Harvard Business Review

JANUARY 26, 2015

Of course, leaders, too, can set a different tone: Jack Welch, Lee Iacocca, Lou Gerstner, and Steve Jobs all did that. Companies in industrial businesses had to drive costs down and execution up and create foolproof processes to ensure quality. In the first part of this century, innovation became the priority. Or take Ebola.

Welch 8

Welch Six Sigma Agility Operations 8

Harvard Business Review

DECEMBER 16, 2016

Yes, “ leading by example ” is essential. ” She felt the company’s existing analytics and processes simply didn’t go far enough in improving customer experiences. Machine learning, for example, is now as integral to Microsoft’s new value vocabulary as great code. Ambiguity is the enemy.

CEO 8

CEO Welch Health Care Innovation 8

Harvard Business Review

JULY 17, 2018

In my view, however, the structure and processes of the GE board were poorly designed for effectively overseeing Immelt and his management team. When Jack Welch stepped down as CEO in 2001, GE’s defined benefit (DB) plan was sitting on a surplus of $14.6 There were three problems in particular: The Board Was Too Big.

Committee 8

Committee Welch Finance Participative 8

Harvard Business Review

MAY 13, 2014

Under CEO Jack Welch in the 1980s and 1990s, they adopted operational efficiency approaches (“ Workout ,” “Six Sigma,” and “Lean”) that reinforced their success and that many companies emulated. You need to think like a portfolio manager, allocating resources both to innovate in your core and for the future.

Six Sigma 8

Six Sigma Incubator Payback Period Ries 8

Harvard Business Review

JUNE 6, 2014

But that was a good thing: Intense debate over conflicting views is an accepted part of the process at Greylock and occurred regularly when the company made its biggest and most successful bets on Facebook, Pandora, and Airbnb. Recently, Surowiecki notes, the U.S. has been all about enforcing stringent intellectual-property rules.

Engineering 8

Engineering Welch Media Wilde 8

Harvard Business Review

OCTOBER 17, 2013

I still see examples of what happened at Mid Staffs in even the best of hospitals. Earlier in my career, I had the chance to visit leaders such as Jack Welch (GE), Paul O’Neill (Alcoa), and Ralph Larsen (Johnson & Johnson). Leaders need to build reliable processes to hear the staff. Could it happen elsewhere?

Crisis 8

Crisis Health Care Quality Welch 8

Harvard Business Review

JULY 9, 2013

During that prep meeting, the staff person strongly encouraged her to downplay or even eliminate any discussion of the newer, more innovative things she was working on — and not to ask the CEO for anything specific, like a policy decision, funding, or public support. "A As a senior leader, breaking through this pattern is not easy.

Execution 8

Execution Middle Management Welch CEO 8