Executive Summary General Electric (GE) has shown tremendous success in its key market segments. Underlying this success is a set of key competencies that span through the adoption of the latest technology, a strong customer focus, and an excellent success in its global businesses. This research paper recommends the diversification of existing markets, the improvement of the company’s key competencies, and balancing the company’s operational efficiencies with its financial performance as the right strategies that should define the company’s direction in the next five years. Introduction This document is a case study to analyze the organizational strategy of General Electric (GE) Company. Using appropriate academic models and concepts, this paper highlights GE’s key competencies and capabilities. This analogy also explains the effectiveness of the same strategies in supporting the company’s overall strategy. Furthermore, this paper also contains a briefing report to the chairperson and Chief Executive Officer (CEO) of GE to support the use of the real options approach in future strategic planning. Its recommendations outline the bedrock of a set of recommendations that outline GE’s potential strategies that are available to the company in the next five years. GE’s Core Competencies and Capabilities A value chain analysis, as proposed by Porter (1996), identifies the importance of core competencies in adding value to a company’s business process. Porter (1996) says the value chain process identifies four main value addition stages of a company’s activities – “inbound logistics, operations, marketing and sales, service, and outbound logistics” (p. 62). These key-value addition activities outline the categories which capture the core competencies of GE. Also, these core competencies propelled GE to corporate success. This section of the report outlines technology and innovation, customer focus and integrated solutions, and global presence as GE’s key competencies. Technology and Innovation Technology and innovation are key competencies for GE. Many companies have found it difficult to copy this key competence because GE has an unwavering commitment to break new grounds in product development through the development of new technology. Moreover, other companies find it difficult to reach GE’s heights of technological development because they do not have the wealth and resources that GE has (GE is among the largest companies in the world). The competence of technology and innovation integrates perfectly as a key division of GE’s value chain process as it influences how the company operates its core business activities. The use of technology to improve the product development process, therefore, manifests as a strong value addition activity for GE. For example, GE’s core competencies and capabilities have enabled the company to maintain a strong competitive advantage over the past few decades. The desire to diffuse new technologies in the company’s research and development (RESEARCH AND DEVELOPMENT) division is one such competency that has helped GE maintain a formidable market lead over its competitors. For instance, the company’s commitment to embracing the latest technology has emerged in the development of a multimillion-dollar RESEARCH AND DEVELOPMENT facility in Niskayuna and New York (Grant 2010). GE has made similar efforts to construct more global research centers in China and Rio de Janeiro (Grant 2010). Custom