General Electric

People collaborate and are available to help each other. The technical focus on products is impressive. The breadth and depth of knowledge across the company is second to none.

Benefits are good but declining. The permissive time off policy is appreciated by most. Compensation is very competitive, especially in areas of the country with a lower cost of living.

Operational excellence is hampered by the lack of digital integration of data and fragmented process ownership. Much time is spent in manual back-room activities, manipulating information rather than moving the technology forward.

There is not enough recognition of experienced employees in a company that is very sensitive to diversity. Discrimination is not overt, but it is present.

Some degree of nepotism detracts from claims of being a true meritocracy.

Stress “technology” over “industrial” and fix the digital part of “Digital Industrial”.

Embed digital experts in functional areas to bridge the gap, having them work on the right things. This includes developing systems that integrate data, allowing functional professionals to spend more time moving the organization forward quickly.

Operational excellence could be improved by developing strong process owners with system performance tied to their compensation.

Recognize and embrace diversity of all kinds, including age and background experience. There is a huge opportunity to create strong diverse teams combining experience and technical capability with little effort.