By Jeffrey A. Krames
A complete advisor to the concepts and tasks of mythical CEO Jack Welch
In his 20 years as CEO, Jack Welch's rules, ideas, and tenets remodeled GE into certainly one of history's so much dynamic and beneficial organizations. for this reason, executives in all industries are actually wanting to listen Welch's each pronouncementand enforce his options of their personal organisations.
The Jack Welch Lexicon of management is the 1st alphabetically established assortment to put Welch's occupation in point of view, and hint the evolution of his key rules and ideas. meant to face by itself in addition to supplement Welch's eagerly awaited upcoming memoir, this well timed e-book offers readers with research and viewpoint on Six Sigmathe innovative application that "changed the DNA of GE"as good as dozens of different Welch ideas and tasks (including Globalization, Work-Out, the E-Initiative, and others).
Read Online or Download The Jack Welch Lexicon of Leadership: Over 250 Terms, Concepts, Strategies & Initiatives of the Legendary Leader PDF
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Additional info for The Jack Welch Lexicon of Leadership: Over 250 Terms, Concepts, Strategies & Initiatives of the Legendary Leader
During the hardware phase, during downsizing and delayering, he was also condemned for being a heartless leader. But Welch had an answer for his critics. The GE chairman has always thought of sports as an apt metaphor for business and had little difficulty making the same sort of difficult decisions that coaches make every day. Welch always wanted “A” players on his team and thought it perfectly acceptable to have all of GE live up to a certain standard of performance. σσσσσσ Boundaryless: One of Welch’s signature concepts and the one term most closely associated with the GE leader.
Welch always wanted “A” players on his team and thought it perfectly acceptable to have all of GE live up to a certain standard of performance. σσσσσσ Boundaryless: One of Welch’s signature concepts and the one term most closely associated with the GE leader. To spark productivity and break down the walls that he felt were killing the company, Welch sought to topple every barrier: internal barriers, such as those between functions (sales and manufacturing), and external barriers, such as anything that got between GE and its customers and suppliers.