Rating: 
Summary: Straight from the gut, and not always palatable
Review: I picked up this book because I want to know more about GE, an American industrial icon, and its legendary leader, Mr. Jack Welch. The one thing I like about Welch is that he talked in a very straightforward and candid manner, although at times he appeared rather defensive. You may not agree with his management philosophies, but keep in mind that this is an autobiography rather than a management text. As I read along, I was somehow reminded of Al Dunlap, the discredited former CEO of Sunbeam Corporation. I observed that Welch and Dunlap are similar in a few ways. Both come across as having over-sized egos, are highly authoritarian, paternalistic and often ruthless. The big difference laid in the bottom line of the corporation each ran, but do not forget that Dunlap used to be a favourite of Wall Street too.
Rating: 
Summary: Neither a good biography nor a management book
Review: This book is quite disappointing, either as an autobiography or as a management book. Maybe I put a lot of hype on this book (I assume the book is terrific as the publisher spent US$ 7 million to secure the right to publish this book).As an autobiography, Jack Welch covered only a minimal amount of his personal life, most of pages of the book are devoted for his life at GE (which I think is exactly what the readers want). However, even as a management book, there is no in-depth analysis and discussion. Quite a dry book. Particularly I like Section 2 (Building A Philosophy) and Section 3 (Ups and Downs). Section 1 is okay, section 4 and 5 are a little bit boring. If you want to know more about Jack, this is a book for you, but if you want to know more about his moves during his tenure, I think Robert Slater's books are more interesting.
Rating: 
Summary: A Book of Guts with Brain!
Review: Jack has given us this great book, now hopefully managers will pay attention! I am not a manager, but a technical expert, who for many years has had to deal with a plethora of dithering, short-sighted, bungling managerial decision-making. It was a constant source of frustration to my colleagues and myself, but in this book Jack shows that successful, good management is possible. It requires not only guts, but also brain and the good sense to appreciate the best experts in the workplace! To do so, a great manager, like Jack, must also understand his/her workforce and its perspective on management and managerial behavior. So, while dashing off to read Jack's book, I also recommend the book, "MANAGEMENT BY VICE" by C.B. Don. It's a very sharp, hilarious satire from the view-point of R&D, and like Jack's book, it comes from the very gut of the technical staff, the company "brains"/innovators. It carries with it a serious message and a choice...continue with negative managerial ways and end up down the drain with rotten, out-dated products, or listen to and respect your experts, hire the very best, fire the worst whether employee or manager and get great results! Jack's book advises this too. Different perspectives definitely, yet both books are honest portrayals of workplace realities and point the way to positive employee and management synergy!
Rating:
Summary: Jack: Straight from the Gut
Review: I enjoy Jack reading the book to me. Book on tape is great!!
Rating:
Summary: An excellent business handbook
Review: Jack is a business icon, who has been with GE for over 40 years (1960 - 2001). While the book is about the life and times of Jack , with numerous anecdotes and stories (both personal and business), there are lots business ideas and wisdom as well. I highly recommend this book - for anyone who is interested in the views of one of brightest minds of our times ( Jack Welch). No 1 or No 2
Jack came up with his mantra of "We must be No 1 or No 2 in every business we are engaged in. If not, then we must either "fix, sell or close" the business".
He was always asking GE to ask Peter Drucker's tough question - "If you were not in this business today, would you consider entering it"?
If the answer is no, then you need to address the painful question "So, what are you going to do about it TODAY"? Differentiation
Basic concept was that differentiation was FORCED upon business leaders. They had to provide rationale-based differentiation amongst those people. After going through a number of methods, GE agreed on the following simple formula
- Each business had to identify people (by name)
- Top 20 percent (A)
- Middle 70 percent (B)
- Bottom 10 percent (C) In plotting a graph of numbers, it represents a bell-curve, and was called "vitality curve" within GE. The net-net of that is that in any business the stars (A) were recognized, the performers (B) were noted, and the non-performers (C) had to go. That was effectively carried out at GE. Jack himself drove this to such an extent that over 100,000 people had to "go" out of GE - thus earning him the name "Neutron Jack". Compensation must absolutely reflect performance. GE's policy is that A's should get raises that are 2 to 3 times the size given to B's. B's should get solid increases recognizing their contributions every year. C's must get nothing - and if they do not progress, should go !!! Attached to each person's appraisal is the person's position in the vitality curve. Some think it's cruel to remove the bottom 10% (C's). It isn't says Jack. Performance management must be a life long process ( we spend 20 years in school where everything is measured - then why should our adult life be not measured, asks Jack). One thing to note - Jack is of the opinion that the bottom 10% must be WEEDED out CONTINUALLY. It is not a one-time activity. That, in Jack's opinion is the only way for a company to forge ahead. Jack's policy - You had to make the numbers - no excuses. Maybe 2,3 or even 4 chances - after that you are out !!!! GE is truly a meritocracy............ Beauracracy, Wal-Mart
Jack's biggest contribution was dismantling the gigantic beauracracy that GE had embodied due to its enormous size. He energized GE, and turned it into a company that became bigger in size, but at the same time extremely nimble as well. Another aspect of "boundaryless", is to assimilate a "good idea" - regardless of the source. Jack mentions an instance where he was impressed with Sam Walton's style of running Wal-Mart. The regional managers would go on site/field visits (of Wal-Mart and competitor's stores) Monday through Thursday, and come back for a senior-level meeting every Friday afternoon. In that meeting, they would review the site visits plus the (up-to-the-minute) inventory numbers from their computerized systems - and would take immediate corrective action - stores lacking particular stock, price increase/decrease, etc. This mix of high-touch and high-tech impressed Jack - that he started having weekly review meetings. Strategy
Jack is of the opinion that instead of a central strategy based on grandiose predictions and statistical data, a business needs to run on a central idea. Strategy is not a lengthy action plan - rather it is the evolution of a central idea through continually changing circumstances. Strategy cannot be reduced to a formula - reason being, business like war has to face the following chaotic and rather complex issues like - chance events, imperfections in execution, independent will of the opposition. Over the last 20 years, GE has had only 4 initiatives - Globalization, Services, Six Sigma and e-business. Everything else has been operational tactics to achieve the 4 initiatives. Boundaryless
Jack came up with the term "boundaryless" - which simply put is assimilating ALL kinds of ideas from all kinds of people(regardless of position). It is an approach where people are encouraged to think out-of-the-box, and the organization is aligned in a way that not only allows this, but also "vigorously pushes people". It is a term that is used frequently in all the business journals - Harvard Business Review, Fortune, Forbes, Sloan Review , etc. Direct
Jack's style is one of being direct - no politics, no BS. Micro-managing
He does admit in the book, that he did micro-manage key deals. Also, a strong believer in "seeking approvals" in anything significant (from his people). An example - GE Capital grew from $11 billion in assets in the year 1980 to $370 billion in assets in the year 2000. In 1980, any deal with a commercial risk
(per customer) of over $100 million had to seek the board's approval. The same remained true in the year 2000. The limit was not raised. Jack established these strict and rigid approval processes to insure that due process are followed. His losses
Towards the end of his retirement ( this year), GE was on the verge of the LARGEST acquisition ( Honeywell). However, the European Commision did not approve of the deal, and it did not go through. That must be Jack's biggest regret. Golf
He has one full chapter on his second passion - and life on the golf course. New Guy
Talks of how the "new guy" - his successor was picked. It ended up being Jeff Immelt ( the guy whom Jack had met while Jeff was still doing his MBA at Harvard in 1982).
Rating:
Summary: Good Info from the best
Review: With his book, "Jack," John F. Welch tells the world the secrets to his business innovations, including Six Sigma, Boundaryless, and many other highly usefull practices. A must read for buisnessmen, and a good read for just about anyone. Entertaining and informative.
Rating:
Summary: Reads like a datebook
Review: This is a pretty disappointing book. A lot of names and dates put together which don't mean much - a lot of dry facts. It would have been much better if Welch had focused on a couple of challenges and discussed in detail the process he used to come up with a solution and how the solution was executed. Also, it would have been more fun if he had documented his rise in GE and how he achieved it rather than focusing the bulk of the book on his CEO days. Iacocca did this very well.
Rating:
Summary: Dull and irrelevant. What a disappointment.
Review: This is Jack's book: "then George and I did this great thing; I knew he would be great; that's the value of Six Sigma." Repeat.
Rating:
Summary: Straight from the Gut
Review: This was the most fascinating book I've read in a long time. My dad worked for GE for 43 years; but I had no idea of the many ventures GE is involved in. Jack Welch gave a fascinating insight into the inner workings of one of the most successful companies in the world without padding his own mistakes and foibles. I was extemely interested the in the Hudson River situtation and also the failed Honeywell merger; both told in great detail - along with the 7 year hunt for his successor.
One doesn't have to be a corporate execuitve to enjoy this book.
Rating:
Summary: Guru....absolutely....Guru
Review: Explendid work....or I should say explendid LIFE !
Jack takes us to the very deep of corporate life with its ups and downs without loosing one single chance on giving good lessons...
You wont be able to quit until you finish it !
| 
