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  • October 2003 (Revised November 2006)
  • Case
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GE's Talent Machine: The Making of a CEO

By: Christopher A. Bartlett and Andrew N. McLean
  • Format:Print
  • | Language:English
  • | Pages:28
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Abstract

GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE's rich system of human resource policies and practices under five CEOs in the post-war era, showing how the development of talent is embedded into the company's ongoing management responsibilities. It describes the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and most complex corporate leadership job in the world and how he frames his priorities for GE and implements them, pulling hard on the sophisticated human resource levers his predecessors left him. Immelt questions whether he should adjust or even overhaul three elements of GE's finely tuned talent machine.

Keywords

Decision Choices and Conditions; Capital; Selection and Staffing; Leadership Development; Management Succession; Corporate Strategy

Citation

Bartlett, Christopher A., and Andrew N. McLean. "GE's Talent Machine: The Making of a CEO." Harvard Business School Case 304-049, October 2003. (Revised November 2006.)
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About The Author

Christopher A. Bartlett

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Related Work

    • September 2006 (Revised May 2007)
    • Faculty Research

    GE's Jeff Immelt: The Voyage from MBA to CEO

    By: Christopher A. Bartlett and Andrew N. McLean
Related Work
  • GE's Jeff Immelt: The Voyage from MBA to CEO By: Christopher A. Bartlett and Andrew N. McLean
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