N2Growth Blog

JANUARY 21, 2011

This type of behavior is proof certain that the entrepreneur is not being effective at leading, team building, delegation, leveraging process and a variety of other highest and best use activities for CEOs. Jack Welch the former head of GE built a reputation as one of the great chief executives of this era. That’s about it.

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Entrepreneur CEO Blog Welch 382

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. The Board Had No Finance Committee. GE’s board had another major structural defect: It lacked a finance committee. There were three problems in particular: The Board Was Too Big.

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Committee Welch Finance Participative 8

Harvard Business Review

JULY 5, 2018

He introduced a strategic planning process directed from the center. The model was honed by Jack Welch in the 1980s and 1990s, with new portfolio restructuring strategies and a headlong expansion into finance. GE, and Jack Welch in particular, were heroes of business schools. Business schools.

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Welch Software Industry Hedge 8

Harvard Business Review

MAY 27, 2014

Last fall, when it was still not clear who would be the next chief executive of Microsoft, Jack Welch recommended Sam Palmisano for the job. Here’s a version of it from a couple of years into the process, which started in 2006.) Communication Finance Getting buy-in'

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Stage-Gate Strategic Planning Welch CFO 9

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. The hard part is executing the idea to build a business, which takes a process that actually works.

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Six Sigma Incubator Payback Period Ries 8

Harvard Business Review

OCTOBER 17, 2013

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). They’d return to their offices inspired to improve processes and remove barriers for the people doing the frontline work. Leaders need to build reliable processes to hear the staff.

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Crisis Health Care Quality Welch 9

Harvard Business Review

MAY 5, 2011

While many organizations have generated big returns from process improvement, few have built continuous improvement into their DNA. Danaher, the $10 billion conglomerate of 600 manufacturing companies, got serious about process improvement after the surprising turnaround of a subsidiary in the mid-1990s.

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Six Sigma Process Tips Lean Manufacturing 14