ENGLISH VESION
Editor's note: The first week of January every year, GE has to hold 500-600 companies to participate in the Global Operation Manager General Assembly. In January 2001, Jack Welch was the 20th time of the CEO of GE, and it was also the last meeting. Welch summarizes his experience of leading GE in his twentieth year, as a member of the conference. This is also a summary of management philosophy and ideas. We extracted the wonderful fragment to you, and we believe that you will benefit from Regarding these management ideas, please also see the 2000 GE Annual Report China Wellch "to the letter to customers, shareholders and employees". About "integrity" Our company and employees are most concerned about "integrity". Often some people ask "What is your most worried in GE?" Bringing stains to the company and destroying themselves and their families once. We absolutely do not relax in integrity. "Integrity" is not enough. Integrity is not only legal terms, but also a wide range of principles, it is a set of values for our behavior - guiding us to do the right thing, not just legal things. It is always necessary to think that change is good. Don't worry about the future of the future. The change will never be too bad. It has the opportunity to bring opportunities every moment, not a crisis. Let's take full use of changes, leadership change, so your business organization will not be paralyzed because of transformation! Many business organizations will become tigers, and they are afraid of life. We must make changes into energetic, exciting events. Grasping changes, adapting to change, I think this is the most powerful item in our company.
About customer customers are the starting point for all services. Big companies often spend a lot of time in the company. I know that there are two things to make GE customer satisfaction to a new height: one is "span" (span) - this is the first time I see a metron that truly connects all business activities - From the factory workshop to the customer, from orders to delivery. Second, our new president - a real customer-centric leader. With the customer-centric thinking, it has been dissolved into his blood, I know that he will promote the company's dominant activities with the company that has never had. We have made great progress in this regard in the past few years, but there will be a long change in new and apronne, which is because the new leadership team truly understands the customer.
We recognize that the company has its internal limitations. But we must use our scale. Betting in technology, risk, and time attack. This is our strength. The big company can try a few times, it can be repeated but wavy, but we have huge resources. But when you make full use of our scale, you must try our best to keep your company's spirit. Enable everyone to participate; extensive rewards; celebration, celebration, and then celebrate. Harge bureaucracy - don't be afraid of "hate" this word - always hate it! Go off the hierarchy, laughing at those installations. The unnecessary level will only slow down, hinder advancement.
It is a key to confident, simplified and speed confidence, which is constantly grinding through the experience in real life. Some people can be lucky from the mother's knee, from the school, from the book or learn this person from many other places. But you can also help people build confidence. I also saw that some people didn't have this personality, but through various experiences and tempered, it established confidence. So you must give people a chance and risk to fight for victory. Every victory will add a self-confidence for everyone. The self-confident source is constantly incorporated into the employee is the responsibility of each leader. Talents with self-confidence are extremely important. Self-confidence is also a key leadership skill, which makes people a major initiative, which makes people simplify, and directly exchanged. Based on information, the speed of this fast, speed is critical, confident is important, simplistic. So the responsibility of the leader is to make a black belt, at least two years. Two years later, between the third year to the sixth year, each "best employee" must participate in the black belt. By then, everyone will have sharp thinking methods as black. If they can't be black, they can't call success in the company. About your work is that the best talents around the world have been launched every day. You are a member of a member of the winning team, one member of the best team, one of the most promising teams. Regardless of race or gender, only the best talent is the responsibility of the leader. You must love your employees, embrace your employees, reward your employees, and motivate you the best employees. If the best 20% of employees, it is the dereliction of the leadership. If you leave the worst 10% employee, it is also a great mistake of the leader.
Regarding "Unknown" I think the value of "unspetent form" is a great competitive advantage. Confident leadership and self-confident employees, with each other, trust each other. We can't tolerate your own extraordinary guys. In the company, everyone has the opportunity to express their opinions, this is a huge advantage. If you see a few self-satisfied guys sitting in the office "performance" out "manager", take them out. What we want is a "non-conflict" company, no matter who shoulders, several bits, each person can participate in the agenda. "Unknown form" is the competitive advantage that many large companies don't have to lose it.
About "Global Learning Corporation" The biggest shift in our past 20 years is to become a company. We learn from other companies. From internal learning, from outside, from top to bottom, from bottom to top. The essence of the world is in our hands, because we are not pursuing. Many years ago, Toyota taught us to learn asset management. Motorola and Lianxin pushed us to learn six Sigma. Cisco and Trioloy help us learn to digitize. When we get up every morning, don't forget to find a new way. Never let the old shorthane NiH (not invented here) quietly return. To adhere to become a borderless learning company .English Vesion At the 2001 GE Operating Managers Meeting, Jack Welch took the stage for the 20th and last time as CEO of General Electric. He left the managers with 10 parting beliefs developed over two decades Of Leading Ge. Further Elaboen In Theese Beliefs Can Be Seen In Jack Welch's "Letter to Our Customers, Share Owners and Employees" in the 2000 Annual Report.
On integrity. This company and its people are all about integrity. I'm often asked, "What worries you about GE? Keeps you up awake at night?" It is nothing about our businesses. It's just someone doing something stupid from a legal point and bringing tarnish to the company and destroying themselves and their families in the process. Never stop being diligent about it. Never leave anyone in the organization that works for you in doubt about where you stand on this subject. you can not talk about it too much. But integrity is a lot more than just legal stuff. It's a set of values that must guide all of us all the time. It's about always doing the right thing, not just the legal thing.On change. Always be thinking change is good. Do not stay up all night worrying about predicting it exactly right. Change is not bad. It creates an opportunity every second, not a crisis. Jump all over it and show the leadership so your organizations are not paralyzed by It. Organizations can get scared by it. m Ake The Change An Energizing, Exciting Event. relish it. I think it's the company's get stregth - grab it.
On The Customer. This is where it all starts. Big Companies offen spend their time inside. I know. I know.. I know. I know. I know. I know. I know. I know. I know. I know. I know. I know. I know. I know. I know. I know. I know. I know. I know. I know. I know. I know. I know.................
One is SPAN - it's the first measure that I've seen that truly ties everything together -. From the factory floor to the customer's hand, from the order-taking to the delivery And second is our new chairman - a true customer focused leader. It's in his blood and I know he'll drive that focus across the company like it's never been driven before. A true customer focus is the hallmark of a great company. We've made great progress in the last few years but I see quantum improvements, quantum improvements from the new leadership team we have in place who've really got an understanding of the customer.On size and structure. Recognize we're big with all its inherent limitations. But use the size. Take technology bets, take That's's the one streg you've got. You can go to ba more off all the time - we've got the huge resources. And at the same Time you're doing this - using the size - front like hell to keep the small company y spirit Involve everyone Reward broadly Celebrate, celebrate, celebrate Hate bureaucracy -.... hate it every day and do not be afraid to use the word Laugh at bureaucrats And get rid of layers Make fun of layers "hate.".. , Joke About Layers. They Slow, They Insulate.
On self-confidence, simplicity, and speed. Self-confidence is a key ingredient. It comes from lots of life experiences that reinforce one. Some are lucky enough to get it from their mother's knee, from school, from grades, from lots of things. But you can build it in people and I've seen people in GE who did not have it get it built by having continual reinforcing experiences. But you've got to give people a chance to try things, to take risks and win, because from each victory comes to each of us another building block of self-confidence. and one of the responsibilities of leadership is to constantly try and infuse with an injection self-confidence into people because self-confident people are so critical. It is the critical leadership skill. It permits bold action. It allows one to communicate simply. They can just talk simply and straightforwardly. There's no time for complexity. There is no time in a world and with speed so that's moving this fast for complexity. Critical in this gl obal information-based world, self-confidence and simplicity are keys to driving speed, to taking the bold straightforward actions that are needed. So your job in this subject is to build, to build self-confidence in your people. Your job is to demand simplicity in thought and actions.On leadership. It's built on that foundation of integrity. But after that, it's the four "E's." It's the four "E's" we all know. It's the energy to cope with fast globalization, the energizing Capability to Excite the Organization, The Edge To Make The Tough Call, And The Execution Skills To Make It Happen. To Deliver. To Not Disappoint.
Those are the four "E's" that you've got to measure your people on and yourself on. And as you manage others, think about yourself, evaluate your team on the type of managers you have. Most of you might remember, some might Not, The Four Types of Managers We Always Talked About.Type One, The One That Has The Values, Makes The Numbers - Promote Him.
Type Two, WHOESN'T Have The VALUES AND DOESN'T Make The Numbers - Shoot Him.
Type Three, The One Who Has The Values and Hasn't Made The Numbers - Give Him ANother Chance.
But Type Four is the one........................................................................................................... our organizations. that's the one that kills and saps the vitality out of any organization, whether it be a school, a business, a government, or anything. The go-to guy. "Always deliver the bacon" on the backs of people, Always Taking Care of Themselves Versus Somebody Else. Always Up, Kissing Up, Kicking Down. The Company HAS To Bleed The Company.
.. On training A multi-business company like GE has more trouble defining functional training because of its diversity Management development at Crotonville's come alive It's a glue where people learn about the company, leadership, and themselves;. Form friendships that last for life. make it better and even more important. But now I think we have a chance to really change the game. I think we have a training program for everyone. Six Sigma. I think we now have found the tool to change the game. I ' m convinced the next CEO of GE will be a black belt. It'll happen. Because you would not think of having, 20 years from now, somebody that was not an absolute black belt doing the job. The critical thinking and the Skill Bases It Has. Every Business Must Be Sure That Every Of Their Top 20% For Sure Are Off Belt Assignments, Two-Year Black Belt Assignments. If I WERE DOING IT - I WORD BUT I'LL GIVE YOU A suggestion - I Would Say After Two to Three Years, Between The Third Year A nd the sixth year, every high potential person must take a black belt assignment. And then we'll have critical thinking like the type of thinking that Marc Onetto does or Piet van Abeelen does or Gary Powell does or all kinds of people do. And If the don't make the cut to be black belts the cut #'t Made it.
