Quote

First and most obvious, bring out the three old warhorses of competition - cost, quality, and service - and drive them to new levels, making every person in the organization see them for what they are, a matter of survival.

Jack Welch

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Jack Welch
Age: 84 †
Born: 1935
Born: November 19
Died: 2020
Died: March 1
Author
Businessperson
Engineer
Journalist
Manager
Writer
Peabody
Massachusetts
John Francis Welch
Jr.
John Francis Jack Welch
Jr.
Three
Obvious
Persons
Service
Person
Organization
Firsts
Cost
Matter
Levels
First
Bring
Drive
Every
Quality
Survival
Making
Competition

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Business is a game, and as with all games, the team that puts the best people on the field and gets them playing together wins. It's that simple.
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For a large corporation to be effective, it must be simple. For an organization to be simple, its people must have self-confidence and intellectual self-assurance. Insecure managers create complexity, real leaders do not clutter.
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No one can guarantee you a job other than satisfied customers. That's the only thing that works. Nothing creates work other than products and services you provide that create satisfied customers.
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I wanted to change the rules of engagement, asking for more- from fewer. I was insisting that we had to have only the best people...If you wanted excellence, at a minimum, the ambience had to reflect excellence.
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With leadership the question at the beginning of the day is, 'how far can we take this...how big can we grow it...and how fast can we get there?'
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Globalization has changed us into a company that searches the world, not just to sell or to source, but to find intellectual capital - the world's best talents and greatest ideas.
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Managers can waste a lot of time at the outset of a crisis denying that something went wrong. Skip that step.
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I don't feel under-taxed in any way at all.
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If you have a reputation as a big, stiff bureaucracy, you're stuck.
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If you want risk taking, set an example yourself and reward and praise those that do.
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The 1980s will seem like a walk in the park when compared to new global challenges, where annual productivity increases of 6% may not be enough. A combination of software, brains, and running harder will be needed to bring that percentage up to 8% or 9%.
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Stretch targets energize. We have found that by reaching for what appears to be the impossible, we often actually do the impossible and even when we don't quite make it, we inevitably wind up doing much better than we would have done.
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A strategy is something like, an innovative new product globalization, taking your products around the world be the low-cost producer. A strategy is something you can touch you can motivate people with be number one and number two in every business. You can energize people around the message.
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If you've got a company that has a mentality inside that is filled with searching for a better idea every day, not just as a slogan but as a real concept, you will have innovation around you all the time.
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In the end, your integrity is all you've got.
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Give me a highly successful unionized industry.
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Face reality as it is, not as it was, or as you wish it were. Be candid with everyone. Don't manage, lead. Change before you have to. If you don't have a competitive advantage, don't compete. Control your own destiny, or someone else will.
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You measure your people and you take action on those that don't measure up.
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Arrogance is a killer, and wearing ambition on one's sleeve can have the same effect. There is a fine line between arrogance and self-confidence.
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If you reward candor, you'll get it.
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