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Despite the organic growth, Immelt also hoped GE enter into a stable growth trajectory. As a result, the concept of 'Ecomagination' materialized, since it is a huge business opportunity and most importantly, it is an immerging trend in the economy which can bring GE sustainable and long-term growth rather than only a few months.

Immelt announced in 2005 that GE had prepared to focus its future to the eco-friendly technology, such as clean water and clean energy. Makower (2005) also found that almost every year, GE dedicates a vast amount of money in cleaner technologies, thereby developing some eco-friendly products. Moreover, GE tried its best to reduce the greenhouse emission by 1% as well as make some alternative energy, such as hybrid-dual-fuel, which can bring huge profits to GE and improve its reputation in the global market.

The third area which Immelt wanted to focus on is the development of infrastructures. After setting his goal, Immelt invested a large amount of money in upgrading the R&D facilities and set up some research centers in other countries, including Shanghai and Munich. Furthermore, GE expanded its emerging market in China, India, and Africa.

GE also gave priority to the marketing. Brady (2005) made a definition to the marketing; a company's marketing group should pay attention to understanding the market needs and meet customers' demands rather than just create slogans for the products.

组织结构的变化--- Changes in Organizational Structure

GE underwent a change in the basic structure of the organization in several aspects. Specifically, The Global Research Center agenda became more long term oriented rather than focus on short-term product development as it had in the past; the GRC’s agenda became more oriented towards the long-term. (Bartlett et al, 2008).

Besides, the organization had a more commercially oriented perspective to its decisions; Immelt wanted the organization to turn its attention to the marketplace and to bring in a more commercially oriented perspective to its decisions. (Bartlett et al, 2008).

Furthermore, Increase in Human Resources by the reinstatement of chief marketing officer role formally abolished. In one of Immelt’s first appointment, Beth Comstock was named GE’s chief marketing officer, a position Welch had abolished decades earlier. (Bartlett et al, 2008). Moreover, The external recruitment of human resources a formally uncommon practice in GE. Because of the shortage of internal talent, many of these marketing leaders had to be recruited from the outside, an uncommon practice at GE. (Bartlett et al, 2008). The formation of commercial council and experienced commercial leadership program are to monitor and drive change and the slowdown of job rotations, so that the mangers can develop more in depth market and technological knowledge. Immelt also encouraged an innovative nature in his employees and to take more risks and possibly fail, which was contrary to the immaculate completion of objectives formerly encouraged in Jack Welch’s era.

交易---Trade-offs

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