Marketing Skills Technology Welch 
N2Growth Blog
JANUARY 21, 2011
They often don’t possess the skill sets to add value to the initiatives they want to control. Jack Welch the former head of GE built a reputation as one of the great chief executives of this era. That’s about it. Transfer ideas and allocate resources and get out of the way.&#
Sales Wolf Blog
OCTOBER 25, 2010
Center for Creative Leadership : Fundamental Four: Core Leadership Skills for Every Career Stage - It is safe to say that different levels of leadership require varying skill sets in order to be successful in that given position. Lisa Rosendahl, Simply Lisa : Succession Planning. Fascinating.
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Sales Wolf Blog
DECEMBER 3, 2010
The Conference Board seeks to drive thought leadership and business results by focusing on four key topical categories: 1) corporate leadership 2) economies, markets, and value creation 3) high-performing organizations, and 4) human capital. I cannot recommend highly enough that you head over and check it out for yourself!
Harvard Business Review
NOVEMBER 24, 2015
For example, one CEO of a large technology firm oscillated between major expansions (e.g. pursuing adjacent markets, making acquisitions) and significant contractions (e.g. downsizing, divestitures, program cancellations) several times over the course of just a few years. This case isn’t the exception.
Harvard Business Review
DECEMBER 16, 2016
While the incumbent customer lexicon wasn’t abandoned, it neither drove nor literally defined how marketers and innovators talked about the people they were serving. Welch, says Lane, ruthlessly and relentlessly reviewed ever senior level presentation his top team made there.
Harvard Business Review
FEBRUARY 14, 2012
Jack Welch laid off thousands, "de-layering," as some people called it. For example if you are a financial analyst, consider other analyst positions in your company, perhaps in market research or sales. Horizontal experience can also broaden your skills, which improves your chances of moving up. Prove you can handle a promotion.
Harvard Business Review
JUNE 21, 2012
As the up-and-coming vice president and CEO candidate for a Fortune 500 technology corporation sat before the CEO for his annual review, he was baffled to discover that the feedback from his peers, customers, direct reports, and particularly from board members placed unusual emphasis on one potentially devastating problem: his listening deficit.
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