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
No one is doing something in your business - getting a sale, having a key customer, working on an R&D project - doing anything that's more important than something you say is going to change the company.
Globalization has taken a hit in that there is some sand in the gears because most of us have supply chains that are all over the world that we've had to lengthen.
If you get the best people on your team, you've got plenty of time to do the things you like to do and can add more value to.
You never know how diverse your career can be. I think it's wonderful. My life has always been the next page, not the last page.
I don't think environmentalists have the slightest reason to be concerned about globalization because every time you move a plant to a new place you upgrade the neighborhood. You put in global standards. You put in modern plants. And all the plants around it get improved.
If we don't create private sector jobs and just - just creating public sector jobs, we're going nowhere. This is a bad game. You've got to have innovation. You've got to have tax policies that support innovation.
Its a marathon, its not a sprint. Ten years. Fifteen years. You've got to get up everyday, with a new idea, a new spin, and you've got to bring it to work, every day
Face reality as it is, not as it was, or as you wish it were. Be candid with everyone. Don't manage, lead. Change before you have to. If you don't have a competitive advantage, don't compete. Control your own destiny, or someone else will.
I’ve learned in a hundred ways that I rarely regretted acting but often regretted NOT acting fast enough.
The main social responsibility for a company is to win.
Any time there is change, there is opportunity. So it is paramount that an organization get energized rather than paralyzed.
If you don't deliver, you don't earn the flexibility.
Above all, good leaders are open. They go up, down, and around their organization to reach people. They don't stick to the established channels. They're informal. They're straight with people. They make a religion out of being accessible. They never get bored telling their story.
Managers can waste a lot of time at the outset of a crisis denying that something went wrong. Skip that step.