It’s best to be small, no matter how
big you are
By
slashing unneeded bureaucracy and insisting that
GE’s businesses
be in the top two positions in their respective fields,
Welch instilled an
entrepreneurial spirit and a
quick-thinking,
quick-moving approach to
competition and
constant improvement. It was a
small-company approach to running an enormous, multi-billion-dollar
organization, and it worked marvelously.
It’s all about people
Jack Welch’s passion was
making people GE’s core competency, and he saw
to it that the company found and developed great people.
Companies must be boundaryless to
unlock their potential
Insular thinking results in stale ideas
and, consequently, stale organizations. By breaking down the walls and
borders that separated various departmental and functional areas at GE,
Welch was able to
unlock the full creativity of his people, propelling the company
forward with fresh,
creative approaches to
problems.
Quality
is nothing without efficiency
GE’s Six Sigma initiatives
replaced sloganeering quality strategies with ones that brought about
measurable results in
increased efficiency, reduced defects and
satisfied customers.
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