HOW JACK WELCH RUNS GEWord文档下载推荐.docx

HOW JACK WELCH RUNS GEWord文档下载推荐.docx

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'

sharingbestpractices'

and'

boundarylessbehavior,'

theyaremissingmanyopportunitiestolearnandsellservicesacrossthevastnetworkofGEcompanies.Someworrythatthecompany'

sgargantuanSixSigmaprogram,thelargestqualityinitiativeevermountedinCorporateAmerica,isallowingbureaucracytocreepbackintoGE.

Pacingthefloorwithabottleofwaterinhand,Welchpassionatelyattackseachquestion.

Youcan'

tgrowlong-termifyoucan'

teatshort-term,'

hestatesflatly.'

Anybodycanmanageshort.Anybodycanmanagelong.Balancingthosetwothingsiswhatmanagementis.'

Ithinksomeoneissmokingpothere,'

hequipsaboutthecomplaintoverthelackofsynergyamongGEunits.'

We'

vegotenormoussharinggoingon.'

AsfortheconcernoverSixSigma,Welchretorts:

'

Idon'

tgiveadamnifwegetalittlebureaucracyaslongaswegettheresults.Ifitbothersyou,yellatit.Kickit.Screamatit.Breakit!

Inthisclassroom,whereWelchhasappearedmorethan250timesinthepast17yearstoengagesome15,000GEmanagersandexecutives,somethingextraordinaryhappens.ThelegendarychairmanofGE,thetake-no-prisonerstoughguywhogetsresultsatanycost,becomeshuman.Hisslightstutter,ahandicapthathasbedeviledhimsincechildhood,makeshimoddlyvulnerable.ThestudentsseeallofJackhere:

themanagementtheorist,strategicthinker,businessteacher,andcorporateiconwhomadeittothetopdespitehisworking-classbackground.Nooneleavestheroomuntouched.

Ifleadershipisanart,thensurelyWelchhasprovedhimselfamasterpainter.Fewhavepersonifiedcorporateleadershipmoredramatically.Fewerstillhavesoconsistentlydeliveredontheresultsofthatleadership.For17years,whilebigcompaniesandtheirchieftainstumbledlikedominoesinanunforgivingglobaleconomy,WelchhasledGEtoonerevenueandearningsrecordafteranother.

ThetwogreatestcorporateleadersofthiscenturyareAlfredSloanofGeneralMotors（GM）andJackWelchofGE,'

saysNoelTichy,alongtimeGEobserverandUniversityofMichiganmanagementprofessor.'

AndWelchwouldbethegreaterofthetwobecausehesetanew,contemporaryparadigmforthecorporationthatisthemodelforthe21stcentury.'

Itisamodelthathasdeliveredextraordinarygrowth,increasingthemarketvalueofGEfromjust$12billionin1981toabout$280billiontoday.Noone,notMicrosoft'

s（MSFT）WilliamH.GatesIIIorIntel'

s（INTC）AndrewS.Grove,notWaltDisney'

s（DIS）MichaelD.EisnerorBerkshireHathaway'

s（BKR.A）WarrenE.Buffett,noteventhelateCoca-Cola（KO）chieftainRobertoC.GoizuetaorthelateWal-Mart（WMT）founderSamWaltonhascreatedmoreshareholdervaluethanJackWelch.SogiddyaresomeWallStreetanalystsatGE'

sprospectsthattheybelievethatwhenWelchleavesattheendoftheyear2000,GE'

sstockcouldtradeat$150to$200ashare,upfrom$82now,andthecompanycouldbeworth$490billionto$650billion.'

Thisguy'

slegacywillbetocreatemoreshareholdervalueonthefaceoftheplanetthanever--forever,'

saysNicholasP.Heymann,aonetimeGEauditorwhofollowsthecompanyforPrudentialSecurities.

Ofcourse,GE'

ssuccessishardlyWelch'

salone.Thecompanyboastswhatmostheadhuntersbelievetobethemosttalent-richmanagementbenchintheworld.GaryC.WendthasledGECapitalCorp.toextraordinaryheights,whereitcontributesnearly40%ofthecompany'

stotalearnings.RobertC.WrighthasmanagedanastonishingturnaroundatNBC,leadingittoafifthstraightyearofdouble-digitearningsgainsin1997andaNo.1positioninprime-timeratings.NordoesWelch'

smagicworkeverywhereinGE.Thehugeapplianceoperation,forinstance,sawoperatingearningsfall39%lastyear,to$458million,largelyduetorestructuringcharges.Nonetheless,WelchhasledandmanagedGEtonearlyunprecedentedprosperity.

MuchhasbeensaidandwrittenabouthowWelchhastransformedwhatwasanold-lineAmericanindustrialgiantintoakeenlycompetitiveglobalgrowthengine,howhehasastutelymovedtheonce-Establishmentmakerofthingsintoservices.Welchhasreshapedthecompanythroughmorethan600acquisitionsandaforcefulpushabroadintonewlyemergingmarkets.

Lesswellunderstood,however,ishowJackWelchisabletowieldsomuchinfluenceandpoweroverthemostfar-flung,complexorganizationinallofAmericanbusiness.Manymanagersstruggledailytoleadandmotivatemerehandfulsofpeople.ManyCEOswrestletosqueezejustaverageperformancefromcompaniesafractionofGE'

ssize.HowdoesWelch,whositsatopabusinessempirewith$304billioninassets,$89.3billioninsales,and276,000employeesscatteredinmorethan100countriesaroundtheglobe,doit?

Hedoesitthroughsheerforceofpersonality,coupledwithanunbridledpassionforwinningthegameofbusinessandakeenattentiontodetailsmanychieftainswouldsimplyoverlook.Hedoesitbecauseheencouragesnear-brutalcandorinthemeetingsheholdstoguidethecompanythrougheachworkyear.Andhedoesitbecause,aboveallelse,he'

safiercebelieverinthepowerofhispeople.

Welch'

sprofoundgrasponGeneralElectricstemsfromknowingthecompanyandthosewhoworkforitlikenoother.Firstoff,therearethethousandsof'

students'

hehasencounteredinhisclassesattheCroton-on-Hudsoncampus,whicheveryoneatGEjustcallsCrotonville.Thenthere'

sthewayhespendshistime:

Morethanhalfisdevotedto'

people'

issues.Butmostimportant,hehascreatedsomethinguniqueatabigcompany:

informality.

WelchlikestocallGeneralElectricthe'

grocerystore.'

Themetaphor,howeverquirkyforsuchacolossus,allowsWelchtomentallyrolluphissleeves,slipintoanapron,andgetbehindthecounter.There,hecangettoknoweveryemployeeandserveeverycustomer.'

What'

simportantatthegrocerystoreisjustasimportantinenginesormedicalsystems,'

saysWelch.'

Ifthecustomerisn'

tsatisfied,ifthestuffisgettingstale,iftheshelfisn'

tright,oriftheofferingsaren'

tright,it'

sthesamething.Youmanageitlikeasmallorganization.Youdon'

tgethunguponzeros.'

Youdon'

tgethunguponformalities,either.IfthehierarchythatWelchinherited,withitsninelayersofmanagement,hasn'

tbeencompletelynuked,ithasbeenseverelydamaged.Everyone,fromsecretariestochauffeurstofactoryworkers,callshimJack.Everyonecanexpect--atonetimeoranother--toseehimscurrydownanaisletopickthroughthemerchandiseonabottomshelfortoreachintohispocketandsurprisewithanunexpectedbonus.'

ThestoryaboutGEthathasn'

tbeentoldisthevalueofaninformalplace,'

Ithinkit'

sabigthought.Idon'

tthinkpeoplehaveeverfiguredoutthatbeinginformalisabigdeal.'

Makingthecompany'

informal'

meansviolatingthechainofcommand,communicatingacrosslayers,payingpeopleasiftheyworkednotforabigcompanybutforademandingentrepreneurwherenearlyeveryoneknowstheboss.IthasasmuchtodowithWelch'

scharismaasithastodowiththelessvisiblerhythmsofthecompany--itsmeetingsandreviewsessions--andhowheusesthemtogreatadvantage.

WhenhebecameCEO,heinheritedaseriesofobligatorycorporateeventsthathehassincetransformedintomeaningfulleversofleadership.Theseget-togethers--fromthemeetinginearlyJanuarywithGE'

stop500executivesinBocaRaton,Fla.,tothemonthlysessionsinCroton-on-Hudson--allowhimtosetandabruptlychangethecorporation'

sagenda,tochallengeandtestthestrategiesandthepeoplethatpopulateeachofGE'

sdozendivisions,andtomakehisformidablepresenceandopinionsknowntoall.

Welchalsounderstandsbetterthanmostthevalueofsurprise.Everyweek,thereareunexpectedvisitstoplantsandoffices,hurriedlyscheduledluncheonswithmanagersseverallayersbelowhim,andcountlesshandwrittennotestoGEpeoplethatsuddenlychurnofftheirfaxmachines,revealinghisboldyetneathandwriting.Allofitismeanttolead,guide,andinfluencethebehaviorofacomplexorganization.

repebblesinanocean,butheknowsaboutus,'

saysBrianNailor,afortysomethingmarketingmanagerofindustrialproductswhowasattheCroton-on-Hudsonsession.'

He'

sabletogetpeopletogivemoreofthemselvesbecauseofwhoheis.HelivestheAmericandream.Hewasn'

tbornwithasilverspooninhismouth.Hegothimselfoutofthepile.Hedidn'

t