Ethos Issue 5, Nov 2008

Thinking about Winning: Leadership in the
Global War for Talent
Interview with Jeffrey R. Immelt

In your view, what positive role can government and public policy play to support businesses in their competition for the best talent and workforce?
In the ASEAN region, there are strong labour protection laws. These can make the market more attractive, as regulations help to make talent pool pricing even more relevant to the market. At the end of the day, it is the government’s and every company’s role to safeguard the welfare of their constituencies and people. The ASEAN Economic Community 2015 integration initiative will be an important enabler to allow the migration of talents in prescribed occupations, for example, design engineers and medical technicians, across international borders within ASEAN. This proposed action by the governments in ASEAN will provide rapid deployment of key talents to high-growth sectors across the region, and support stable economic development, while providing competitive compensation benefits for individuals with special skills.

What is your impression of Singapore and its workforce?
I’ve been at GE since 1982 and have worked with almost every nationality. I find Singaporeans to be very diverse in terms of talent. Singaporeans also possess a high level of competency, and are external thinkers who can help bridge economies within ASEAN as well as China and India from a cultural and business perspective. Singapore talents are a highly educated workforce, with a high sense of professionalism, great execution and strong work ethics. Singaporeans also have terrific communication skills given that English is widely spoken in the country.

Looking ahead to the next 20 years, what advice would you give to business and government leaders in terms of leadership?
All I can say is, it will always be tough out there. Managing change and keeping up with change is very important. Strategic thinking requires leaders to think differently—and think ahead. However, the most important thing is perseverance. You need to be able to face matters every day with energy and passion. You also need to be able to motivate employees by giving them jobs that have the possibility of changing the world. There is nothing better than thinking about winning.

But you also need to have unyielding integrity, which is something that we take very seriously in GE. Past accomplishments do not guarantee future success. Leaders and companies that seek to continue to lead must perform with unyielding integrity earning the trust of stakeholders—be they governments, customers, suppliers, shareholders, creditors, employees, media or the communities where we live and work.

Jeffrey R. Immelt is Chairman of the Board and Chief Executive Officer of GE. Mr Immelt was appointed on 7 September 2001 after serving as GE's President and Chairman-elect since 2000. He began his GE career in 1982. Over the last 24 years, Mr Immelt has held a series of global leadership roles in GE's Plastics, Appliance, and Medical businesses. He became an Officer of GE in 1989, and joined the GE Capital Board in 1997. In 2005 and 2006, Barron's named Mr Immelt one of the World's Best CEOs. He serves as Chairman of The Business Council and is on the board of three non-profit organisations: Catalyst, devoted to advancing women in business; Robin Hood, focused on addressing poverty in New York City; and the New York Federal Reserve Bank. For more information about GE, visit the company's website at http://www.ge.com.

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