In the month of July 2012, a senior manager in the corporate strategy team of General Electric (GE) was thinkingabout changes he should recommend for its tactical strategies in the MENAT area (the Middle East, North Africa, Turkey and Pakistan). First, the senior corporate strategist desired to get a better understanding of how regional management had succeeded in growing its business despite the barriers it had faced, like political instability, difficulties in coping with family-owned firms with affiliate relationships, and institutional corruption.
Second, given predictions of slow increase in developed markets, it was clear that GE MENAT would be an increasingly big part of GE's revenue base. The essential challenge was to continue to keep up the growth rate of GE MENAT while keeping the high corporate standards for which GE was understood. Assem Safieddine is affiliated with American University of Beirut.
PUBLICATION DATE: January 12, 2015 PRODUCT #: W14635-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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