" (Ying-Feng, 2006)
As mention earlier, the leadership at GE was able to pull of years of having the best leadership; for instance, in September 7, 2001, when 44-year-old Jeff Immelt was picked as being the company's twelfth leader after Edison, he faced an intimidating challenge. Not only would he be guiding a $130 billion global company managing businesses from lighting to aircraft engines to monetary services, nonetheless he would do so following Jack Welch, a legendary CEO who, over two decades, had generated an average annual total return to shareholders of more than 23%.
As Immelt took on one of the biggest management jobs in the world, some wondered whether GE's vaunted management development process had prepared him to lead such a complex organization. But for the new CEO, the bigger question was, how could he ensure that GE's talent machine kept developing executives who could continue driving the company's superior performance?
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