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在60年代末，通用电气公司在市场上遇到威斯汀豪斯电气公司的激烈竞争，公司财政一直在赤字上摇摆。公司的最高领导为力挽危机，于1971年在企业管理体制上采取了一种新的战略性措施，即在事业部内设立“战略事业单位”。这种“战略事业单位”是独立的组织部门，可以在事业部内有选择地对某些产品进行单独管理，以便事业部将人力物力能够机动有效地集中分配使用，对各种产品、销售、设备和组织编制出严密的有预见性的战略计划。这种“战略事业单位”可以和集团组相平；也可以相当于分部的水平，例如医疗系统、装置组成部分和化学与冶金等；还有些是相当于部门的水平如碳化钨工具和工程用塑料。通用电气公司的领导集团很重视建立“战略事业单位”，认为它是“十分有意义的步骤”，对公司的发展是一个“重要的途径”，1971年，该公司在销售额和利润额方面都创出了纪录。从该公司60年代到70年代中迅速发展的情况看，这项措施确乎也起了不少作用。从1966年到1976年的11年中，通用电气公司的销售额增长了一倍，由71.77亿美元增加到156.97亿美元；纯利润由3.39亿美元增加到9.31亿美元。同时期内的固定资产总额由27.57亿美元上升到69.55亿美元。

2015年， 通用电气公司现任 CEO杰夫·伊梅尔特(Jeff Immelt) 宣布成立 “通用电气数字部门” （GE Digital） [13]  ，将公司内部的所有数字职能整合到一个部门，更好地将软件和分析技术糅合到工业产品中去。通用电气预计，公司今年实现软件和分析应收60亿美元，并计划在2020年跻身全球10大软件公司。

In the late 1960s, General Electric Company faced fierce competition from Westinghouse Electric Company in the market, and the company's finances had been fluctuating on the deficit. The top leadership of the company, in 1971, took a new strategic measure in the enterprise management system to salvage the crisis by establishing a "strategic business unit" within the business unit. This type of "strategic business unit" is an independent organizational department that can selectively manage certain products within the business unit, so that the business unit can flexibly and effectively allocate human and material resources, and develop rigorous and forward-looking strategic plans for various products, sales, equipment, and organizations. This type of "strategic public institution" can be on par with the group group; It can also be equivalent to the level of sub sectors, such as medical systems, device components, and chemistry and metallurgy; Some are equivalent to departmental levels, such as tungsten carbide tools and engineering plastics. The leadership group of General Electric Company attaches great importance to establishing a "strategic business unit", believing it to be a "very meaningful step" and an "important path" for the company's development. In 1971, the company set records in terms of sales and profits. From the rapid development of the company from the 1960s to the mid-1970s, it can be seen that this measure also played a significant role. In the 11 years from 1966 to 1976, General Electric's sales doubled, from $7.177 billion to $15.697 billion; The net profit increased from $339 million to $931 million. During the same period, the total fixed assets increased from 2.757 billion US dollars to 6.955 billion US dollars.

In 2015, Jeff Immelt, the current CEO of General Electric Company, announced the establishment of the "GE Digital Department" [13], which integrates all digital functions within the company into one department and better integrates software and analysis technology into industrial products. General Electric expects to achieve software and analytics receivables of $6 billion this year and plans to become one of the top 10 software companies globally by 2020.