Ge Ceo Jack Welch Quotes

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Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.” —Jack Welch, author and CEO of GE from 1981-2001
Cliff Lerner (Explosive Growth: A Few Things I Learned While Growing To 100 Million Users - And Losing $78 Million)
If I had to run a company on three measures, those measures would be customer satisfaction, employee satisfaction and cash flow. ” Jack Welch, former CEO of GE
Jack Welch, former CEO of GE, spent an hour a day in what he called “looking out the window time.
Juliet Funt (A Minute to Think: Reclaim Creativity, Conquer Busyness, and Do Your Best Work)
throughout my life, using skills or talents or a person’s raw physical power to help them rise to the top of their society came and went. In the beginning, it was the strength in their arms to swing their swords. Then the tongue to sway large groups to accomplish something together. It became those who developed the sciences, and then—to a degree—it was those again who had physical prowess and could run or shoot a ball into a hoop. Yet, it was those who produced the food, built the homes, protected society, or taught the children or young adults who often weren’t supported. They would do their jobs, punch their time cards, and do what needed to get done to keep society going. My suggestion is to consider all work—if done well—equal. Government needs to be in place, but we’ll require some form of service as your debt to society. Perhaps you are a musician but can test into working with an R&D lab in the future. Can that be your service?” “That,” Bethany Anne replied, “could be a nightmare. Just think about the ongoing effort for some of Jean Dukes’ stuff. There’s no way we could place a person into a project for two weeks and then they leave.” Michael tapped a finger on the table. “I understand. However, let me give you a quote from a worker to Jack Welch.” “Who?” Peter interrupted. Stephen answered, “Jack Welch. He was the CEO of General Electric—GE—back on Earth in the twentieth century.” Michael continued, “He was talking to the assembly line workers at one of their businesses and one of the men spoke up, telling Welch that ‘for twenty-five years you paid for my hands when you could have had my brain as well for nothing.’” The table was quiet a moment, thinking about that. Peter was the first to break it. “Makes sense. We use that concept in the Guardians all the time. Everyone has a role to play, but if you have ideas you need to speak up.” “It would,” Addix added, “allow those interacting to bring new ways of thinking to perhaps old and worn-out strategies.” “What about those who truly hated the notion?” Stephen asked. “I can think of a few.” “I’m tempted to say ‘fuck ‘em.’” Bethany Anne snorted. “However, I know people, and they might fuck up the works. What about a ten-percent charge of their annual wealth if they wish to forego service?” “Two weeks,” Michael interjected, “is at best four percent of their time.” “Right,” Bethany Anne agreed, “so I’d suggest they do the two weeks. But if they want to they can lose ten percent of their annual wealth—which is not their annual income, because that shit can be hidden.” The Admiral asked, “So a billionaire who technically made nothing during the year would owe a hundred million to get out of two weeks’ service?” “Right,” Bethany Anne agreed. “And someone with fifty thousand owes five thousand.” “Where does the money go?” Peter asked. Admiral Thomas grinned. “I suggest the military.” “Education?” Peter asked. “It’s just a suggestion, because that is what we are talking about.” Stephen scratched his chin. “I can imagine large corporations putting income packages together for their upper-level executives to pay for this.” “I suggest,” Bethany Anne added, “putting the names of those who opt out on a public list so everyone knows who isn’t working.” “What about sickness, or a family illness they need to deal with?” Stephen countered. “With Pod-docs we shouldn’t have that issue, but there would have to be some sort of schedule. Further, we will always have public projects. There are always roads to be built, gardens to be tended, or military
Michael Anderle (The Kurtherian Endgame Boxed Set (The Kurtherian Endgame #1-4))
The original idea, favored by Jack Welch, former CEO of GE, was that every company should aim for a certain level of turnover, whatever the consequences. The system was rife with perverse incentives. Peers who sabotaged others’ work could save their own jobs; managers might hire less-capable people on their teams to keep from having to fire existing employees whom they favored. Despite the system’s drawbacks, Welch’s influence was so far-reaching that stack ranking was adopted at many of today’s tech giants, where it wreaked havoc on morale and productivity for decades. Eventually, its negative effects became well known enough to make the practice a liability at companies chasing workers whose specialized talents made them scarce, such as engineers. In the mid-2010s, companies including Google, Microsoft, and Amazon abandoned it.
Christopher Mims (Arriving Today: From Factory to Front Door -- Why Everything Has Changed About How and What We Buy)
just as a brilliant strategy is worthless unless it is implemented, a powerful strategic principle is of no use unless it is communicated effectively. When CEO Jack Welch talks about aligning employees around GE’s strategy and values, he emphasizes the need for consistency, simplicity, and repetition.
Orit Gadiesh (HBR's 10 Must Reads on Strategy (including featured article “What Is Strategy?” by Michael E. Porter))
Jack Welch, former CEO of GE. Welch says, “When the rate of change outside the company is greater than the rate of change inside, the end is near.
Michael Gale (The Digital Helix: Transforming Your Organization's DNA to Thrive in the Digital Age)
Nonetheless, the pattern seemed to repeat itself endlessly. A GE executive was named CEO of another company. News of the appointment would send the stock of that company soaring. The men were lavished with riches when they took their new jobs, signing multimillion-dollar contracts that ensured them a gilded retirement, no matter how well they performed. A period of downsizing usually ensued, and profits often ticked up for a few quarters, or even a few years. But inevitably, Welchism exacted its price. There was little focus on long-term strategy, and a slavish devotion to meeting quarterly results. “They wouldn’t know strategy if it hit them in the head,” said Roger Martin, the former Rotman School dean. “All they know how to do is take what they’ve got and refine it, make it operationally more effective.
David Gelles (The Man Who Broke Capitalism: How Jack Welch Gutted the Heartland and Crushed the Soul of Corporate America—and How to Undo His Legacy)