Life at GE : Careers : GE
My fourth ITLP rotation has been in Healthcare Systems (HCS) focusing on Acquisition Integrations and Business Development. This has given me a new perspective on GE Healthcare's inorganic growth and how we embrace and onboard new employees. I've enjoyed learning more about how we create deal strategies as well as understanding the importance of IT within those synergies.
I love coming to work and being energized by the people around me. We work in a culture full of smart, motivated individuals, and being surrounded by this team inspires me to push myself on a daily basis. Another quality that I appreciate about working at GE is the ability to interact and work with people across the globe. Having the opportunity to work with such a diverse group of colleagues has taught me so much, not only about how the business world can differ by location, but it has also encouraged some introspective thought on my own work and leadership style.
Prior to working for GE, I spent eight months in an engineering co-op with Harley-Davidson Motor Company. Between my role in that organization as a Continuous Improvement Engineer and my undergraduate education in Industrial Engineering, I have grown my understanding of processes and Lean principles tremendously. This background, paired with my experiences in ITLP training (Boot camps plus Foundations of Leadership) has led me to have a different perspective on IT and how it ties into the business.
I was recently taken out of my ITLP rotation to focus on an initiative stemming from the Session C wrap-up with the Chairman. I'm part of a group of 21 cross-business, cross-functional, global team members tasked with spending the next several months focusing exclusively on how we attract, develop and retain top talent at GE. A large portion of this project involves looking closely at our growth/emerging markets to understand what specific initiatives will be most effective given the environment, culture and education system. It has been a tremendous learning experience, and the support we have from our stakeholders is unparalleled. We will be pitching to the Chairman and CEC early this fall and hope that our recommendations will help drive innovation as we see shifts in generations entering the workplace, as well as major changes in how we leverage technology.
I would say that the top technical skill I draw on in my job is somewhat non-traditional. While a technical skill set is a powerful tool to have, I notice that the ability to communicate and translate between technical and non-technical team members is also critical to project success. Having this bridge in communication means greater opportunity to leverage strengths and learn from one another. It isn't always about knowing everything, as much as it is about knowing who to reach out to and how you can apply their expertise.
I would encourage anyone beginning a technical career at GE to keep an open mind and look at the big picture. It is easy to become focused within our functions, because we do have that passion around what we are working on and what we know best. However, the people I see having the greatest success are those who are not only technically excellent, but also have a great understanding of other functions and how they support and complement one another.
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