became CEO of General Electric (GE)
in 1981, the system of management in place, commonly referred to as "command
and control" was the same system that large corporations had used for years.
"Workers worked, managers managed, and everyone new their place. Forms and
approvals and bureaucracy ruled the day," writes
Robert Slater, the author of Jack Welch and the GE Way.
Welch's goal was to make GE "the world's most competitive enterprise."
Jack Welch knew that it would take nothing less than a "revolution" to transform
that dream into a reality. This self-proclaimed revolution meant waging war
on GE's old ways of doing things and reinventing the company from top to
25 Lessons from
In the company's 1993 Annual Report, Welch
noted, "To be blunt, the two quickest ways to part company with GE are, one,
to commit an integrity violation, or, two, to be controlling, turf-defending
oppressive manager who can't change and who saps and squeezes people rather
than excites and
draws out their energy and
The techniques and ideas that Welch has employed to move GE forward are
applicable to any corporations, of any size and of any specialization.
New GE with its unique
learning culture and
boundaryless organization has become one the most admired company in the