CEO Information Operations Welch 
Leading Blog
AUGUST 13, 2021
Leaders must have the courage to make decisions with well less than perfect information. Jack Welch, who led General Electric as its CEO from 1981 to 2001observed that mid-level leaders at GE struggled with having the courage to make a decision. Still, a leader must decide. Finally, he received a reply.
Coaching Tip
SEPTEMBER 4, 2013
Microsoft Corporation got its start by making operational software for personal computers; as a contractor to IBM who decided to explore the personal computer market after doing well in main frame and mid-sized computing hardware. .
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Sales Wolf Blog
DECEMBER 3, 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.
Strategy Driven
DECEMBER 2, 2010
About the Authors Randy Dobbs, author of Transformational Leadership , is a Senior Operating Executive at Welsh, Carson, Anderson & Stowe; one of the largest and most successful private-equity firms in the United States.
Harvard Business Review
JUNE 21, 2012
As the up-and-coming vice president and CEO candidate for a Fortune 500 technology corporation sat before the CEO for his annual review, he was baffled to discover that the feedback from his peers, customers, direct reports, and particularly from board members placed unusual emphasis on one potentially devastating problem: his listening deficit.
N2Growth Blog
OCTOBER 6, 2010
Jim was animated, passionate, informative and lucid. Where Jim fell short in my opinion was that if you’ve heard Jim before, there wasn’t a lot of new information. The highlight of the day for me was when Jack Welch took center stage, and center stage he took. He is a great presenter and was highly entertaining.
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. Palmisano could not have succeeded at placing values at the center of IBM's operations without strong principles of his own.
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