002_page 3

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Title	034_Federick, R. R
Creator	Stewart Library, Weber State University
Contributors	Funded through the generous support of the Edmund W. and Jeannik M. Littlefield Foundation.
Description	This is a myriad of items throughout the UC/UI collection. It includes the minutes of the stockholder's meetings with both Utah International and General Electric, correspondence, a reel-to-reel tape of the merger meeting and the official merger documents.
Subject	Utah International Inc. Notes; General Electric Corporation; Littlefield, Edmund W. (Edmund Wattis), 1914-2001; Jones, Reginald H. (Reginald Harold), 1917-2003
Digital Publisher	Stewart Library, Weber State University
Date Original	1973; 1974; 1975; 1976; 1977; 1978
Date	1973; 1974; 1975; 1976; 1977; 1978
Date Digital	2009
Item Description	4.25 x 6.5 - 8.5 x 11 in. handwritten or typed on paper
Type	Text
Conversion Specifications	Archived TIFF images were scanned at 400 dpi with an Epson Expression 10000XL scanner. JPG and PDF files were then created for general use.
Language	eng
Relation	http://library.weber.edu/asc/ucc/regindex/documents/Register.pdf
Rights	Materials may be used for non-profit and educational purposes; please credit Special Collections Department, Stewart Library, Weber State University.
Source	MS 100 Box 2b, 23, 44-45, 242, 250, 268
Format	application/pdf
ARK	ark:/87278/s6t897qr
Setname	wsu_ui_ge
ID	43663
Reference URL	https://digital.weber.edu/ark:/87278/s6t897qr

Page Metadata

Title	002_page 3
Creator	Stewart Library, Weber State University
Contributors	Funded through the generous support of the Edmund W. and Jeannik M. Littlefield Foundation.
Description	This is a myriad of items throughout the UC/UI collection. It includes the minutes of the stockholder's meetings with both Utah International and General Electric, correspondence, a reel-to-reel tape of the merger meeting and the official merger documents.
Subject	Utah International Inc. Notes; General Electric Corporation; Littlefield, Edmund W. (Edmund Wattis), 1914-2001; Jones, Reginald H. (Reginald Harold), 1917-2003
Digital Publisher	Stewart Library, Weber State University
Date Original	1973; 1974; 1975; 1976; 1977; 1978; 1979; 1980; 1981
Date	1973; 1974; 1975; 1976; 1977; 1978; 1979; 1980; 1981
Date Digital	2009
Item Description	4.25 x 6.5 - 8.5 x 11 in. handwritten or typed on paper
Type	Text
Conversion Specifications	Archived TIFF images were scanned at 400 dpi with an Epson Expression 10000XL scanner. JPG and PDF files were then created for general use.
Language	eng
Relation	http://library.weber.edu/asc/ucc/regindex/documents/Register.pdf
Rights	Materials may be used for non-profit and educational purposes; please credit Special Collections Department, Stewart Library, Weber State University.
Source	MS 100 Box 2b, 23, 44-45, 242, 250, 268
OCR Text	Show 3- Q. I was fascinated by the matrix Mike Allen showed me yesterday. Can you give me concrete examples of opportunities and risks this approach has identified? A. The opposite of Mike's...from the top down. We try to link what it's done for specific SBUs. So, what's different? Didn't all businesses do planning? Of course, I might say bullishly at times. But it's probably enhanced the sophistication of planning. Taught to look more broadly at external impacts on business. Another area where you better identify risk in what competitors might be doing or are capable of doing. We have reduced our risks of entry or change because of this more rigorous analysis. The grid system, a refinement of the Boston Grid, is a mechanism, but it is not mechanistic. We have provided components with new tools for making judgments. But the system is not so startling we can replace our managers with the boxes of the grid. Q. Your track record seems quite good. A. Better than the recovery of the economy. If we abolished strategic planning our people would bootleg it. It doesn't cross the grain of people. Q. Can I get concrete examples of opportunities and risks this approach has identified? A. Look at earnings growth, return on investment before and since we started. Desire to improve international...up without Utah. GE leads through the device of sharpening plans, not by dictatorial means. A concrete example: We want to grow in fields where our technology is related to the field itself. Quartz Lamp. We have the most efficiency, the highest quality for making it...a one-stage process called "214". Quite successful in selling domestically. Started thinking of a venture on how to build a market in Europe. Now we own a majority (70%) in a samll quartz manufacturing operation where we have brought in the "214" process. Wouldn't we have done that before? Yes, but not in the same time-frame. No magic in any planning process. Ours is a total systems process with the support of our Chairman and an understanding on the part of the strategic business unit manager. A circular process. (Calendar year planning explained.) We don't get far ahead of competitors. You don't have to. We're not good in all our business areas. But strategic planning identifies where we're not and what should be done about it.
Format	application/pdf
Setname	wsu_ui_ge
ID	43904
Reference URL	https://digital.weber.edu/ark:/87278/s6t897qr/43904