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.
Firsts
Cost
Matter
Levels
First
Bring
Drive
Every
Quality
Survival
Making
Competition
Three
Obvious
Persons
Service
Person
Organization

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They were making a deal for a property that clearly was a property that we wanted to own, so we had to act, and act as quickly as we could, and make the offer more attractive.
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The team with the best players usually does win - this is why you need to invest the majority of your time and energy in developing your people.
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Be candid with everyone.
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Control your destiny or somebody will.
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If you don't deliver, you don't earn the flexibility.
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Take time to get to know people. Understand where they are coming from, what is important to them. Make sure they are with you.
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When it's time to let someone go, do it right. No surprises. No humiliation.
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If you get the best people on your team, you've got plenty of time to do the things you like to do and can add more value to.
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People aren't the same. Business is, in my opinion, all about the team that fields the best players. It's not about an idea. An idea goes away. Somebody catches up with it. It's not about a widget.
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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 have a reputation as a big, stiff bureaucracy, you're stuck.
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If you reward candor, you'll get it.
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The value decade is upon us. If you can't sell a top-quality product at the world's lowest price, you're going to be out of the game.
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Protecting underperformers always backfires.
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The best way to support dreams and stretch is to set apart small ideas with big potential, then give people positive role models and the resources to turn small projects into big businesses.
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Change has no constituency and a perceived revolution has even less.
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Some people have better ideas than others some are smarter or more experienced or more creative. But everyone should be heard and respected.
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We know where most of the creativity, the innovation, the stuff that drives productivity lies - in the minds of those closest to the work.
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I don't feel under-taxed in any way at all.
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Don't make the process harder than it is.
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