Harvard Business Review

MAY 13, 2014

GE is an icon of management best practices. 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. Resource allocation: i ncubating a protected class of ideas.

Six Sigma 8

Six Sigma Incubator Payback Period Ries 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. This "too fast/too slow" leadership conundrum reeks of "Goldilocks" management — transformations and turnarounds should be neither too fast nor too slow; they must be "just right."

Consensus 8

Consensus Welch Retail CEO 8

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 Communication Leadership Managing up'

Execution 8

Execution Middle Management Welch CEO 8

Harvard Business Review

JUNE 6, 2014

A big selling point, the start-up hopes, is the energy-saving potential: If you’re a facilities manager, you can lower the temperature by 1 degree and see whether anyone reacts. (First the physical climate, next the emotional climate? Wishful thinking.) If people are still comfortable, you’ve saved your firm some heating costs.

Engineering 8

Engineering Welch Media Wilde 8

N2Growth Blog

SEPTEMBER 19, 2010

It includes books by Peter Drucker, Charles Handy, Charles Koch, Jack Welch, and Bob Sutton. While I use online for just about everything, and will be facilitating a leader’s board meeting for PBS on webcam tomorrow for example, I still prefer the page to the screen when I read:-).

Blog 419

Blog Open-book Library Learning-by-Doing 419

N2Growth Blog

DECEMBER 30, 2010

If I recall correctly, Jack Welch wrote that you can only have one priority, you need to pick which it will be. From what I have observed with your son's they both seem to be winning the battle – of course it never hurts to have a great example to follow:). link] mikemyatt Thanks for stopping by Bert. I Think Not.

Blog 414

Blog Career Learning-by-Doing Advice 414

Women in the LEAD

MARCH 7, 2010

Debbe Debbe Kennedy, founder, president and CEO Women in the Lead   at the Global Dialogue Center Leadership Solutions Companies Berrett-Koehler author, Putting Our Differences to Work The Fastest Way to Innovation, Leadership, and High Performance It's a New DAY! Together we will create the difference we are seeking!

Welch 45

Welch Katz Globalization Conference 45

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. Senior management knew this was an issue.

Welch 8

Welch Supply Chain Consensus Engineering 8

Harvard Business Review

SEPTEMBER 26, 2018

IBM may want to recast itself as a younger, forward-looking brand, for example, and actively cultivating a youthful workforce would certainly help that cause among employees and customers alike. And it’s understandable that companies seek certain types of employees to burnish their reputations.

Welch 9

Welch Reputation Diversity Media 9

Harvard Business Review

DECEMBER 13, 2017

Some argue that profits are stagnant because of short-termism—that decades of focusing on current profits over long-run innovativeness has resulted, now, in companies that are hollowed out. One trend that has contributed to short-termism and lower innovativeness is the increased prevalence of outside CEOs.

Short-term 8

Short-term Decentralization Company Trends 8

Harvard Business Review

SEPTEMBER 5, 2012

In a recent conversation, we discussed the power of subtraction as it applies to innovation. By removing things one creates self-imposed constraints, but also clarity and a cleaner context for inspired innovation. Jack Welch had it right: you should continually subtract out the bottom 10% of your team. Subtract Your People.

Power 8

Power Document Self-aware Welch 8

Harvard Business Review

JUNE 26, 2017

Rarely do people point to encouraging employees to disagree with their managers, as Amazon does, or firing top performers, as Jack Welch did at GE. For example, at a grocery store chain I worked with, employees were steeped in an operations culture that valued efficiency and productivity.

Brand 8

Brand Company Operations Merchandising 8

Harvard Business Review

NOVEMBER 25, 2013

I argued that such rating systems don’t accomplish the task managers expect from them, which is to accelerate the performance of their people. However, even if these were sufficient goals, managers would still be frustrated by how poorly ratings-based Human Capital Management (HCM) systems achieves them. False Precision.

Management 9

Management System Learning-by-Doing Welch 9

Harvard Business Review

FEBRUARY 7, 2018

Of the many contributions Jack Welch has made to business wisdom, one of his most famous was “Be #1 or #2 in every market.” Take the cereal business, for example. ” The first problem is it encourages managers to focus most of their attention on market share and not enough on the category itself.

Strategy 10

Strategy Mass Marketing Business Model Brand 10

Harvard Business Review

OCTOBER 10, 2016

How talent management is changing. Similar to what we’ve learned about creating cultures of innovation, it takes more than a handful of leaders contributing creative brilliance; it takes leaders driving the focus on and readiness for change that going digital requires. ” Let’s go back to the IBM example.

Leadership Development 8

Leadership Development Disaggregation Development Leadership 8

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. Rule the World. ” -Ray Wang.

Disintermediation 131

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