cul-025 gedigital s organizational and talent ......digital technology infrastructure & services...
TRANSCRIPT
JENNIFER WALDO
CHROGE Digital
GE’s Digital Industrial Transformation
3
1882 CENTRAL POWER STATION
1927 GE BRINGS TELEVISIONINTO THE HOME1910 THE FIRST
HOTPOINT RANGE
1896 X-RAY MACHINE1879
CARBONFILAMENT INCANDESCENT LAMP
1895 WORLD’S LARGESTELECTRIC -LOCOMOTIVES
Our legacy
GE Today($ in billions)
GE globally: ~300K employees, $123.7B in revenue, 165 countries
employees 26K
revenue$3.6B
POWERRENEWABLE
ENERGY OIL & GAS AVIATION HEALTHCARE TRANSPORTATION
GE CAPITAL VERTICALS
Employees 110k 12k 34k 45k 54k 10k -
2016 revenue $41.9 $9.0 $12.9 $26.3 $18.3 $4.7 $10.2
2016 op profit $5.3 $0.6 $1.4 $6.1 $3.2 $1.1 $1.9
GE’s Vision for the Industrial Internet
GE for GE GE for Customers GE for World
Simplicity
Speed & AccelerationHorizontal Capability
Shared Ownership
Part Digital, Part Industrial
Becoming Digital Industrial
2012
Software CoEestablished
2015
GE Digital created
2016
CDOs hired in each GE business
2014
IT Transformation begins: insourcing
vs outsourcing
Company-wide focus on selling
“outcomes”
2017
Digital 2.0 launched
IT à DT
Digital commercial support functions moved into GED
2013
Partnered with GE Businessfocused on
services productivity
Digital Organization Framework
CIO
GE Digital Power Renewables Oil & Gas Aviation Healthcare Transportation Energy Connect
Mutual accountability … metrics & incentives aligned to GE Digital
Enterprise-wide horizontal products Digital Technology infrastructure & services
Chief “Automation” Officer• Process innovator and educator for
business.• Deployment of horizontal solutions• Partners with CDO on customer
engagement.
Externally sold horizontal products
GE Business CEO
Chief Digital Officer• Externally sold vertical products &
portfolio• Productive disruptor and culture shaper• Commercial sales team in the business
CDOCEO & CDO
CIO
Talent Implications
Skill Mix
SWHW
Hardware Software
Hardware + Software =Digital Industrial
Availability
Internet of Things (IoT) Developers
by 2020
Competition
Talent AcquisitionIncreased sophistication
CompensationNew schemes & models
StructureFlatter with fewer layers
LearningDistributed & democratized
DevelopmentEmpowerment, individualized
4.5M
300,000
Making the Leap
Industrial CompanyTalent focus: managing current workforce with balanced practices
Business priorities key driver
Company makes the rules
Fairness defined by company
Risk mitigation necessary
Attrition to be avoided
Strong track record, proven ways benchmarked by others
Digital CompanyTalent focus: buying, building and retaining the right talent
Becoming the Digital leader key driver
Market makes the rules
Fairness defined by market
Risk inherent and addressed
Attrition necessary and expected
No track record, requires iterative model
Transformational Change
Industrial DigitalGE BeliefsFastworksPD
Digital Industrial
DigitalIndustrial
New cultureand talent practices
Industrial DigitalIncremental Change
Thank You