Local expertise is critical for companies to do business anywhere. In Pakistan, GE-based technologies will provide over 25 percent of the country’s total electricity-generating capacity, thanks to local talent and partnerships.
My role at GE involves a lot of travel. Being “on the ground” helps me understand how the company REALLY works – and what I can do to improve things. But I do not confuse air miles with local insight. If we are going to be relevant, either in identifying problems or in developing potential solutions, we need local expertise and leadership.
We look at lots of data to gauge how things are going and where our investments should be. We increasingly shape our perspective – and decisions – based on what we see, and know, is happening “on the ground.” We have to see opportunities happening, or anticipate what’s around the corner, and be there to respond with speed and agility.
Take Pakistan for example. As the world’s sixth-largest country, with a growing population of over 180 million people, Pakistan needs to develop even faster to meet the growing demands of its people. It needs jobs for its youth; energy to power its homes, schools and factories; efficient modes of transportation; easier access to affordable, quality healthcare; and new skill sets to keep it competitive in the global economy.
Five years ago, Pakistan was not prominent in our business planning, and 10 years ago, it wasn’t a place most of us had visited. Today, it is a regular stop for our leadership team and is a focal point for our investment in senior local talent. Pakistan offers tremendous opportunity for those who are willing to take calculated risks, establish partnerships for growth and offer solutions that meet specific local needs. Investing in local capabilities gave us the understanding –and confidence – to grow in Pakistan. We combine our local and global capabilities to get better results. We are also working with technologically savvy Pakistani companies with a strong vision for the country’s growth and development, especially for the next industrial era.
We recently announced a deal with China Machinery Engineering Corp (CMEC) in Pakistan to supply two 330 megawatt (MW) boilers to Engro Powergen Thar (Private) Limited, which means that GE-based technologies will now provide over 25 percent of the country’s total electricity generating capacity. This deal came from understanding Pakistan’s power generation and energy security needs through local insight and expertise.
Our work with Engro goes beyond power supply – we’re also innovating locally. We established a digital-industrial alliance with Engro to provide GE Power digital solutions to Pakistani power producers. We will also jointly develop new software applications on GE’s Predix cloud platform for various sectors such as the food, fertilizer and petrochemical industries, where Engro has expertise.
This approach, based on local insight, is true across our businesses in Pakistan. Whether it is improving healthcare in remote regions such as Pakistan’s Northern Areas, or creating a financing package that will help PIA overhaul its aircraft engines, local challenges require local solutions. GE has achieved six-fold growth in recent years in Pakistan by thinking and acting locally. I can collaborate and negotiate, but my most important role is to ensure we have the right leadership and expertise locally to succeed.
This piece originally appeared in LinkedIn.
(Top image: Courtesy Getty Images.)
John G. Rice is Vice Chairman of GE and President and CEO of GE Global Growth Organization.
All views expressed are those of the author.