Winning: The Answers: Confronting 74 of the Toughest Questions in Business Today


In Winning, their 2005 international bestseller, Jack and Suzy Welch created a rare document, both a philosophical treatise on fundamental business practices and a gritty how-to manual, all of it delivered with Jack's trademark candor and can-do optimism. It seemed as if "no other management book," in the words of legendary investor Warren E. Buffett, would "ever be needed."

Instead, Winning uncovered an insatiable thirst to talk about work. Since the book's publication, the ...

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Winning: The Answers: Confirming 75 of the Toughest Questions

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In Winning, their 2005 international bestseller, Jack and Suzy Welch created a rare document, both a philosophical treatise on fundamental business practices and a gritty how-to manual, all of it delivered with Jack's trademark candor and can-do optimism. It seemed as if "no other management book," in the words of legendary investor Warren E. Buffett, would "ever be needed."

Instead, Winning uncovered an insatiable thirst to talk about work. Since the book's publication, the Welches have received literally thousands of questions from college students and seasoned professionals alike, on subjects ranging from leadership and global competition to tough bosses and building teamwork. Indeed, questions about virtually every business and career challenge have poured in—some familiar, others surprising, many urgent and probing, and all of them powerfully real.

Winning: The Answers takes on the most relevant of these questions, and in doing so, its candid, hard-hitting responses expand and extend the conversation Jack and Suzy Welch began with Winning. It is a dialogue that is sure to be both compelling and immensely useful to anyone and everyone engaged in the vital work of helping an organization grow and thrive.

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Product Details

  • ISBN-13: 9780061241499
  • Publisher: HarperCollins Publishers
  • Publication date: 10/31/2006
  • Edition description: New Edition
  • Pages: 272
  • Sales rank: 414,893
  • Product dimensions: 5.50 (w) x 7.37 (h) x 0.68 (d)

Meet the Author

Jack Welch began his career with the General Electric Company in 1960, and in 1981 became the company's eighth Chairman and CEO. During his tenure, GE's market capitalization increased by $400 billion, making it the world's most valuable corporation. In 1999, Fortune named him the "manager of the century," and the Financial Times recently named him one of the three most admired business leaders in the world today. Upon retiring from GE in 2001, Mr. Welch published his internationally best-selling autobiography Jack: Straight from the Gut. He now teaches at MIT's Sloan School of Management and speaks to business leaders and students around the world.

Suzy Welch, a noted business journalist, is the former editor of the Harvard Business Review and the author of numerous articles on leadership, change, creativity, and organizational behavior. She is currently a contributing editor of O magazine, where she writes about workplace and career issues, and Executive-in-Residence at Babson College's Center for Women's Leadership. Together, Suzy and Jack Welch write "The Welch Way" for BusinessWeek magazine, and their column, through The New York Times Syndicate, appears in more than thirty major newspapers around the world.

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Read an Excerpt

Chapter One

Taking on China . . . and Everyone Else

You've said that it is necessary to reduce costs by 30 to 40 percent to compete with China, with its negligible wages and undervalued currency. But how can you prevent the Chinese from then copying whatever method you come up with to achieve your goal?
—Newcastle upon Tyne, England

You can't! You can't prevent the Chinese from copying any of your efficiency-boosting processes, and guess what, you can't prevent the Romanians, Mexicans, or the Americans, either. In fact, you have to assume that every one of your competitors, from Indonesia to Ireland, is eager and able to imitate your best practices. And that they will.

Which is why your question is worrisome. It sounds as if you might be getting that no-option-but-surrender feeling about today's competitive environment. But such defeatism kills companies. Instead, you have to get yourself energized by the challenge of finding breakthrough ideas and processes. Today's competitive dynamic has to make you want to run faster, think bigger, and work smarter.

And to what end? The answer is simple: innovation. There are, of course, other ways to compete, but without doubt, innovation is the most sustainable in today's global marketplace.

Luckily, there are two ways to innovate, and together they can deliver a real knockout punch.

The first form of innovation is exactly what you would expect: the discovery of something original and useful—a new molecule, a breakthrough piece of software, a game-changing technology. This kind of classic innovation, of course, can happen by accident (in a garage, say), but far more often, it occurs when companies actively build a culture where new ideas are celebrated and rewarded. It happens, in fact, when companies basically define themselves as laboratories for new products or services. Think of Procter & Gamble and Apple. Both epitomize the innovation culture—and its competitive advantages.

But there is a second, less glorified way of innovation that is just as effective. It is the continuous, aggressive improvement of what you already sell or how you already do business. Yes, people must innovate by discovering totally new concepts, as we've just described. But companies can (and must!) also innovate by searching for best practices, adapting them, and continuously improving them. It is that activity, in particular around costs, quality, and service, which will most effectively drive the 30 to 40 percent cost reductions required in today's competitive environment.

The process of continuous improvement really has no boundaries or limits. It is an R & D team finding a new way to make a long-established molecule do something different, and a software engineer finding new applications for an upgraded piece of old software. It is people throughout the organization pushing relentlessly to take established products and services to the next level, blowing up the status quo of "that's how it's done around here," and replacing it with a mind-set that shouts, "We are never done looking for a better way."

A best-practices culture, in other words, has no endpoint. Once a company thinks it has left the competition somewhere in the dust, it needs to start searching again for the "new and improved," always staying one or two steps ahead. If the search is continuous, it also has to be as wide as you can make it. Don't just seek out best practices hiding under a rock in your own backyard, that is, down the hall in another department or a hundred miles away in another division. Look at other companies in your industry—and outside too. GE learned the nitty-gritty of lean manufacturing by visiting Toyota factories around the world. It learned the art and science of improving inventory turns by studying best practices at American Standard, a plumbing and air-conditioning company. In fact, if there is one thing you can be sure of, it is that companies—if they are not direct competitors, of course—love to share success stories. They are proud to showcase what they are doing well. All you have to do is ask. And ask is what people in best-practices cultures do—all the time.

At this point, perhaps, you are thinking that it is easy to extol the virtues of a best-practices culture but much harder to put one in place. You are absolutely right. Too often, companies resort to sloganeering on this front. They give best practices the old motherhood and apple pie treatment. Best practices are good, they say, we believe in best practices, and so on. Of course, this kind of generic cheerleading results in . . . nothing.

In real best-practices cultures, the fanatic pursuit of new ideas is baked into the mission of the company. Moreover, searching for best practices and the desire to continuously learn and improve are behaviors that are evaluated in every performance appraisal and rewarded financially. In best-practices cultures, leaders hire and promote only people who have a thirst for continuous learning.

Without doubt, putting an innovation culture in place is hard. But doing so is not one of those choices you can sit around and debate. Either you buy into discovery plus continuous, never-ending improvement as a way of life in your company, or you can wave at your competitors—as they pass you by.

The foregoing is excerpted from Winning: The Answers by Jack Welch, and Suzy Welch. All rights reserved. No part of this book may be used or reproduced without written permission from HarperCollins Publishers, 10 East 53rd Street, New York, NY 10022
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  • Anonymous

    Posted February 23, 2011


    Always good reading, important for anyone interested in the modern corporate world.

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