Jack Welch
Jack Welch
John Francis "Jack" Welch, Jr.is a retired American business executive, author, and chemical engineer. He was chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the company's value rose 4,000%. In 2006, Welch's net worth was estimated at $720 million. When he retired from GE he received a severance payment of $417 million, the largest such payment in history...
NationalityAmerican
ProfessionEntrepreneur
Date of Birth19 November 1935
CityPeabody, MA
CountryUnited States of America
Business is a game, and as with all games, the team that puts the best people on the field and gets them playing together wins. It's that simple.
If your CFO is more important than your CHRO (Chief Human Resource Officer) you're nuts!
Celebrating creates an atmosphere of recognition and positive energy. Imagine a team winning the World Series without champagne spraying everywhere. And yet companies win all the time and let it go without so much as a high five. Work is too much a part of life not to recognize moments of achievement. Make a big deal out of them. If you don't, no one will.
Shareholder value is a result, not a strategy . . . Your main constituencies are your employees, your customers and your products.
Managers often hold on to resisters because of a specific skill set or because they've been around for a long time. Don't.
Leadership is helping other people grow and succeed. it is not just about you. It's all about them.... everyone deserves a chance.... you can never let yourself be a victim.
First and most obvious, bring out the three old warhorses of competition - cost, quality, and service - and drive them to new levels, making every person in the organization see them for what they are, a matter of survival.
If you don't have a competitive advantage, don't compete.
Number one, cash is king... number two, communicate... number three, buy or bury the competition.
Excellence and competitiveness aren't incompatible with honesty and integrity.
The Internet is the Viagra of big business.
Don't make the process harder than it is.
Failing to differentiate among employees — and holding on to bottom-tier performers — is actually the cruelest form of management there is.
Cash is king. Get every drop of cash you can get and hold onto it.