GE in India

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Though GE could legitimately claim having flagged off the BPO industry in India, the foray into BPO had almost been accidental. Bayman recalled : "It never was a GE business. Now the feeling in the company is that if you're not doing this stuff in India, then there's something the matter with you."...

As it expanded its presence in the country, GE realized India was the right place for R&D with the right talent, available at a fraction of the costs in the US. The Technology Center in Bangalore was initially meant to be a facility for the plastics business.

But noting how competent Indians working in R&D in the US were and sensing the broader potential, GE had invested $80 million to scale it up into a multi-disciplinary global R&D centre...

GE had been successful in building an excellent management team in India. Many of GE's global people and business initiatives had been faithfully transplanted in the Indian operation to ensure that a one-company philosophy pervaded across the different businesses and companies. About 1,200 people were trained in GE practices and values every year...

As 2005 drew to a close, Bayman was looking at new opportunities. For instance, the rapid emergence of low-cost airlines in India was likely to give a boost to the manufacturing of aircraft engines, maintenance services, and leasing (GE owns 1,300 aircraft, more than any commercial carrier, that it leases out to airlines)...

Exhibit 1: Market Opportunity in India
Exhibit 2: 5 Reasons Why Things are Coming Together for GE in India
Exhibit 3: The Third Coming 2005 could be a New Beginning for GE

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