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STRUCTURAL TRANSITIONS –

GE BEL (A Unit of General Electric) 

PGPEX : VLM 2012-13 Team : Mindtree 

Team Members: Chetan Patil ( Reg # 16), Ravi Chandrawanshi (Reg # 21) , Santosh (Reg # 25) , Shanmugavel (Reg # 7) ,Vivek Deshmukh (Reg # 9)  

Prof. Vidyanand Jha & Prof. Chetan Joshi

Indian Institute of Management, Calcutta 

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• GE : 130 Years old Company

• Founded by Thomas Alva Edison

• Systems Driven Company

• Operates in 3 Business Cycles

Operations in over100+ countries

300,000+ employeesworldwide

Manufacturing facilitiesin 40+ countries

Chairman & CEO

Long CycleBusinesses

Short CycleBusinesses

FinancialServices

Power

system

Medical

system

Aircraft

Engines

Transportation

Appliances

Lighting

Plastic

Industrial System

Material

NBC

Consumer Service

Mid Marketing Financial

Specialized Financial

Insurance

Equipment Management

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GE Matrix Organisation Structure – Long Cycle Businesses

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GE India : Established in 1902Diversified – Manufacturing, Service & Technology

President & CEO - GE INDIA

   G   E   E   n   e   r   g   y

   G   E   C   a   p   i   t   a    l

   G

   E   T   r   a   n   s   p   o   r   t   a   t   i   o   n

   G   E   A   v   i   a   t   i   o

   n

   G   E   L   i   g    h   t   i   n

   g

   G   E   H   e   a    l   t    h   c   a   r   e

   G   E   T   e   c    h   n   o    l   o   g   y   c   e   n   t   r   e

   G   E   I   n

   t   e    l    l   i   g   e   n   t   p    l   a   t    f   o   r   m   s

   G   E   A   p   p    l   i   a   n   c   e   s

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Tubes

Generator / HV Tanks

TUBE

DETECTOR

TANK/GEN

• JV : GE & BEL ~ 74:26

• Established : 1997

• Site area : 10 acres

• No of Employees : 600

GEBEL ~ Site Introduction

Products :

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Organization Structure – BEFORE (Functional)

LEADER – 

CENTER OF EXCELLENCE

OPERATIONS

LEADERPRODUCT AND PROCESS

QUALITY LEADER

ENGINEERING

MANAGER

PRODUCTION

ENGINEER

MAINTENANCE

ENGINEER

PROCESS

ENGINEER

PPQ 

ENGINEER

DESIGN

ENGINEER

TUBES

DIVISION

HV TANK

DIVISION

OPERATIONS

LEADER

PRODUCT AND PROCESS

QUALITY LEADER

PRODUCTION

ENGINEER

MAINTENANCE

ENGINEER

PROCESS

ENGINEER

PPQ 

ENGINEER

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Communication Problem

Lack of Coordination

Production Delay

Conflicting Relationship between functional departments

Strategic Problem

Absence of Knowledge sharing

Challenges faced by Company :

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Organization Structure – AFTER (Multidivisional Structure)

LEADER – 

CENTER OF EXCELLENCE

OPERATIONS

LEADER

PRODUCT AND

PROCESS QUALITY

LEADER

ENGINEERING

MANAGER

PRODUCTION

ENGINEER

MAINTENANCE

ENGINEER

PROCESS

ENGINEER

PPQ 

ENGINEER

DESIGN

ENGINEER

TUBES

DIVISION

HV TANK

DIVISION

OPERATIONS

LEADER

PRODUCTION

ENGINEER

MAINTENANCE

ENGINEER

PROCESS

ENGINEER

… Need realized on the basis of  NPI - Vamana

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  Hierarchy of authority improved

Task responsibility clarified

Performance measurement improved

Distortion of information removed, fast decision making

Decreased machine maintenance down time

Internal labour market flourish, incentives to perform well.

Total maintenance cost reduced substantially.

Differentiation and Integration achieved

Uniform quality maintained & total production cost reduced

Effective sharing of domain knowledge and skills

Benefits achieved after restructuring:

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Jay Galbraith STAR Model 

Strategy

Vision

Direction, Organization Goals

Competitive Advantage

Structure

Leadership

Hierarchy of Authority,

Organizational Roles 

People Practices

Staffing and Selection

Mngt by Objectives

Employee Engagement

Rewards

Goals, Objectives, &

Performance Feedback

Compensation/Rewards   Values and

Culture

Processes

Communications, Task resp.,

Information Sharing,

Decision Making 10

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Thank You !!