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
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.
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.