Mr. Welch was born in Salem in 1935. He received his B.S. degree in chemic al engineering from the University of Massachusetts in 1957 and his M.S. and Ph.D. degrees in chemical engineering from the University of Illinois in 1960.In 1960, Mr. Welch joined GE as a chemical engineer for its Plastics division in Pittsfield, Massachusetts. He was elected the company's youngest Vice President in 1972 and was named Vice Chairman in 1979.. In December 1980 it was announced that he would succeed Reginald H. Jones and in April 1981 he became the eighth Chairman and CEO. Mr. Welch retired as Chairman and CEO of General Electric in September 2001 His ruthless methods earned Welch the nickname “Neutron Jack”
Inspiration
His mother approached him and said to him sternly, "If you don't know how to lose, YOU shouldn't be playing." Mr. Welch said his mother taught him to see the world the way
Leadership Traits:
"Change Before You Have To"
Never be happy where you are. Get a culture at your company that loves change. And every time there's a quantum change in the business world jump.
HOW HE MADE GE THE BEST
Constant Evaluation
Welch introduced a fresh and innovative organizational leadership style to GE during his time at GE. During his 20-year reign at GE, based in Fairfield, Connecticut, Welch developed a ranking system that put employees in one of three categories. The top 20 percent were "stars," the middle 70 percent were the crucial majority and the bottom 10 percent were weeded out. ("Jack Welch discusses winning method for cultivating leadership," 2005). He says, "There's lip service about work-life balance, and then there's reality. To make the choices and take the actions that ultimately make sense for you, you need to understand that reality: your boss's top priority is competitiveness. Of course he wants you to be happy, but only inasmuch as it helps the company win. In fact, if he is doing his job right, he is making your job so exciting that your personal life becomes a less compelling draw."
LONG TERM STRATEGY:
''You can't grow long-term if you can't eat short-term,'' he states flatly. ''Anybody can manage short. Anybody can manage long. Balancing those two things is what management is.''
Leaning organization:
Worldwide, we invest about $1 billion every year on training and education programs for the people of GE. The results can be measured in the increasing leadership capabilities of our own people and ultimately in the value and opportunity generated for our customers and their communitie. GE's Corporate Entry-level Leadership Programs offer recent college graduates prized development opportunities that combine real-world experience with formal classroom study. Through a series of rotating assignments - typically over a period of two years - young professionals receive accelerated professional development, world-class mentors, and global networking that cuts across GE's businesses.
Decision making Ability:
Technologies Corp. — whose Pratt & Whitney division is another huge enginemaker — planned to buy Honeywell. Within 45 minutes, on the phone from his car, Welch had lined up his board to make a counter-offer. Two days later he had Honeywell in the bag; it would be the largest ever merger between two industrial companies.
Inspiration
His mother approached him and said to him sternly, "If you don't know how to lose, YOU shouldn't be playing." Mr. Welch said his mother taught him to see the world the way
Leadership Traits:
"Change Before You Have To"
Never be happy where you are. Get a culture at your company that loves change. And every time there's a quantum change in the business world jump.
HOW HE MADE GE THE BEST
Constant Evaluation
Welch introduced a fresh and innovative organizational leadership style to GE during his time at GE. During his 20-year reign at GE, based in Fairfield, Connecticut, Welch developed a ranking system that put employees in one of three categories. The top 20 percent were "stars," the middle 70 percent were the crucial majority and the bottom 10 percent were weeded out. ("Jack Welch discusses winning method for cultivating leadership," 2005). He says, "There's lip service about work-life balance, and then there's reality. To make the choices and take the actions that ultimately make sense for you, you need to understand that reality: your boss's top priority is competitiveness. Of course he wants you to be happy, but only inasmuch as it helps the company win. In fact, if he is doing his job right, he is making your job so exciting that your personal life becomes a less compelling draw."
LONG TERM STRATEGY:
''You can't grow long-term if you can't eat short-term,'' he states flatly. ''Anybody can manage short. Anybody can manage long. Balancing those two things is what management is.''
Leaning organization:
Worldwide, we invest about $1 billion every year on training and education programs for the people of GE. The results can be measured in the increasing leadership capabilities of our own people and ultimately in the value and opportunity generated for our customers and their communitie. GE's Corporate Entry-level Leadership Programs offer recent college graduates prized development opportunities that combine real-world experience with formal classroom study. Through a series of rotating assignments - typically over a period of two years - young professionals receive accelerated professional development, world-class mentors, and global networking that cuts across GE's businesses.
Decision making Ability:
Technologies Corp. — whose Pratt & Whitney division is another huge enginemaker — planned to buy Honeywell. Within 45 minutes, on the phone from his car, Welch had lined up his board to make a counter-offer. Two days later he had Honeywell in the bag; it would be the largest ever merger between two industrial companies.
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Thorough reading provides new ways to think upon..............
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