Harvard Business Review

APRIL 26, 2016

Box 3: Generate breakthrough ideas and convert them into new products and businesses. ” He continued, “let’s not launch Product X version 2 and instead focus all our efforts on Product Y.” ” In his characteristic style, Welch blasted the Elfun Society at their leadership conference.

Company 8

Company Welch Bureaucracy Innovation 8

Harvard Business Review

NOVEMBER 24, 2015

pursuing adjacent markets, making acquisitions) and significant contractions (e.g. Each strategic shift, of course, was carefully explained and justified by changing market conditions or opportunities; but the net result within the company was a performance-sapping sense of cynicism.

Welch 8

Welch Six Sigma Real Estate Trends 8

Harvard Business Review

JUNE 21, 2012

When you truly understand the perspective of others, you are most likely to reach productive solutions; further, all the participants will feel heard, whether their solution is adopted or not. The definition of the market needed to be changed based on an expanded understanding of its customers' needs. Prime the Pump.

360-Degree Feedback 18

360-Degree Feedback Welch Active Listening CEO 18

Harvard Business Review

JANUARY 14, 2014

When Dan Akerson became CEO in 2010, he brought a bit of daylight into the hallowed halls, breaking down siloes to urge collaboration between departments that had long stopped talking to each other — engineering and parts buyers, product development and purchasing, to name some especially critical relationships. Auto industry Leading teams'

Team 8

Team McGregor Parcell Engineering 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. Chief Marketing Officer Beth Comstock told me they looked to see how they could take this battery technology to new markets.

Six Sigma 8

Six Sigma Incubator Payback Period Ries 8

Harvard Business Review

JANUARY 23, 2013

Increasingly, I see people looking starry-eyed to business and markets to solve social problems. My view is that pretending companies and markets hold all the answers actually puts at risk our ability to deal with our most pressing societal problems — and to help our most vulnerable citizens. I have an M.B.A.

Porter 9

Porter Welch Health Care Marketing 9

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. What was so horrible about publicly traded companies that he’d consider being a CEO again, but only if he could avoid public markets? Are today’s investors really that horrible? Short answer: no.

Stage-Gate 9

Stage-Gate Strategic Planning Welch CFO 9

Harvard Business Review

OCTOBER 4, 2011

While at GE, Jack Welch popularized the notion that it was good to fire the "bottom 10" of his managers every year. The challenge lies in productively managing talent's fat middle. But the goal should be to raise the overall average of the entire pool, and avoid letting it get pulled down. •

Bottom-up 12

Bottom-up Performance Review Mentor Welch 12

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. Electrolux CEO Keith McLoughlin has declared that new product prototypes have to enjoy at least a 70% customer preference rate in blind competition with best-selling rival products.

Consensus 8

Consensus Welch Retail CEO 8

Harvard Business Review

OCTOBER 9, 2018

If you were entering the job market in the early 90s, most job descriptions included “Macintosh experience” or “excellent PC skills” in their preferred qualifications. Unlike Welch’s 41-year tenure at GE, today’s employees are expected to hold an average of 10 jobs before the age of 40.

Team 10

Team Welch Motivation Metrics 10

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. This was delaying product production.

Welch 8

Welch Supply Chain Consensus Engineering 8

Coaching Tip

JANUARY 27, 2011

GE is known for its diversity and ability to function competitively in many markets. Jack Welch is quoted as saying, "What sets GE apart is a culture that uses diversity as a limitless source of learning opportunities, a storehouse of ideas whose breadth and richness is unmatched in world business." Many-market organization.

Succession 113

Succession Welch Leadership Diversity 113

Skip Prichard

JULY 26, 2021

How do you become a market leader in the midst of rapid change? You predict that we will have only 100 dominant players in 50 markets by 2050. In fact, many of their leaders have forgotten how they got there – mission, talent, offering, and markets. Another indication of the speed and extent of dominance is market cap.

Disintermediation 130

Disintermediation Cost-Benefit Analysis Short-term Long-term 130