Bertrand Duperrin's Library tagged GE →  View Popular

The numbers are huge: 400,000 global users in 6,000+ locations around world, all working within a 100% web interface available in 20 languages (your user interface language is defined by your sign in permissions). The system gets over 25 million web hits a day, greater than employee usage of Google and Yahoo combined. Users have created over 50,000 communities with over 100,000 experts signed up to answer questions and manage information; experts are GE workers with full-time jobs who use the system because it helps them do their job better.

Thousands of business processes have already been digitized in an internal world where knowledge and work processes are critical. Everything is behind the firewall except for ‘pinholes’ to external destinations which allow external vendors, suppliers and customers to collaborate on specific projects . There are 30,000 external users who come in through the firewall pinholes to participate in specific communities.

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GE supportcentral communities enterprise2.0 adoption businessprocess

SupportCentral est l’environnement de collaboration de GE, démarré en 2000 et amélioré en continu (la plateforme est mise à jour toutes les 2 semaines).

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GE supportcentral enterprise2.0 ROI communities

Since 1999, GE has built up an internal network called SupportCentral, which hosts roughly 100,000 wikis, 30 million documents, and an estimated 40,000 blogs. GE's 400,000-odd employees generate about 25 million Web hits per day on the network -- about 5 million pageviews. They download over 500,000 documents every day.

www.internetevolution.com/author.asp - Preview

GE enterprise2.0 communities process

Indépendamment de ces pratiques contestées, un grand nombre des meilleures leçons managériales de Welch n’ont rien perdu de leur validité (instaurer une culture de l’apprentissage permanent, bannir l’arrogance, disposer d’une organisation ouverte…).

De l’aveu même de l’auteur, d’autres méritent cependant un dépoussiérage. Ou, à tout le moins un addendum, dû à la montée en puissance d’un environnement et d’une culture de plus en plus globale.

www.entrepriseglobale.biz/...adership-management-changement - Preview

jackwelch GE management experiment example examplarynature excitation

There seemed to be five reasons the program has been so effective:

* Intact management teams went through the program. As a result, each team reached a group consensus on the barriers to change and how best to attack them.

* Participants considered both the hard barriers to change (organizational structure, capabilities, and resources) and the soft (how the members of the team individually and collectively led--i.e., how they behave and spend their time).

* Attention was paid to the eternal leadership challenge of managing the short term and the long term simultaneously.

* The program created a new common vocabulary of change.

* Teams emerged from the program with the first draft of an action plan for instituting change in their individual businesses and there were mechanisms put in place to make sure that they delivered on it.

blogs.harvardbusiness.org/...how_ge_drives_change.html - Preview

GE training change management