Jack Welch

Paper Summary:

This paper examines the successful career of Jack Welch, the former CEO of General Electric. It looks at what he accomplished in the post of CEO of General Electric, largely because of his enormous leadership qualities as well as communication skills. It also discusses how these qualities helped him to bring about a huge change thereby resulting in the ultimate success of the corporation. It analyzes how in order to accomplish his goals and to see his dream of General Electric becoming one of the top most corporations in the world come to life Jack set three general rules for himself which included, never to be afraid of a change, to discharge hesitant and unwilling managers and to stop the bureaucracy traditionally practiced in General Electric. It shows how with the help of effective communication skills, he succeeded in conveying his ideas to the entire personnel and developed the concept for an improved environment and a healthier change leading them to success.

From the Paper:

"Jack Welch learned what necessary changes were to be brought from the experience of his initial working days as a junior engineer and as a result he made considerable efforts to change the primitive, less healthy environment to a new "informal learning environment" (Biography) for everyone working at General Electric. In addition to the above, he noticed that other successful corporations focused on improving the way businesses were managed. As a result he created the idea of an organization in which the best ideas and methods practiced by one part of the company were to be carried to all the other units of the organization in order to provide useful knowledge to every business unit within General Electric. This healthy change in the environment was also the result of the communication skills practiced by Jack Welch. He interacted with his assistants in order to know them better and to help them fully participate in the business activities of General Electric. He wrote several effective and impressive memorandums to his employees outlining what he demanded and expected of them."

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