This case study- One GE Healthcare in Taiwan, details the transformation of GE Healthcare Taiwan during its reorganization in order to optimize resource and increase productivities. It could be regarded as a case study for change management by using the knowledge and methods of well-known technics- Lean, Six Sigma, Work-Out and Change Acceleration Process (CAP), which would be briefly introduced in the case as well.
The aim of this study is to analyze why GE could experience so many successful transformation and internalize change as part of its culture by taking One GE Healthcare as the example. It is also expected that this case study could be referred by other companies that are keen at making reorganization.
This case study begins with discussing healthcare industry in Great China, China, Taiwan and Hong Kong, by analyzing demography, hospital profile and healthcare device market in those areas. Afterwards, GE Healthcare organization, mainly focusing on Great China, is mentioned in the next chapter. Next, four methodologies are briefly introduced in order to provide the knowledge and methods behind this transformation. Continually, One GE Healthcare is detailed by introducing two phases. Phase one starts with the establishment of Account Manager (AM) team, and phase two focuses on reorganizing sales support functions in order to align with AM team. Last but not least, the case study ends with a conclusion and suggestions for this reorganization.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0099933031 |
| Creators | 陳怡蓉, Chen, I Jung |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 英文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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