HW2 Case Studies Classic Executive V2 4

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HOMEWORK2 (40 Points)

This document has three short case studies that are considered classic. They are older but have timeless lessons. In addition, the case studies at the end of chapters 2 &3 of your textbook are good.
Deliverable: Read these case studies carefully and develop a short report (2-3 pages) to discuss the key lessons learned from each and the similarities/differences between the case studies. It is best to use a table of the following format for this analysis. You will need this table for a quiz on this HW.
Suggestion: For each case study, list 5 key lessons learned and then discuss (few sentences) how these lessons are related to each other. Same lessons can be learnt from different
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Welch explained that if these GE units didn't identify their weaknesses, others would. Once armed with these answers, managers were to change their units to prevent it from happening. Each of GE's 20 units created small cross-functional teams to execute the initiative. Welch also wanted them to move current operations to the Web and to uncover new Net-related business opportunities. The final product was to be an Internet-based business plan that a competitor could have used to take away their unit's customers, and a plan for changes to their unit to combat this threat. Reiner ordered GE units to "come back with alternative approaches that enhance value to the customer and reduce total costs."
The Internet initiative started by trying to change GE's culture at the very top. GE's internal newsletters and many of Welch's memos became available only on-line. To give blue-collar workers access to the Net, GE installed computer kiosks on factory floors. One thousand top managers and executives, including Welch (who also had to take typing lessons), were assigned young, skilled mentors to work with them three to four hours per week in order to make them comfortable with the Web. They had to be able to evaluate their competitors' Web sites and to use the Web in other beneficial ways. Every GE employee was given training. Welch announced in 2000, that GE would reduce administrative expenses by 30