria included experience in innovative software and service (versus product) development, and an ability to manage a start-up in a very large, complex company. Bill Ruh was selected in 2011.