Great Leadership By Dan

OCTOBER 28, 2011

A community (or nation) that rates high on conformity is less likely to be adaptive, innovative, and probably even viable. Managers work toward goals, ideals, and outcomes--that others largely have set or prescribed. Jack Welch's determination to get the right mix and then play only in games he could win created enormous wealth.

Management 231

Management Welch McCarthy Organizational Behavior 231

Leadership Freak

APRIL 10, 2012

“Real change agents comprise less than 10% of all business people,” Jack Welch. Most leaders play not-to-lose rather than playing to win, especially in large organizations. The more we have to lose the more we play not-to-lose. What we protect owns, limits, and controls us. What we risk propels us forward. When to risk: An [.].

Welch 111

Welch Organization Goal Motivation 111

Sales Wolf Blog

JANUARY 10, 2011

Michael Carty, XpertHR : Why It's Time for HR to 'Step to the Front' in 2011 Drew Tarvin, Humor's' Office : 5 Work Resolutions You Shouldn't Make (And One You Should) Kaihan Krippendorff, Fast Company : Five Innovative New Year's Resolutions Roberta Matuson, Fast Company : Will 2011 Be Your Best Year Ever ?

Blog 200

Blog Ingham Human Capital Human Resources 200

Brian Tracy's Leadership Success

NOVEMBER 11, 2014

For a number of years, Enron was cited as one of America’s most innovating and daring companies. Jack Welch calls it “candor.” To learn how to form great habits that will lead you to success, take a look at my recent post 7 Goal Oriented Habits Of Successful People. And they always tell the truth.

Welch 92

Welch Chemicals Open-book Strategic Planning 92

Kevin Eikenberry

NOVEMBER 5, 2010

Jack Welch had some of it, but the sports coaches were a law unto themselves. Five Keys to Better Decision Making in Meetings Nine Steps for Creating and Maintaining Team Ownership of Ideas and Goals Blogs I Like Get Uncomfortable! They had a no-nonsense integrity that is often lost in the slickness of modern business.

Leadership 190

Leadership Blog Learning-by-Doing Workshop 190

N2Growth Blog

APRIL 2, 2010

Successful businesses adapt to market innovations and thrive, while those that fail to make iterative leaps fall by the wayside. What are you so busy doing that you don’t have time to build better relationships with precisely those individuals and groups who can help you achieve your goals and objectives? Thanks for sharing!

Media 365

Media Blog Tools Influence 365

First Friday Book Synopsis

JANUARY 28, 2012

The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses Eric Ries Crown Business (2011) “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.”

Ries 103

Ries Drucker Review Entrepreneur 103

First Friday Book Synopsis

APRIL 11, 2011

Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal Robert Simons Harvard Business School Press (1994) I read this book when it was first published in 1994 and recently re-read it, curious to see how well it has held up. My conclusion? Very well indeed. What I find especially noteworthy is [.].

Simon 80

Simon Books Review System 80

Harvard Business Review

APRIL 26, 2016

Our industry does not respect tradition—it only respects innovation.” ” Nadella was sending a clear message to look past the “sacred cows” of the organization and pursue an agenda of innovation over orthodoxy. Innovation leaders are fascinated with that road. It was just what I was looking for.”

Company 8

Company Welch Bureaucracy Innovation 8

Harvard Business Review

NOVEMBER 24, 2015

Leaders have to place strategic changes, initiatives, and goals into a broader organizational context, or they risk losing good talent, burning out managers, and wasting money on programs that don’t pay off. People have to see why what they’re doing has to change, why they should suddenly be moving in a new direction.

Welch 8

Welch Six Sigma Real Estate Trends 8

Harvard Business Review

NOVEMBER 12, 2012

They are more action-oriented, pursue their own goals, and exhibit disinhibited behavior in part because they believe that rules don't apply to them; they are special and invulnerable. There is a simple power story often told about such behavior: research shows that people with more power tend to pay less attention to others.

Welch 14

Welch COO Constraint CEO 14

Harvard Business Review

JANUARY 14, 2014

GM’s Vice President of global engineering, John Calabrese, told reporters that Barra’s goal was to encourage collaboration — and to show that they could have a little fun at the same time. Bringing teaming into an organization plagued by legacy routines and mindsets is critical to reviving innovation and employee engagement.

Team 8

Team McGregor Parcell Engineering 8

Harvard Business Review

NOVEMBER 14, 2012

GE's Jack Welch was inordinately fond of emphasizing that his biggest leadership regret was that he didn't move fast enough to make fundamental changes. The goal is assuring that the firm's ability to innovate is effectively aligned with the customers' willingness to value them. Speed to market" isn't what's driving the change.

Consensus 8

Consensus Welch Retail CEO 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 9, 2011

In an adjacent office was a colleague who had written something like 12 books and was an internationally recognized scholar in the area of organizational innovation. When I passed his office and he wasn't there, I was sure that he was meeting with Jack Welch or someone famous. He had a beautiful summer house near Cape Cod.

Merton 14

Merton Black-Scholes Welch Organizational Behavior 14

Harvard Business Review

DECEMBER 22, 2011

Some people tend to see their goals as opportunities for gain or advancement. Psychologists call this promotion motivation , and research shows that promotion-minded people are more energized by optimism and praise, more likely to embrace risk , seize opportunities, and excel at creativity and innovation.

Motivation 14

Motivation Productivity Products Marketing 14

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

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. Welch’s “boundaryless organization” should seemingly be the de facto reality for most companies. Fast forward to today, and we live in a different world.

Welch 8

Welch Supply Chain Consensus Engineering 8

Harvard Business Review

NOVEMBER 25, 2013

At best, they serve other goals: allocating compensation fairly, and aligning each individual’s goals with the values and strategies of the company. However, even if these were sufficient goals, managers would still be frustrated by how poorly ratings-based Human Capital Management (HCM) systems achieves them.

Management 11

Management System Learning-by-Doing Welch 11

Skip Prichard

JULY 26, 2021

What are the most innovative companies doing to position themselves? While they are focused on optimization, their shareholders continue to demand that they pay out greater dividends or engage in larger share buy backs instead of investing their profits for future innovation. ” -Jack Welch. Rule the World.

Disintermediation 131

Disintermediation Cost-Benefit Analysis Short-term Long-term 131