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April 23, 2019 | Brief
“Oftentimes, we form a mission-based team to work out things that we don’t know how to tackle yet; it may be in new areas where we want people to be creative, innovative, to really think out of the box to resolve the tough challenge. And the diversity in mission-based team comes out automatically if we build the team correctly.” -- Heather Wang, Vice President, Human Resources, Global Growth Organization and Global Talent Acquisition
Learn how GE leverages the benefits of agile teams, how it overcame Asian cultural barriers in assembling agile teams, and how a transparent culture and open communication enable trust among team members at all levels.
General Electric Company (GE) is a 125-year-old US multinational conglomerate headquartered in Boston. As of 2018, it operates in aviation, health care, power, renewable energy, capital, oil & gas, lighting, transportation, digital industry, and additive manufacturing. The company has around 300,000 employees worldwide and operates in more than 180 countries, including 16 countries in Asia-Pacific. With such diverse business operations coupled with ever-changing business needs, GE’s challenge is to ensure each business shares and accesses the same technology, markets, and knowledge base and that each invention further fuels innovation and application across all industrial sectors.
One way the company faces that challenge is by foregrounding the importance of teams. In addition to traditional functional teams such as finance, legal, and HR, GE increasingly assembles fluid teams, called mission-based teams, made up of people fr
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