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. Maybe that is because of more public scrutiny and the operation of social media.

Welch 14

Welch COO Constraint CEO 14

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. But his division's operations department was adamant it could not be done given the tremendous complexity of its processes. Prime the Pump.

360-Degree Feedback 18

360-Degree Feedback Welch Active Listening CEO 18

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. Product development: g etting closer to customers and moving faster. They have branded it “FastWorks.”

Six Sigma 8

Six Sigma Incubator Payback Period Ries 8

Harvard Business Review

JANUARY 4, 2011

The changeover to a new calendar year, coinciding with the return of many from holiday breaks, is a perfect opportunity to reflect on what was learned during the past year; set exciting stretch goals for the year ahead; and start taking actions to achieve those goals.

Welch 15

Welch Energy Banking Conference 15

Harvard Business Review

AUGUST 27, 2014

Or do you believe that this is an unattainable, unaffordable goal in view of the financial and operational challenges your organization currently faces? Does GM’s reward system dispense incentives for cost controls even to the detriment of product safety? Next, make a list of the behaviors you are currently measuring.

Incentives 8

Incentives Performance Review Welch Motivation 8

Harvard Business Review

JANUARY 23, 2013

Former GE CEO Jack Welch, writing in Business Week , characterized the nonprofit sector as a "foreign land" in which performance is not a priority and employees are guaranteed "lifetime employment." I'd suggest three practical questions to ask in sorting through how to achieve important social goals.

Porter 9

Porter Welch Health Care Marketing 9

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

One can hardly imagine a decentralized decision- making process in his operations. 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." GE and HCL. Many-market organization.

Succession 113

Succession Welch Leadership Diversity 113