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
If the rate of change on the outside exceeds the rate of change on the inside, the end is near.
The world belongs to passionate driven people.
Control your own destiny or someone else will.
If your CFO is more important than your CHRO (Chief Human Resource Officer) you're nuts!
Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse—the key vital sign of a company.
Arrogance is a killer, and wearing ambition on one's sleeve can have the same effect. There is a fine line between arrogance and self-confidence. Legitimate self-confidence is a winner. The true test of self-confidence is the courage to be open—to welcome change and new ideas regardless of their source. Self-confident people aren't afraid to have their views challenged. They relish the intellectual combat that enriches ideas.
Strategy is not a lengthy action plan. It is the evolution of a central idea through continually changing circumstances.
Great leaders love to see people grow. The day you are afraid of them being better than you is the day you fail as a leader.
Business is a game, and as with all games, the team that puts the best people on the field and gets them playing together wins. It's that simple.
You've got to eat while you dream. You've got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. The success of doing both. Walking and chewing gum if you will. Getting it done in the short-range, and delivering a long-range plan, and executing on that.
If work is just going in every day and getting a check, it's an ugly life. When you can make work a meaningful purpose, you've hit the jackpot for people.
Companies don't give job security. Only satisfied customers do.
Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.
People aren't the same. Business is, in my opinion, all about the team that fields the best players. It's not about an idea. An idea goes away. Somebody catches up with it. It's not about a widget.