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In every company, differentiation is never more important than it is in times of trouble, and that's the time when everyone tends to go to the well and equalize rather than differentiate.
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.
Wells
Differentiation
Well
Differentiate
Important
Tends
Every
Trouble
Never
Company
Time
Rather
Times
Everyone
Equalize
More quotes by Jack Welch
You talk about seeing around corners as an element of success. That's what differentiates the good leader. Not many people have it. Not many people can predict that corner. That would be a characteristic of great leaders.
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The main social responsibility for a company is to win.
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I don't think environmentalists have the slightest reason to be concerned about globalization because every time you move a plant to a new place you upgrade the neighborhood. You put in global standards. You put in modern plants. And all the plants around it get improved.
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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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We bring together the best ideas - turning the meetings of our top managers into intellectual orgies.
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One of the things about leadership is that you cannot be a moderate, balanced, thoughtful, careful articulator of policy. You've got to be on the lunatic fringe.
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The most important job you have is growing your people, giving them a chance to reach their dreams.
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When you were made a leader you weren't given a crown, you were given the responsibility to bring out the best in others.
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Business success is less a function of grandiose predictions than it is a result of being able to respond rapidly to real changes as they occur.
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Strategy means making clear-cut choices about how to compete.
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One of the ways we'll know that Work-Out has been successful is that my style of leadership will no longer be tolerated in this company.
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If you have a reputation as a big, stiff bureaucracy, you're stuck.
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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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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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In real life, strategy is actually very straightforward. You pick a general direction and implement like hell.
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On the face of it, shareholder value is the dumbest idea in the world.
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...I think that ideally that is how a company works. It becomes a place of ideas, not a place of position.
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Don't lose youself on the way to the top.
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Don't make the process harder than it is.
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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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