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GE’s Jeff Immelt Says U.S. Companies Have the Capability to Compete Globally

When Jeff Immelt took control of GE as CEO in 2001, 70 percent of the company’s business was domestic. Today 65 percent is derived from outside the U.S. As a result, Immelt is pushing for American companies to become more competitive in world markets— something he believes whole-heartedly can be done. Here’s what the GE CEO had to say about interational operations and the effort to get more U.S. companies in the game.

 JP Donlon Global Business , Leadership & Strategy , Outsourcing May 10 2012

Does Your Company Outsource Too Much (like GE)?

“In some areas we have outsourced too much,” General Electric CEO Jeffrey Immelt acknowledged in a speech as he announced [...]

 JP Donlon Operations , Outsourcing May 3 2012
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So, You Want to be a Multinational?

Global expansion comes with global risk. As more and more firms expand their supply chains into high-risk emerging markets – often using networks of vendors and agents to rapidly put boots on the ground in these regions – they are increasingly exposed to the kinds of fraud risks that can sink their global aspirations.

 David Riker Global Business , Operations , Supply Chain/Logistics December 2 2011

It’s All About Removing Hassles: Demand

When it comes to creating demand, it’s not the first mover that wins, it’s the first to create and capture the emotional space in the market, what the author refers to as the “magnetic”.

 Bob Donnelly Operations November 25 2011
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The Payback Potential of Power

Most CEOs know the exact cost of their IT or healthcare spending, yet most don’t know the costs associated with [...]

 Chris Curtis Budgeting , Corporate Finance , Operations November 21 2011

The 21st Century Demands a Combination of the Demand and the Supply Chain

What if you could bring the discipline and precision of process, structure and metrics to the demand side of your business in the same way you use them on the supply side of your business? And, what if the results continuously increased revenues, margins, and profits?

 Rick Kash and David Calhoun Operations , Supply Chain/Logistics November 9 2011

Ensuring Product Integrity and Trust in Your Supply Chain

Although manufacturers may not have a legal duty to police their distributors for counterfeit products, they have an economic interest in doing so. But for now, the best protection consumers have against falling victim to counterfeit trade is the ensure, to the best of their ability, that all of their purchases are made through manufacturer-authorized channels.

 Geoffrey R. Kaiser Operations , Supply Chain/Logistics October 5 2011
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VIDEO: Ford’s Alan Mulally on Gov’t Regulations for Businesses

Chief Executive magazine’s CEO of the Year, Ford Motor’s Alan Mulally, serves on President Obama’s export council, specifically leading the manufacturing section. In this video, Mulally discusses Ford’s involvement in formulating government regulations, the importance of a business – government relationship, corporate tax rates, and how to bring America back to the top in manufacturing (something he knows more than a little about).

 ChiefExecutive.net Governance , Governance/Compliance , Manufacturing , Operations , Regulatory , Videos July 18 2011
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How Dow Corning Beat Commoditization By Embracing It

In the early 2000s, Dow Corning recognized that silicone was starting to become a commodity and that they needed to rethink their business strategy. The company’s new business model was a complete shift from where they had found success in the past, but it was a shift that created a brand new market and customer base for the manufacturer.

 Mark W. Johnson Manufacturing , Operations , Strategy , Supply Chain/Logistics June 21 2011
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Why Businesses Should Shift from Cost Management to Cost Leadership

Instead of cost management, it’s time for CEOs to practice cost leadership. Cost leadership is reflected in a culture that, independent of macroeconomic circumstances, pursues a low cost, high-quality, customer-centric approach to managing the business. By doing this, you can turn cost consciousness into a strategic position and sustain your business.

Jonathan Schiff and Allen Schiff Global Business , Leadership & Strategy , Operations , Strategy June 17 2011

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