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GE's Two-Decade Transformation

Jack Welch led a two-decade transformation of GE through several strategic actions: he implemented the three circle concept of Vision to focus on businesses that were number 1 or 2, simplified GE's structure, reduced costs through downsizing and delayering, and shifted the culture to focus on performance. Welch also developed GE's leadership profile, introduced new performance management systems like 360 degree feedback, and expanded into new areas like services and e-business. Compared to other CEOs, Welch took a more decentralized, productivity-focused, and task-oriented approach that drove significant cultural change and higher turnover at GE.

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568 views6 pages

GE's Two-Decade Transformation

Jack Welch led a two-decade transformation of GE through several strategic actions: he implemented the three circle concept of Vision to focus on businesses that were number 1 or 2, simplified GE's structure, reduced costs through downsizing and delayering, and shifted the culture to focus on performance. Welch also developed GE's leadership profile, introduced new performance management systems like 360 degree feedback, and expanded into new areas like services and e-business. Compared to other CEOs, Welch took a more decentralized, productivity-focused, and task-oriented approach that drove significant cultural change and higher turnover at GE.

Uploaded by

oohsaa
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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GEs two-decade transformation: jack Welch's leadership

Specific strategic actions taken by jack Welch


Recession , high interest rate, strong dollar
1 or 2 (Fix, sell or close) into three circle concept of Vision Five page strategy book Eliminated sectors level Downsizing, destaffing and delayering Increases sales and earnings Focus values, bring change in culture Focus on organizations software Focus on management style such as openness, facing reality etc

Took to initiatives Work out and best practices provide open forum for employees to share views and improvement of businesses Businesses are global, not companies Focusing on skill set and mindset of employees Held session C Focus on compensation package Developed GEs Crotonville Set ideal leadership profile Leaders can be characterized in four ways Introduced 360 degree feedback process

Developed boundary less company Introduced the idea of stretch Initiated towards services businesses Six sigma quality intiative Focused on A players leaders with 4 es Introduced E-Business

Comparison of Lack Welch with other CEO

Jack

John

Decentralization Increase productivity High turnover High cultural change Task oriented

Centralized decrease productivity Low turnover Low cultural change People oriented

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