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Change has no constituency and a perceived revolution has even less.

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.
Constituency
Perceived
Revolution
Less
Change
Even

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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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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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A leader's role is not to control people or stay on top of things, but rather to guide, energize and excite.
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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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We have the brand, and we have the fulfillment capability. Now we had to get the Net, and that's the easiest part of the game.
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In any bad situation you can not let yourself be a victim.
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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 have a reputation as a big, stiff bureaucracy, you're stuck.
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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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Getting the right people in the right jobs is a lot more important than developing a strategy.
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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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If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.
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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.
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We've only been wealthy in this country for 70 years. Who said we ought to have all this? Is it ordained?
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Strategy means making clear-cut choices about how to compete.
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HR should be every company's killer app. What could possibly be more important than who gets hired?
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Every employee, not just the senior people, should know how a company is doing.
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Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later.
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If you can't energize others, you can't be a leader.
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In real life, strategy is actually very straightforward. You pick a general direction and implement like hell.
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