Acknowledged as the outstanding business leader of the late twentieth century, Jack Welch made General Electric one of the world's most competitive companies. This dynamic CEO defined the standard for organizational change, creating more than $400 billion in shareholder value by transforming a bureaucratic behemoth into a nimble, scrappy winner in the global marketplace. Here, Tichy and Sherman extract the enduring leadership lessons from the revolution Welch wrought at GE. Of these, the most essential is the limitless power of learning. Leadership has its mysteries, but it is a skill that anyone can acquire and enhance. Above all, great leaders select great people and lure them into an endless process of learning and adaptation. Jack Welch's Six Rules Control your destiny or someone else will. 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.
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A close advisor to the CEO of GE describes how Jack Welch pursued an agenda of change, throwing out GE's established order and revolutionizing the company, and offers valuable management lessons based on the experience. Reprint. 35,000 first printing.
When Jack Welch became CEO of General Electric in 1981, the company was heading towards the same grim fate that had overtaken so many others. Until, that is, Welch set about a revolutionary restructuring programme which was to see GE's share price leap to five times its former level in the biggest, most successful corporate transformation of all time. Drawing on the author's unprecedented access to Welch and GE employees at all levels, 'Control Your Destiny or Someone Else Will' distills the wisdom to be derived from GE's experience into a blueprint for success.
The six rules Jack Welch lives by:
· Control your destiny or someone else will
· 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
‘The first scholarly attempt to pin down the secrets of GE's success... a helpful, clear account with interesting case studies.’
THE FINANCIAL TIMES
‘Fascinating... There is at least as much to be learned here as from... Peter Drucker, John Kenneth Galbraith or Michael Porter’
BOSTON GLOBE
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