GE believes that his ability to develop talent management is a core competency, which is the source of sustainable competitive advantage. This case traces the development of a rich system of human GE policy and practice in under-five CEOs in the postwar era, showing how the development of talent invested in the current responsibilities of company management. He describes the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, perhaps the largest and most complex corporate work leadership in the world and how he creates his priorities GE and implements them, pulling hard on the complex human resource levers his predecessors had left him. Immelt question whether it should adjust or repair the three elements of a finely tuned machine talent GE. "Hide
by Christopher A. Bartlett, Andrey N. McLean Source: HBS Premier Case Collection 28 pages. Publication Date: October 28, 2003. Prod. #: 304049-PDF-ENG
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