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From Desire to Implementation

In: Leadership for a Digital World

Author

Listed:
  • Annika Steiber

    (Menlo College)

Abstract

Here the author traces the initial stages of introducing Haier’s RenDanHeYi philosophy at GE Appliances (GEA). It was clear that RenDanHeYi would constitute a major disruption of GEA’s previous trajectory, which had focused on cost efficiency, and on maintaining product quality to protect the General Electric brand. Typically, such disruptions must be driven by a powerful force, and in GEA’s case there were two such forces: Haier’s leverage as the new owner, and the appointment of GEA’s former Technology VP Kevin Nolan as the new CEO. Using the analytic framework presented in Chap. 12 , we find that the new CEO first saw change as “desirable” because he was deeply worried about GEA’s course up to that time. Further, he and other senior leaders were persuaded that RenDanHeYi would be “feasible” at GEA since it had worked well at Haier in China, which like GEA made home appliances. Expert but “light-touch” guidance from Haier helped to move the process forward, as GEA’s leaders saw that RenDanHeYi would be implemented with their full participation and input, as opposed to being masterminded from above. Finally, GEA chose to implement RenDanHeYi company-wide without pilot testing, in order to move expeditiously.

Suggested Citation

  • Annika Steiber, 2022. "From Desire to Implementation," Management for Professionals, in: Leadership for a Digital World, chapter 13, pages 107-115, Springer.
    • Handle: RePEc:spr:mgmchp:978-3-030-95754-4_13
    DOI: 10.1007/978-3-030-95754-4_13
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    Cited by:

    1. Steiber, Annika & Corvello, Vincenzo & Ghosh, Swapan, 2023. "International acquisition processes: A cultural analysis of GE Appliances’ business transformation," Business Horizons, Elsevier, vol. 66(2), pages 171-180.

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