To invent future leaders, General Electric redefines tough love
It has been almost a decade since Jack Welch retired as GE’s chairman and CEO, but the legacy and methods of one of the biggest names in corporate America is still widely talked about, even revered. During his two-decade tenure, the conglomerate grew its profits by nearly 30 times – an astounding fe...
Saved in:
| Main Author: | |
|---|---|
| Format: | text |
| Language: | English |
| Published: |
Institutional Knowledge at Singapore Management University
2010
|
| Online Access: | https://ink.library.smu.edu.sg/ksmu/285 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=1284&context=ksmu |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Institution: | Singapore Management University |
| Language: | English |
| Summary: | It has been almost a decade since Jack Welch retired as GE’s chairman and CEO, but the legacy and methods of one of the biggest names in corporate America is still widely talked about, even revered. During his two-decade tenure, the conglomerate grew its profits by nearly 30 times – an astounding feat for an old, sizeable multinational corporation. However, times have changed and so have employee attitudes. Will Welch's confrontational, no-nonsense, outcome-oriented methods, that have become so synonymous with GE, go down well its new generations of workers? |
|---|