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    Jack Welch and Immelt Jeffery Case

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    Abhinaya Das
    Welch foresaw that GE could become complacent if changes weren't made. He created a flatter structure to improve communication and adopted a strategy of focusing on businesses that were number one or number two in their markets. Welch also provided autonomy to individual business units while launching programs to improve processes like Six Sigma. He communicated regularly with business heads and treated GE like a small company through surprise visits and notes, while providing big company resources. Welch was a hard taskmaster who rewarded top performers and developed leaders through training like at the Crotonville leadership center.

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    Jack Welch and Immelt Jeffery Case

    Uploaded by

    Abhinaya Das
    110 views7 pages
    Welch foresaw that GE could become complacent if changes weren't made. He created a flatter structure to improve communication and adopted a strategy of focusing on businesses that were number one or number two in their markets. Welch also provided autonomy to individual business units while launching programs to improve processes like Six Sigma. He communicated regularly with business heads and treated GE like a small company through surprise visits and notes, while providing big company resources. Welch was a hard taskmaster who rewarded top performers and developed leaders through training like at the Crotonville leadership center.

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    Welch foresaw that GE could become complacent if changes weren't made. He created a flatter structure to improve communication and adopted a strategy of focusing on businesses that were number one or number two in their markets. Welch also provided autonomy to individual business units while launching programs to improve processes like Six Sigma. He communicated regularly with business heads and treated GE like a small company through surprise visits and notes, while providing big company resources. Welch was a hard taskmaster who rewarded top performers and developed leaders through training like at the Crotonville leadership center.

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    110 views7 pages

    Jack Welch and Immelt Jeffery Case

    Uploaded by

    Abhinaya Das
    Welch foresaw that GE could become complacent if changes weren't made. He created a flatter structure to improve communication and adopted a strategy of focusing on businesses that were number one or number two in their markets. Welch also provided autonomy to individual business units while launching programs to improve processes like Six Sigma. He communicated regularly with business heads and treated GE like a small company through surprise visits and notes, while providing big company resources. Welch was a hard taskmaster who rewarded top performers and developed leaders through training like at the Crotonville leadership center.

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    of 7

    PRESENTATION ON: JACK WELCH AND JEFFREY IMMELET: CONTINUITYAND CHANGE IN STRATEGY, STYLE, AND CULTURE AT GE

    SUBMITTED BY:Abhishek Singh Mithilesh Sharma Raghav Kumra Abhinaya Das Ansuman Dash Ankita Nagarkoti Sagar Godhani Kanika Goswami
    11

    7/16/12

    GE was already a hugely successful company before Welch became CEO, with a tradition of strong and able leadership. Did Welch make GE a great company, or did GE make Welch a great leader ?

    7/16/12

    Welch foresaw danger of becoming COMPLACENT Welch created a flatter structure which helped in improving communications. Number one Number two Strategy. Master of large business deals. Importance to Strategic Planning. Provided Autonomy of decision making to individual business units. Launched WORK-OUT program.
    22

    7/16/12

    Adoption of Six Sigma


    Reduction of production defects. Invested heavily in training. Three levels of Six Sigma:

    Green Belt Black Belt Master Black Belt


    33

    Compensation linked with Six Sigma.

    Meeting With The Heads Of The Businesses

    7/16/12

    Communication at all levels


    Top-down Bottom-up Lateral

    Small Company environment with Big company resources. Welchs unique ability to communicate & motivate at all levels. Surprise visits at different locations. Personal Notes.
    44

    Hard Task-Master

    7/16/12

    Welch was never satisfied with GEs performance. Good performers were rewarded well. Promotions were mainly for within. Also highly responsible tasks were given. Peoples were classified into 3 categories:

    Top 20 Middle 70 Bottom 10


    55

    Annual C session meetings (briefing book) Succession Planning.

    Leadership training & Executive Development

    7/16/12

    4Es & P Theory:

    Energy Energizing Edge Execute Passion

    Welch himself taught regularly at Crotonville Autonomy to good-performers, but personal leash to underperformers Open to adopt best practices

    Demand flow technology. Bullet Train Technology.

    66

    77

    7/16/12

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