Harvard Business Review
JULY 5, 2018
Unlike a pure holding company or a modern hedge fund, the GE model intended to create value by actively sharing capabilities among its disparate businesses, which, with one important exception, were all rooted in manufacturing. GE, and Jack Welch in particular, were heroes of business schools. Business schools.
Harvard Business Review
OCTOBER 2, 2012
Years ago, during the dot-com boom, Jack Welch required each of his businesses to go through an exercise that he called "Destroy Your Business.com" in which he asked them how dot.com competitors could possibly put them out of business. Testing, incubating, and investing in alternative models hedges against that possibility.
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Harvard Business Review
OCTOBER 2, 2012
Years ago, during the dot-com boom, Jack Welch required each of his businesses to go through an exercise that he called "Destroy Your Business.com" in which he asked them how dot.com competitors could possibly put them out of business. Testing, incubating, and investing in alternative models hedges against that possibility.
Harvard Business Review
JUNE 12, 2012
Within two years after becoming chief executive of General Electric in 1981, Jack Welch completed one of his most far-reaching initiatives: reducing the number of GE business units from about 150 to 15. In effect, Welch set out to focus the company on the businesses where it had the potential for greatness, and to jettison everything else.
Skip Prichard
JULY 26, 2021
3) hedge bets by building products and services on multiple platforms in order to compete on the same terms as digital giants in ways that are least likely to get regulated. ” -Jack Welch. Business leaders should: 1) build membership and subscription monetization models through alliances against a common enemy.
Expert insights. Personalized for you.
8 
Let's personalize your content