The document discusses Jack Welch's leadership and transformation of General Electric in the 1980s. It summarizes Welch's strategies to make GE the number one or number two company in every business it participated in through a focus on quality, excellence, and establishing a strong vision. Welch restructured GE into strategic business units, drove cultural changes around productivity and removing bureaucracy, and established best practices around identifying and eliminating waste.

1. Jack Welch
General
Electric’s
Revolutionary

2. Range of Business
Plastics
Engineering
Generators Lightning
Wire and Nuclear
Aircraft Engines
Cable Power
Home
Transformers
Appliances
Computers

3. Size and Complexity
CHALLENGE

4. Divisionalization SBUs
WIDELY IMITATED
INNOVATIONS
PIMS and Portfolio
Strategic Planning

5. Competitive Position
Profit
The Jones Legacy
Balkanization
Corporate Review

6. No Overall Theme/
Japan Single Strategy
Jack Welch
Takes Charge
To be no. 1 or 2
Quality and
in EVERY
Excellence
Business

7. THREE CIRCLE CONCEPT
Technology
Services Ind. Electronics
GECC Information Medical Systems
Construction and Materials
Engineering Aerospace
Nuclear Services Aircraft Engines
Outside
Core Housewares
Lightning, Motor
Central Air Conditioning
Major Appliances
TV & Audio
Motor, Turbine
Cable
Transportation
Mobile
Construction
Radio Stations
Equipment

8. Lean
DESTAFFING
Agile

9. Had Jack Welch
presided over the
invention of a new
approach to managing
a complex organization?
PROBLEM STATEMENT

10. CULTURAL CHANGE
“going for the leap”
Productivity
Restructuring Downsizing
Removing Bureaucracy Changing Attitude

11. CULTURAL CHANGE
“people”
Establish Strong Vision and Spread It
Build Good Communication
Anticipate the Resistant
Simplify

12. CULTURAL CHANGE
“organization”
Bureaucracy
Organization Corporate
People Executive
Council
Add Value Ability
Training
and Development
Recognition

13. 1988
WORK-OUT Involve
Customers
Identify and and Suppliers/
Eliminate Partners
“Waste”
Identify Need
of Improvement
and Better
Methods
Low Hanging
Fruit

14. Learn from other successful companies.
Focus more on how things got done.
Implement.
BEST PRACTICES

15. Blurs the divisions between internal functions.
Has the ability to transfer the best ideas, knowledge
and people.

16. THANK YOU
Group 1