9-399-150 REV: MAY 3, 2005 CHRISTOPHER A. BARTLETT MEG WOZNY GE's Two-Decade Transformation: Jack Welch's Leadership On September 7, 2001, Jack Welch stepped down as CEO of General Electric. The sense of pride he felt about the company's performance during the previous two decades seemed justified judging by the many accolades GE was receiving. For the third consecutive year, it had not only been named Fortune's "Most Admired Company in the United States," but also Financial Times' "Most
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Transformation: Jack Welch’s Leadership Submitted by: Group 11 When Jack Welch took over GE as CEO in April 1981, GE comprised of a complex diversified conglomerate consisting of 10 overlaying groups of 46 divisions and 190 departments all supporting 43 business units. GE was already considered as a bench mark for its sophisticated strategic planning and management practices. But at that time US was facing recession, an economy of high unemployment, high interest rates, and strong U.S dollar. So Welch set
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Setting goals * As a CEO of GE Jack Welch was known for his use of goal setting to motivate higher levels of achievement. To achieve GE’s leadership position and to drive constant growth, Welch preached a philosophy he called “planful opportunism,” employees were given an over-reaching stretch-goal and were permitted to do whatever it took to reach the target. For example, Welch required the newly hired head of productivity, William Sheeran, to achieve an impressive 5% annual productivity. Sheeran
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Review of Winning by Jack Welch When former General Electric CEO Jack Welch reflected on the thousands of questions he has been asked over the years, he realized they could be summed up by one question, “What does it take to win” (Welch Pg.3). Welch believes when companies win, everybody wins and the world is a better place. In his book, Winning, Welch attempts to answer the question of what it takes to win. He uses his experience at General Electric, the experiences of close friends and other
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GE’S Two-Decade Transformation 1.How difficult a challenge did Welch face in 1981? How effectively did he take charge? When Jack Welch assumed as CEO of GE in April 1981, he had the challenge of revitalizing the competitiveness and productive competency of the company. In 1981 the economy was in a recession and high unemployment combined with high interest rates exacerbated GE’s problems. GE needed to be restructured and this entailed the modernization and streamlining of operations, downsizing
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Nike Case Study Shiffaun L. Alston Jack Welch Management Institute Professor R. Chua JWMI 550 Sunday, December 7, 2014 Executive Summary Nike’s business model was based in outsourcing its manufacturing, then using the money it saved on aggressive marketing campaigns. However, the process of outsourcing work internationally proved to be problematic for Nike in a variety of ways particularly in regards to low wages provided workers and poor working conditions and environment
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Lisa Benton Case Analysis Introduction Effective leadership creates successful teamwork; it’s the formula that every leader must understand in order to win in the 21st century. The relationship between the effectiveness of an individual as a leader and the creation of successful teamwork becomes the secret of a successful business. Effective leaders understand more than ever the importance of teamwork in the corporate organization and how the concept can impact every winning element of the organization
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that allow the company to capitalize on opportunities, financial strength and common values that allow the company to face environmental changes with confidence (GE, 2009). One of the most influential leaders in the company’s history was Jack Welch. Jack Welch had a one goal. That goal was to build the world’s most competitive enterprise (GE, 2009). In the 1980s corporate America operated by the workers working,
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influential CEOs—Jack Welch and Jeff Immelt. The essay is organised in four sections. The first section describes GE’s corporate strategy from 1981 to 2001 with Jack Welch as CEO, followed immediately by a critical analysis of Welch’s strategic approach in the second section. The third section then describes GE’s corporate strategy from 2001 to present with Jeff Immelt as CEO, followed again by a critical analysis of Immelt’s strategic approach in section four. 1. The Jack Welch period (1981–2001)
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influential CEOs—Jack Welch and Jeff Immelt. The essay is organised in four sections. The first section describes GE’s corporate strategy from 1981 to 2001 with Jack Welch as CEO, followed immediately by a critical analysis of Welch’s strategic approach in the second section. The third section then describes GE’s corporate strategy from 2001 to present with Jeff Immelt as CEO, followed again by a critical analysis of Immelt’s strategic approach in section four. 1. The Jack Welch period (1981–2001)
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