Leading Blog
AUGUST 13, 2021
Jack Welch, who led General Electric as its CEO from 1981 to 2001observed that mid-level leaders at GE struggled with having the courage to make a decision. As he applied power to the engine of the chopper, he whispered a prayer to his higher power to mitigate the risk. He began flying east over the South China Sea.
N2Growth Blog
JANUARY 21, 2011
Posted on January 21st, 2011 by admin in Leadership , Miscellaneous , Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth Entrepreneur, CEO or Both? Jack Welch the former head of GE built a reputation as one of the great chief executives of this era. Which hat, or hats do you wear? That’s about it.
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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. In 2009, GE’s transportation unit developed a new sodium battery for a hybrid engine for locomotives.
Harvard Business Review
APRIL 26, 2016
And yet without Box 2, organizations don’t truly transform; they persist in limiting ways of operating. Former GE boss Jack Welch was a master at using symbolic bets to coach GE to have the culture he wanted to achieve his strategic goals, to be #1 or 2 in every market they were in. So, how do you build Box 2 muscle?
Harvard Business Review
AUGUST 6, 2014
search engine company Inktomi in 2002. By mid-2004, however, the operation was mired in conflict over control and differences in management style. Zhou reportedly felt that the original Yahoos were overpaid and lazy, whereas the Yahoo team felt bullied and believed Zhou wasn’t focused on the Yahoo operations.
N2Growth Blog
DECEMBER 30, 2010
Trying to re-engineer an entire life in a few short years down the home stretch is a tough row to hoe. If I recall correctly, Jack Welch wrote that you can only have one priority, you need to pick which it will be. The best legacies are built moment-by-moment and day-by-day.
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.
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