Globalisation forms a critical part of GE's growth strategy.
Posted: Sat Jul 05, 2025 8:49 am
Building a leaner, faster, customer-oriented company: In large part, the Internet has helped GE become faster and closer to its customers. This year, for example, it plans to carry out 10,000 quality projects with customers; one-quarter of these are in Europe.
· Dramatically accelerating growth: "Growth and not size is the focus of GE," Mr. Immelt said. GE did not see itself as a conglomerate but as being made up of a number of difficult and unique smaller companies.
Globalisation
With the chaos and uncertainty in the world some have questioned whatsApp number database this approach, urging companies to retrench, stay home and refocus their views of the world. Mr. Immelt dismissed these arguments, contending that the time was right for companies like GE to move forward. The past 20 years have marked a major shift for GE, which today received a far greater percent of revenues from outside the US compared to previously. He predicted that this percentage would keep rising. During his 20-year career at GE, mostly in Plastics, Mr. Immelt had learned three important lessons about what a global business had to be:
· Being No. 1 with the customer everywhere in the world by building a strong local presence: In Europe, GE had done this by partnerships with local companies such as Electricit¾de France and Nokia.
· Investing in a global product company: GE tried to take every research and development centre or manufacturing location and plug it into a local network.
· Investing in people and respecting local customs: GE took its responsibilities towards employees, the environment and the public very seriously in every country where it operated.
Growth Potential
Europe and China would both be key to GE's growth strategy over the next five years, predicted Mr. Immelt. The company believed Europe had created the right environment for change and growth in a number of ways, including: the evolution of a single market and single currency; the eastward enlargement of the EU; a strong commitment to innovation; a superior education system and an overall vision with an emphasis on individual citizens and transparency.
Growth in Europe
· Dramatically accelerating growth: "Growth and not size is the focus of GE," Mr. Immelt said. GE did not see itself as a conglomerate but as being made up of a number of difficult and unique smaller companies.
Globalisation
With the chaos and uncertainty in the world some have questioned whatsApp number database this approach, urging companies to retrench, stay home and refocus their views of the world. Mr. Immelt dismissed these arguments, contending that the time was right for companies like GE to move forward. The past 20 years have marked a major shift for GE, which today received a far greater percent of revenues from outside the US compared to previously. He predicted that this percentage would keep rising. During his 20-year career at GE, mostly in Plastics, Mr. Immelt had learned three important lessons about what a global business had to be:
· Being No. 1 with the customer everywhere in the world by building a strong local presence: In Europe, GE had done this by partnerships with local companies such as Electricit¾de France and Nokia.
· Investing in a global product company: GE tried to take every research and development centre or manufacturing location and plug it into a local network.
· Investing in people and respecting local customs: GE took its responsibilities towards employees, the environment and the public very seriously in every country where it operated.
Growth Potential
Europe and China would both be key to GE's growth strategy over the next five years, predicted Mr. Immelt. The company believed Europe had created the right environment for change and growth in a number of ways, including: the evolution of a single market and single currency; the eastward enlargement of the EU; a strong commitment to innovation; a superior education system and an overall vision with an emphasis on individual citizens and transparency.
Growth in Europe