Jack Welch
Jack Welch
John Francis "Jack" Welch, Jr.is a retired American business executive, author, and chemical engineer. He was chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the company's value rose 4,000%. In 2006, Welch's net worth was estimated at $720 million. When he retired from GE he received a severance payment of $417 million, the largest such payment in history...
NationalityAmerican
ProfessionEntrepreneur
Date of Birth19 November 1935
CityPeabody, MA
CountryUnited States of America
Shareholder value is a result, not a strategy . . . Your main constituencies are your employees, your customers and your products.
Managers often hold on to resisters because of a specific skill set or because they've been around for a long time. Don't.
We know where most of the creativity, the innovation, the stuff that drives productivity lies - in the minds of those closest to the work.
If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.
Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence.
HR should be every company's killer app. What could possibly be more important than who gets hired?
No one can guarantee you a job other than satisfied customers. That's the only thing that works. Nothing creates work other than products and services you provide that create satisfied customers.
Some people have better ideas than others; some are smarter or more experienced or more creative. But everyone should be heard and respected.
First and most obvious, bring out the three old warhorses of competition - cost, quality, and service - and drive them to new levels, making every person in the organization see them for what they are, a matter of survival.
Take time to get to know people. Understand where they are coming from, what is important to them. Make sure they are with you.
When the amount of change externally exceeds the amount of change internally, the end is in sight.
No vision is worth the paper it's printed on unless it is communicated constantly and reinforced with rewards.
The productivity now at universities is terrible. Tenure is a terrible idea. It keeps them around forever and they don't have to work hard.
You got to be rigorous in your appraisal system. The biggest cowards are managers who don't let people know where they stand.