Nathan Magnuson

NOVEMBER 3, 2014

You generally have more budget to work with. You have more access to information. As far as serving people goes, Jack Welch once said that 70% of leadership is developing people – and that if you don’t like people, leadership stinks! The higher you go in an organization, the more support you get.

Leadership 173

Leadership Welch Bureaucracy Influence 173

Six Disciplines

SEPTEMBER 11, 2015

Getting it done in the short-range, and delivering a long-range plan, and executing on that.” - Jack Welch. Step 2 above should have identified the main points, and the next step is to chunk things down into broad benchmarks with completion deadlines and personnel/budget allocation. . The success of doing both. Review and Adjust.

Execution 70

Execution Strategy Succession Short-term 70

Sales Wolf Blog

NOVEMBER 22, 2010

Equal Employment Opportunity Commission (EEOC) Uniform Guidelines on Employee Selection Procedures (1978) Uniform Guidelines on Employee Selection Walk The Talk The Dash, The Race, and Management, Training and Development Resources Workforce Management: information on employment law, human resource development and human resource management.

Blog 145

Blog Human Resources McCarthy Talent Management 145

Harvard Business Review

NOVEMBER 24, 2015

Middle managers had to go back and forth between firing people and finding new ones with different skills, and few people believed that the yearly planning and budgeting cycle was anything more than a painful exercise, since it was always changing midway through. This case isn’t the exception.

Welch 8

Welch Six Sigma Real Estate Trends 8

Harvard Business Review

JANUARY 18, 2012

In the 20th century, a select group of leaders — General Motor's Alfred Sloan, HP's David Packard and Bill Hewlett, and GE's Jack Welch — set the standard for the way corporations are run. Known for walking out of long meetings to make sales calls, he shortened IBM's two-month annual budget process to six days.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

SEPTEMBER 9, 2015

Working across organizational boundaries was a new way of thinking 25 years ago —one that was largely championed by Jack Welch, then CEO of GE. Our communications technologies have dramatically improved, and we have instantaneous access to massive amounts of information. Fast forward to today, and we live in a different world.

Welch 8

Welch Supply Chain Consensus Engineering 8

Harvard Business Review

OCTOBER 4, 2013

In other words, it’s an interaction among “agents” who “base their decisions on limited information about actions of other agents in the recent past, and they do not always optimize.”. It’s a game , played by flawed-but-not-crazy human beings under confusing circumstances. That quote is from economist H.

Game Theory 11

Game Theory Politics Proposal Learning-by-Doing 11