GE reviews

There are about as many employees working for GE as there are people living in the country of Iceland - 300,000+. That's one heck of a bureaucratic machine to deal with, and GE often suffers for it. Trying to change the direction of even a very small business unit can feel like trying to steer a cruise ship with a rudder the size of a credit card: you better be very patient, and not expect to radically overhaul anything. Additionally, GE's favorite technique for making quarterly numbers is to freeze travel and freeze hiring, so departments are chronically understaffed and unable to meet face to face with key stakeholders who may not be colocated with you.

GE loves to reorganize - It has been 8 years since the acquisition and I have seen 5 reorgs in my business. Reorgs are unsettling for staff, and every time a new leader is introduced, they reorg us to their liking. There has also always been a sense that senior leadership is disconnected and really doesn't even know what they are reorging. Leaders move around from GE business to GE business every few years. Also, it is difficult to move up in the company past a certain point. It seems you have to start out of college in one of the programs, and/or join the Corporate Audit staff, to gain the visibility needed to move up. That can be frustrating for people who joined from an acquisition, and who bought into the GE culture and message very early on. The other thing which tends to add to staff morale issues is how frequently we are pushed to do more with less. Teams are combined and peoples jobs are more than doubled, with no salary increases, meager merit increases, and little acknowledgement. It's demotivating.