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JACK WELCH & GE PRESENTED BY-

AKILA (03)FARAZ (14)

GEETHA (17)AJAY (42)

JABEZ (43)

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KEY FOCUS…HARDWARE & SOFTWARE PHASEJACK WELCH IN THE PATH OF MAKING GE

GLOBALJACK WELCH & 4Es12 LEADERSHIP LESSONS TO THE WORLDACQUISITIONS & WELCH’S GLOBAL

INITIATIVESGLOBAL IMPACT & REFECTION OF JACK

WELCHDID WE KNOW??PERFORMANCE OF GE UNDER WELCHGLOBAL TRAINING

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JACK WELCH’S VISION

“A decade from now, I would like General Electric to be perceived as a Unique, high-spirited, Entrepreneurial enterprise…the most profitable, highly diversified company on the earth, with world quality leadership in every one of its product lines”. -- Jack Welch

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HARDWARE PHASE

THREE-CIRCLE VISION #1, #2 FIX, CLOSE OR

SELL

DELAYERING DOWNSIZING

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THREE CIRCLE VISION-STEP IN MAKING G.E. A GLOBAL COMPETITOR

CORE BUSINESSES:-LIGHTING-MAJOR APLLIANCES-MOTOR

SERVICE BUSINESSES:

-CREDIT CORPORATION-INFORMATION SERVICES-NUCLEAR SERVICES

HI-TECH BUSINESSES:

-MEDICAL SYSTEMS-INDUSTRIAL ELECTRONICS-AEROSPACE

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#1, #2 (Early 1980s)FIX, CLOSE OR SELLDELAYERINGDOWNSIZING

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SOFTWARE PHASESoft values involve issues related to

morale, values, and communicationPrimary focus -restore confidence to

GE’s ranksCenter of Welch’s software phase was

Work-OutPrimary task -leverage the “bigness” of

GE (its global reach, vast human resources, capital, etc.)

Maintain an environment in which “people can reach their dreams.”

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JACK WELCH IN PATH OF MAKING G.E. GLOBAL

BEST PRACTICEBOUNDARYLESSE-BUSINESSGLOBALIZATION SIX SIGMAWORKOUTNIHDIVESTMENT

JACK WELCH & 4ES

EnergeticEnergizesEdgeExecutes

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12 LEADERSHIP LESSONS TO THE WORLD FROM JACK WELCHLEAD , not MANAGEGET LESS FORMALDon’t tolerate BUREAUCRACY, BLOW it up!

Face REALITY. Stop ASUMINGSIMPLIFY thingsCHANGE- an opportunity, not threat

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CONTD…Lead by ENERGIZING others, not managing by authority

DEFY, not respect traditionDon’t make hierarchy rule, but intellect

Pounce everyday. Don’t move cautiously

Put VALUES first, not numbersDon’t try to manage everything, manage less

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ACQUISITIONS & WELCH’S GLOBAL INITIATIVES

KIDDER PEABODYTIME CARD SCANDALCOMPRESSOR PROBLEM IN REFRIGERATOR

HONEYWELLTHOMSON-CGRRCA

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GLOBAL IMPACT & REFLECTION OF WELCHDIVESTMENT & BEST PRACTICES

STRATEGY ( VERITAS, WIPRO)BOUNDARYLESS (DELL)E-BUSINESS (TCS)SIX SIGMA (DELL)DELAYERING (DELL)WORKOUT ( WIPRO)REWARD (TCS, DELL)

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DID WE KNOW?JACK WELCH AND PETER DRUCKERGE AND PIMSJACK WELCH AND BCG MATRIXJACK WELCH AND MCKINSEY’S

MODEL

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PERFORMANCE OF GE (REVENUE)

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STOCK SPLIT

Year Stock Split Ratio Certificate Date/Pay Date Stock Prices

2000 3-for-1 05-May-00 162

1997 2-for-1 09-May-97 118

1994 2-for-1 13-May-94 99.37

1987 2-for-1 22-May-87 107.5

1983 2-for-1 01-Jun-83 105.12

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SHARE PRICES

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SHARE VOLUMES

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GLOBAL TRAININGAttitude is ‘‘be global or die’’“If you do not control your destiny

someone else will”Welch’s US strategyEach GE business had to be No. 1 or No. 2

in its markets, and if not they had to be ‘‘fixed, closed, or sold’’

He did not see people in the companies he took over in Europe as English, Italian, Swedish, Hungarian, or Russian. He saw them as valued GE employees in a ‘‘boundaryless’’ organization that knew no borders or constraints, whether these were internal or geographical.

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BIBLIOGRAPHY http://www.schulersolutions.com/leade

rship_self_test_answers.html http://money.cnn.com/magazines/fortu

ne/fortune_archive/1989/03/27/7183/index.htm

http://www.ge.com http://money.cnn.com/magazines/fortu

ne/fortune_archive/2001/01/08/294478/index.htm

http://www.cnnmoney.com http://www.nni.nikkei.co.jp/FR/TNKS/T

NKSHM/welch/index.html JUDGMENT by, Noel M. Tichy &

Warren G. Bennis

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THANK YOU…