Jack: Straight from the Gutby Jack Welch, John A. Byrne, Mike Barnicle
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As CEO of General Electric for the past twenty years, he has built its market cap by more than $450 billion and established himself as the most admired business leader in the world. His championing of initiatives like Six Sigma quality, globalization, and e-business have helped define the modern corporation. At the same time, he's a gutsy boss who has forged a unique philosophy and an operating system that relies on a "boundaryless" sharing of ideas, an intense focus on people, and an informal, give-and-take style that makes bureaucracy the enemy. In anecdotal detail and with self-effacing humor, Jack Welch gives us the people (most notably his Irish mother) who shaped his life and the big hits and the big misses that characterized his career.
Starting at GE in 1960 as an engineer earning $10,500, Jack learned the need for "getting out of the pile" when his first raise was the same as everyone else's. He stayed out of the corporate bureaucracy while running a $2 billion collection of GE businesses-in a sweater and blue jeans-out of a Hilton in Pittsfield, Massachusetts. After avoiding GE's Fairfield, Connecticut, headquarters for years, Jack was eventually summoned by then Chairman Reg Jones, who was planning his succession. There ensued one of the most painful parts of his career-Jack's dark-horse struggle, filled with political tension, to make it to the CEO's chair. A hug from Reg confirmed Jack was the new boss-and started the GE transformation. Welch walks us through the "Neutron Jack" years, when GE's employment rolls fell by more than 100,000 as part of a strategy to "fix, sell, or close" each business...and how he used the purchase of RCA to provide a foundation for the company's future earnings. There were mistakes, too-and Jack confronts them openly. In "Too Full of Myself," he describes one of the biggest blunders: the purchase of Kidder Peabody, which ran counter to GE's culture. The riveting story of his last year-the elaborate process of selecting a successor and the attempt to buy Honeywell-is also told in compelling detail.
This book is laced with refreshing interludes, such as "A Short Reflection on Golf," that capture Jack's competitiveness and the importance of friendship in his life. Destined to become a business classic, Jack: Straight from the Gut is a deeply personal journey filled with passion and a sheer lust for life.
During his 21-year tenure as chairman and chief executive of General Electric, Jack Welch redefined business culture in America and across the globe. Today, Welch epigrams like "Fix, sell, or close" are part of our everyday vocabulary; Welch initiatives like Six Sigma have enabled many organizations to meet the demands of a highly competitive marketplace; and Welch disciples hold leadership positions throughout the Fortune 500. In Jack: Straight from the Gut, the first book ever written by GE's legendary CEO, you'll find out how a chemical engineer impatient with bureaucracy took a solidly prosperous company and remade it into an extremely profitable, aggressive, value-oriented business that serves as a model for executives from New York to New Delhi.
The first section of Welch's narrative deals with his childhood (the fierce passion and integrity of his mother, Grace who refused to allow her son's stutter to stand in his way resonate throughout the book), his formative experiences as he struggled to climb "out of the pile" while developing a new plastic called PPO for GE, and his ultimate accession after two decades of hard work to the post of chairman. As he recounts his rise through the ranks, Welch shares the principles that he believes were integral to his success. First and foremost is his commitment to creating a meritocracy in which the best people, those who truly distinguish themselves through the quality of their work, are rewarded: Nothing is as important as identifying, training, and holding on to talented people. Another core principle of Welch's is the need for speed and responsiveness; "I wanted the company," he writes, "to be more like a speedboat, fast and agile, able to turn on a dime." A third principle could be called "informality" or even "joy." As a manager, Welch loved the back-and-forth involved in a true exchange of ideas as well as the conviviality of a night out celebrating the latest victory with his team.
The second part of Jack: Straight from the Gut centers around Welch's resoundingly successful and sometimes painful struggle to modify GE's "hardware" (some business units were sold off or restructured while others, like NBC, were acquired) and its "social architecture" (the culture or values that drove the company). During this period, Welch revitalized Crotonville, GE's famous management training center, and introduced the revolutionary concept of "boundaryless" thinking into the organization. Welch tells us, "The boundaryless company I saw would remove all barriers among the functions: engineering, manufacturing, marketing, and the rest.... It would eliminate the less visible walls of race and gender. It would put the team ahead of the individual ego." The third and final section of the book discusses GE's four top initiatives over the past decade globalization, the growth of services, Six Sigma, and digitalization and also includes a pithy chapter entitled "What This CEO Thing Is All About," in which Welch distills the lessons of his amazing career. Throughout the latter part of the book, Welch also deals candidly with some of his most highly publicized problems, including the response to the layoffs of the '80s; his difficulties with the acquisition of Kidder, Peabody; and the Hudson River PCB problem.
Always enlightening and informative, Jack: Straight from the Gut offers us an invaluable look into the mind of the man whom Business Week calls "the most impressive CEO of his time." Although Welch doesn't portray himself as General Electric's savior (throughout the book, he generously acknowledges the contributions of his colleagues, thereby remaining true to his vision of team spirit), his book is essential reading for businesspeople and for anyone else who wants to understand the principles by which companies should be run. (Sunil Sharma)
A Review by Janet Lowe
The cover of Jack Welch's autobiography uncannily reflects what has recently come to pass at General Electric -- Jack has left the building. A relaxed, friendly, engaging Welch smiles directly into the camera -- the sweetest guy you'd ever meet now that he's retired. To see the toughest guy you would ever want to meet, the most competitive guy, the most ambitious guy, turn to the photos in the book's centerpiece. In one, a glowering Welch menacingly raises his fist to make a point. Each of these Welches is the real Welch -- they just represent who he was at different times and different places in his career. Now that Jack is no longer GE's chief executive officer, he can and does settle down for an honest, candid talk about his personal life and his remarkable 40-year career at General Electric.
Despite the numerous volumes that have been written about him before, Welch's hot-off-the-press biography is worth every penny. True, many of the details of his life, such as his relationship with his mother, his management principles, and the selection of his successor, have been covered at length. But Welch and his coauthor, John A. Byrne, have done a yeoman's job of giving more colorful details, exploring ideas in depth, and infusing the book with Welch's snap, wit, and energy.
The messages Welch hopes readers will get from the book are made clear by the words he uses over and over again -- passion, integrity, and his enormous respect for intellect. He becomes a little defensive when discussing GE's fight with the feds over polychlorinated biphenyl (PCB) contamination of the Hudson River. The chapter entitled "Go Home, Mr. Welch," about the failed Honeywell merger, makes especially compelling reading. Students of business tactics will learn nearly as much from this failure as they will from his many king-sized successes.
Although it wasn't his goal to do so, Welch displays himself in this book as a uniquely American executive at the head of a thoroughly American company. His willingness to smash through all kinds of social, political, and economic barriers shows us that American ingenuity is alive and kicking -- in fact kicking hard. It also is clear (Welch says so himself) that he has been helped throughout his career by family, friends, teachers, bosses, and mentors who gave him chances to stretch and grow to his full potential. You might even say he enjoyed a lot of luck, unless you believe that most luck is nothing more than the convergence of brains, preparation and opportunity. If you want to know how this convergence works, read Jack: Straight from the Gut.
Janet Lowe is the author of 17 business books, including biographies of business leaders Bill Gates and Warren Buffett, and most recently Welch: An American Icon. She is currently writing a book about champion mutual fund manager Bill Miller.
In Jack: Straight from the Gut, Welch is both storyteller and coach, using his exceptional career as the backdrop to share his thoughts on what it takes to be a great leader. Part management text, part page-turner, Jack shows how the man, widely regarded as the finest corporate executive of his generation, built his business and his reputation.
After Welch has described in detail the colorful stories of his rise through the ranks and the actions he took to change the corporate culture at GE, he delivers specific ways a CEO can lead a company to success. He writes that there is no pat formula for being a CEO. Everyone does it differently, and there is no right or wrong way to go about it, no magic formula that is the right thing to do in all cases. However, Welch has found a number of strategies that have helped him lead GE over the years. These are a few:
Ten Leadership Principles
- Maintain your integrity. Establish your integrity and never waver from it. People might not have agreed with Welch on every issue, but they always knew they were getting it straight and honest. He never had two agendas; there was only one way - the straight way.
- Set the tone for your company. The organization takes its cue from the person on top. Welch always told GE's business leaders their personal intensity determined their organization's intensity - how hard they worked and how many people they touched would be emulated a thousand times over.
- Maximize your organization's intellect. Getting every employee's mind into the game is a huge part of what being a CEO is all about; taking their best ideas and transferring them to others is the secret. Be open to the best of what everyone, everywhere, has to offer, then transfer that learning across the organization.
- Put people first, strategy second. Getting the right people in the right jobs is a lot more important than developing a strategy - this truth applies to all kinds of businesses. Without the right leaders in place, the best, most forward-thinking strategies in the world will amount to little.
- Stress informality. Bureaucracy strangles; informality liberates. Creating an informal atmosphere is a competitive advantage. It isn't about first names, unassigned parking spaces, or casual clothing; it is about making sure everybody counts, and everybody knows they count. Passion, chemistry and idea-flow from any level at any place are what matter. Everybody's welcome and expected to go at it.
- Be self-confident. Arrogance is a killer, and wearing ambition on one's sleeve can have the same effect; legitimate self-confidence, however, is a winner. The true test of self-confidence is the courage to be open - to welcome change and new ideas, regardless of their source. Self-confident people also are not afraid to have their views challenged; they relish the intellectual combat that enriches ideas.
- Appraise all the time. Whether you are handing out a stock option, giving a raise, or simply bumping into someone in the hallway, always let your people know where they stand.
- Mind your culture. If your company joins forces with another through merger or acquisition, establish the new entity's culture on day one, to minimize confusion and root out resistance to your goals.
- Recognize the benefits of speed. By acting decisively on people, plants and investments, Welch was able to get out of the pile very early in his career at GE. Yet, upon his retirement 40 years later, one of his greatest regrets was that he had not acted fast enough on a number of occasions. He never regretted taking quick action.
- Forget the zeros. The entrepreneurial benefits of being small - agility, speed and ease of communication - are often lost in a big company. Welch's experience in plastics enabled him to come to the job of CEO knowing that isolating small projects and keeping them out of the mainstream was a smart thing to do. By focusing on such projects as separate, smaller businesses, the people involved were more energized, adventurous and backed by the right resources.
Why Soundview Likes This Book
Jack delivers the lessons of leadership that have helped Welch become one of the most recognizable and respected business leaders of our time. Throughout Jack, he conveys his motivations and successful ideas with heart and intellect, and develops a formula that any leader can use to inspire performance and overcome organizational challenges. By providing the details of his experiences at the top of GE with compelling stories, and shedding light on the thinking he used to conquer unexpected difficulties, Jack offers colorful insight into the strategies of a legendary leader. Copyright (c) 2002 Soundview Executive Book Summaries
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Building Self-ConfidenceIt was the final hockey game of a lousy season. We had won the first three games in my senior year at Salem High School, beating Danvers, Revere, and Marblehead, but had then lost the next half dozen games, five of them by a single goal. So we badly wanted to win this last one at the Lynn Arena against our archrival Beverly High. As co-captain of the team, the Salem Witches, I had scored a couple of goals, and we were feeling pretty good about our chances.
It was a good game, pushed into overtime at 2-2.
But very quickly, the other team scored and we lost again, for the seventh time in a row. In a fit of frustration, I flung my hockey stick across the ice of the arena, skated after it, and headed back to the locker room. The team was already there, taking off their skates and uniforms. All of a sudden, the door opened and my Irish mother strode in.
The place fell silent. Every eye was glued on this middle-aged woman in a floral-patterned dress as she walked across the floor, past the wooden benches where some of the guys were already changing. She went right for me, grabbing the top of my uniform.
"You punk!" she shouted in my face. "If you don't know how to lose, you'll never know how to win. If you don't know this, you shouldn't be playing."
I was mortifiedin front of my friendsbut what she said never left me. The passion, the energy, the disappointment, and the love she demonstrated by pushing her way into that locker room was my mom. She was the most influential person in my life. Grace Welch taught me the value of competition, just as she taught me the pleasure of winning and the need to take defeat in stride.
If I have any leadership style, a way of getting the best out of people, I owe it to her. Tough and aggressive, warm and generous, she was a great judge of character. She always had opinions of the people she met. She could "smell a phony a mile away."
She was extremely compassionate and generous to friends. If a relative or neighbor visited the house and complimented her on the water glasses in the breakfront, she wouldn't hesitate to give them away.
On the other hand, if you crossed her, watch out. She could hold a grudge against anyone who betrayed her trust. I could just as easily be describing myself.
And many of my basic management beliefsthings like competing hard to win, facing reality, motivating people by alternately hugging and kicking them, setting stretch goals, and relentlessly following up on people to make sure things get donecan be traced to her as well. The insights she drilled into me never faded. She always insisted on facing the facts of a situation. One of her favorite expressions was "Don't kid yourself. That's the way it is."
"If you don't study," she often warned, "you'll be nothing. Absolutely nothing. There are no shortcuts. Don't kid yourself!"
Those are blunt, unyielding admonitions that ring in my head every day. Whenever I try to delude myself that a deal or business problem will miraculously improve, her words set me straight.
From my earliest years in school, she taught me the need to excel. She knew how to be tough with me, but also how to hug and kiss. She made sure I knew how wanted and loved I was. I'd come home with four As and a B on my report card, and my mother would want to know why I got the B. But she would always end the conversation congratulating and hugging me for the As.
She checked constantly to see if I did my homework, in much the same way that I continually follow up at work today. I can remember sitting in my upstairs bedroom, working away on the day's homework, only to hear her voice rising from the living room: "Have you done it yet? You better not come down until you've finished!"
But it was over the kitchen table, playing gin rummy with her, that I learned the fun and joy of competition. I remember racing across the street from the schoolyard for lunch when I was in the first grade, itching for the chance to play gin rummy with her. When she beat me, which was often, she'd put the winning cards on the table and shout, "Gin!" I'd get so mad, but I couldn't wait to come home again and get the chance to beat her.
That was probably the start of my competitiveness, on the baseball diamond, the hockey rink, the golf course, and business.
Perhaps the greatest single gift she gave me was self-confidence. It's what I've looked for and tried to build in every executive who has ever worked with me. Confidence gives you courage and extends your reach. It lets you take greater risks and achieve far more than you ever thought possible. Building self-confidence in others is a huge part of leadership. It comes from providing opportunities and challenges for people to do things they never imagined they could dorewarding them after each success in every way possible.
My mother never managed people, but she knew all about building self-esteem. I grew up with a speech impediment, a stammer that wouldn't go away. Sometimes it led to comical, if not embarrassing, incidents. In college, I often ordered a tuna fish on white toast on Fridays when Catholics in those days couldn't eat meat. Inevitably, the waitress would return with not one but a pair of sandwiches, having heard my order as "tu-tuna sandwiches."
My mother served up the perfect excuse for my stuttering. "It's because you're so smart," she would tell me. "No one's tongue could keep up with a brain like yours." For years, in fact, I never worried about my stammer. I believed what she told me: that my mind worked faster than my mouth.
I didn't understand for many years just how much confidence she poured into me. Decades later, when looking at early pictures of me on my sports teams, I was amazed to see that almost always I was the shortest and smallest kid in the picture. In grade school, where I played guard on the basketball squad, I was almost three-quarters the size of several of the other players.
Yet I never knew it or felt it. Today, I look at those pictures and laugh at what a little shrimp I was. It's just ridiculous that I wasn't more conscious of my size. That tells you what a mother can do for you. She gave me that much confidence. She convinced me that I could be anyone I wanted to be. It was really up to me. "You just have to go for it," she would say.Copyright © 2001 by John F. Welch, Jr.
What People are saying about this
Jack... took an industrial giant and turned it into an industrial colossus with a heart and a soul and a brain.
Jack Welch...has finally disclosed his mysteries of management...
An American treasure... teaches us how a leader with keen intellect, guts, and honor can impart courage to people around him...
Jack's vision and courage... and, of course, his success, make him the role model of entrepreneurs and managers worldwide.
All CEOs want to emulate him... they'll come closer if they listen carefully to what he has to say.
Meet the Author
Jack Welch received his B.S. degree in chemical engineering from the University of Massachusetts in 1957 and his M.S. and Ph.D. degrees in chemical engineering from the University of Illinois. He joined GE in 1960 and was elected vice president in 1972 and vice-chairman in 1979. In 1981, he became the eighth chairman and CEO in the company's 121-year history.
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Jack was great for GE, and has plenty of insights on management but this book left me with more questions than answers. Welch was fortunate to have a huge tableau on which to paint, but put him in a startup and I doubt he'd last two weeks, vision notwithstanding. Perhaps the real business story here is between the lines - that 9/10 of leadership is having a great company and great bench, that 80% of sucess is picking your company properly, etc. etc. In that light, Jack Welch seems a tad more lucky than talented.
This book is very well written and does a great job of telling the story behind one of the 20th century's greatest executives. While I don't think anyone (except the author) will agree with all of his decisions, he gives his reasoning and thus it is always possible to see his side. And it's impossible to argue with his results. If you're looking from lessons you can apply, I would recommend Edwin Locke's 'The Prime Movers' instead.
I had to read Mr. Welch's book as part of my required leadership development program at work. Mr. Welch sacrificed his personal life for his business career. He is not my ideal of a successful person. His life is far too unbalanced. I'm looking for the "real deal" - a corporate leader with a balanced life. I'm glad to read about Mr. Welch's escapades with Suzy Wetlaufer (Harvard MBA and former Harvard Business Review editor-in-chief) because it reinforces my beliefs about Jack Welch, the person. Thanks be to God, I have a more balanced life than Mr. Welch. Life is too short for those who sell their souls to Corporate America. The price they pay is just too great, and forget about Heaven!
When my teacher showed us the book `JACK¿, I thought I could like it. I like the picture on the cover. He is smiling with confidence and achievement. As his picture, he showed me his amazing strategies and accomplishment at his work. He has gift at work and treat people. He colored GE, indeed. Above all, his confidence and his decisive personality impressed me. This book can give good lesson that wants to be CEO or businessman like me. During read this book I keep comparing jack with me. I asked questions to me how many possibilities I have to be a good Businessman several times. Actually, he gave me motivate in business area. Also he gives good lessons but only to businessman but also to who has employees. He shows us good way like hug and kick. It can be helpful to both of them. On the other hand, Even if his success he has a blind point. At first part of book, he mentioned about his relationship between him and his parents especially his mom. And he said it made his personality in the role of the CEO. I think he could do same things to his children. But, he didn¿t mentioned about his children and his relationship not only once. Was he too busy to do? And he failed in his marriage life. He married two times. He even didn¿t give enough faith to wives. I expected not only his business life but also his beautiful family life. Even though he succeeded at work, he failed at his family and social life. To success at work can¿t be success in life. I respect his achievement at work, but I feel sorry to his life. I think he never felt real happiness in his life. I recommend this book others who are interested in business. But I don¿t think this is the best book for businessman. Almost all of us dream of successful life in family and work but the book `JACK¿ can¿t be help in both ways. If someone wants to get these from JACK, you¿d better chose other book.
Part of the art of being a CEO is managing to be just interesting enough to hold people¿s attention without offending any listeners or revealing too much. Of course, there is much more to it as well, like exercising authority, setting clear standards and maintaining your integrity. Jack Welch¿s fairly conservative autobiography proves that the irascible Welch mastered all aspects of this difficult discipline, especially the first. Don¿t expect to learn juicy details of Jack¿s divorce or to get an insider¿s political view of the horse race to select his successor. Nevertheless, this memoir might be the closest you ever get to answering the question, ¿What made Jack Welch tick?¿ Despite some bland moments, we from getAbstract contend that anyone who wants to understand the American corporate landscape should read this book ¿ so once again, Welch delivers.
The real synopsis of this book is: 'I'm great. I solved every problem. Everything bad was just a misunderstanding.' Anyone with real business experience will recognize this as a puff-piece. Lots of great things happened at GE because of Jack Welch, no doubt. But the dark side of layoffs, divestures and bad investments are papered-over. The environmental nightmare GE caused by dumping PCBs into the Hudson river (on Jack's watch) was conveniently forgotten, for example. If you want a to read a self-serving valentine, read this book. If you want real management insight, look elsewhere.
A most enjoyable ride. Thank you, Jack. I learned a great deal about the effect of 'personality' on management, i.e., how one's character can so effectively be involved in the job of motivating and inspiring a large company. Highly recommended.
I loved the book. Jack Welch is a super achiever and there is a lot to be learnt from this book. I am sure it will help most professionals.Students who dream of becoming CEOs (like myself!) should definitely read it.
Jack Welch, although the most well known CEO in Corporate America for decades, is going beyond his own myth in his autobiography. He has decided to get a better hold of his destiny by explaining himself to readers. Welsh shares with his audience some very interesting insights about his personality and management style that he has developed over time: self-confidence, self-respect, trust, toughness and aggressiveness as well as warmth and generosity. Welsh, a star performer, realistically played the promotion game to climb to the top of GE. As CEO of GE for two decades, Welsh proved many detractors wrong by turning a stodgy, bureaucratic manufacturing conglomerate into a very profitable, service-oriented constellation of companies sharing the same vision and values. Welsh probably knows better than anybody else that the work of his life is unfinished business. Business is indeed a process of constant renewal.
This book is a MUST READ for all! It is a page turner and non-stop enjoyable journey!
I am not a manager, but a veteran of the R&D world and I enjoyed this book very much since it portrayed a management style that is straightforward and well-intentioned, approachable and fair with a respect for the intelligence of its employees. Life in many companies is far from being as rosy. Now that we have had an insight into a postive management style that is guaranteed to bring out the best in people, I would like to recommend a contrasting book, which shows what bad management does to the innovative spirit. MANAGEMENT BY VICE is also written 'straight from the gut' of the author with obvious personal experience, who with hilarious humor and no holds barred satire, honestly portrays life in company R&D departments chock full of barriers, bungling and counterproductive management tactics --- typical situations in most companies! However, we can learn much from reading both Jack's marvelous book, from a great manager's perspective, and from 'behind-the-bench', the innovators' view-point of management. I highly recommend both books and only wish there were more managers like Jack out there...perhaps after reading Jack's book there will be!
I am glad that I read Mr. Welch's book and appreciated that he was generous in sharing the success of GE with so many individuals, and I thought that he was honest calling himself to account about GE failures. I wanted to read about his business skills, and I learned from the book. I would have enjoyed his diving deep with more color (not gossip) regarding his personal life in the book. It took more than a few sentences for his wives and children to be his support team. Maybe there is a book in the works titled JANE.
Jack Welch tells it like it is and reads it like a pro in this resume of his business life. For some 20 years the CEO of General Electric, Welch has become not only one of the most successful but also one of the most admired corporate heads in America. His philosophy is unique and his operating system is his own. He has been a proponent of Six Sigma quality, globalization, and e-business, while in the meantime raising GE's market cap by over $450 billion. His path to the executive suite wasn't without pitfalls, and he relates this rise with good natured candor. No dry business primer, Welch fills his story with humor and rich anecdotal material. Listeners will find the assessment of his last year and the stab at buying Honeywell especially fascinating.
Thank goodness Jack gave his mom credit where credit was due. Wished there was a little more on specific transactions of business plans but still great. Hopefully, women will buy and read the book as well. All females contributed in part to the success of GE - don't forget that.
The book is very inspiring -- not only for corporate guys but also for those people aspiring for quality, perfection and great leadership. I hope my six-year-old kid could do better than Jack Welch did!
Review Summary: This autobiography of Jack Welch, former chairman and CEO of General Electric from 1981 to 2001, primarily focuses on the key initiatives (such as focusing on businesses with #1 or #2 market shares, selecting the best executive prospects, creating a learning organization, expanding GE Capital, Six Sigma, e-business development, and the attempted acquisition of Honeywell) during his tenure as CEO. The key principles behind his successful management style are spread throughout the book and summarized in part of chapter 24, ¿What This CEO Thing Is All About.¿ In most chapters, he briefly highlights the history and thinking that led to the initiative, shares a few examples of what went right and wrong, explains what his thoughts were while the initiative was occurring, and provides a scorecard for GE¿s performance. What will be new to most people are a deeper exposure to his communications style, a balancing of what the popular press has said about events during his tenure, and a stronger flavor of his focus on improving the quality of GE¿s management teams. The roots of his successful approaches will be easily found in the example of his mother, and his early experiences at GE. Those who are looking for a management book will be disappointed in the volume. Readers who want a lot more detail on the specific successes will often be disappointed as well. The book is very candid, but typically operates at a pretty superficial level. Review: The bulk of this book is framed by the experience of being welcomed with ¿Congratulations, Mr. Chairman!¿ and given a hug by his predecessor, Reg Jones, and doing the same for his successor, Jeff Immelt. Jack Welch feels that in between those events he helped create ¿the greatest people factory in the world, a learning enterprise with a boundaryless culture.¿ In looking back on his role, he sees it as being 75 percent about people, and 25 percent about everything else. He notes in his opening remarks to ¿please remember that every time you see the word I in these pages, it refers to all those colleagues and friends [as well] . . . .¿ The author¿s profits from this book are being donated to charity. As someone who made his share of mistakes along the way (including blowing up a small chemical factory with an experiment early in his tenure at GE), Dr. Welch is aware of the need to recognize those who take big swings and miss the ball. Having grown up in the small plastics business in Pittsfield, Massachusetts, he also strove to create ¿a small company spirit in a big-company body.¿ His characterizations of himself are brutally frank prior to becoming CEO, and less so thereafter. One story that most will remember is how his mother upbraided him in the locker room for throwing his stick after the team lost its seventh straight hockey game in overtime. ¿You punk, if you don¿t know how to lose, you¿ll never know how to win.¿ As a young man at GE he says, ¿I was brutally honest and outspoken. I was impatient and, to many, abrasive . . . [which included being] earthy, loud, and excitable.¿ Throughout the experience at GE, he feels that ¿I never changed who I was.¿ He offers a lot of arguments for his views that are not always balanced by the views of others. He is defensive about his reputation for cutting jobs, but argues that he was doing what was needed. His self assessment is that ¿I took too long to act.¿ On contamination of the Hudson by PCBs, he is proud of GE¿s record and feels victimized by government. He asserts that all evidence to the contrary is just plain wrong. What is my view of the most positive legacy of Jack Welch, after reading this book? He made important contributions in at least these areas: (1) Creating a helpful model for how to locate, encourage, and develop managers with the right values and the ability to deliver good business results. (2) Showing how to develop a financial services business from a manufacturin
It's certainly what I thought a book by Jack Welch would be...self-impressed, self congratulatory with little to no serious introspection. Where's the substance to this guy? Does he have any ability to self reflect and/or any interest in any of the cultural arts? There's certainly no mention throughout. The guy is clearly one dimentional. The recent publicity surrounding the rapaciousness of his retirement package, confirms what I've long held to be true about the guy...he's about lining his own pockets, and lavishly so, embarrassingly so, at the expense of the average GE employee. Don't waste your hard earned money on a book by this joker Jack. You'll get Jack's deal, not the real deal.