Jack Welch杰克韦尔奇(英文精品版).ppt

JackWelch,No.11No.13,JackWelch,JackWelch,theformerCEOandchairmanofGE,wasbornonNovember19,1935inSalem,Massachusetts.In1960,hejoinedGE.InApril1981,JackWelchbecametheyoungestchairmanandCEOofGE.,GeneralElectricCompany(GE),Generalelectric(GE)isoneofthelargestdiversifiedservicecompanyintheworld,fromaircraftengines,powergenerationequipmentto,financialservices,frommedicalimaging,televisiontoplastic.GEsetsubsidiariesin100countries,withabout300，000employeesaroundtheworld.,In1908,GEestablishedthefirstlightfactoryinShenyang.,borninMassachusettsSalem,Growthexperience,RestructureGE,ManagementIdeas,SixSigmaqualityprojectThreestepstomakestrategies5slidesexaminationVitalityCurveBoundaryless,ChangemanagementCrisismanagement“4E”and“1P”project,SixSigmaqualityproject六西格玛质量计划,SixSigma：Aprojecttoimprovethequalityoftheproductandcustomersatisfication,Analyze,TheProcessofSixSigma,Measure,Improve,Control,Measurewheretheerroris.,Analyzewhatcausestheerror.,Confirmthekeyvariable,thenadjustandmonitorittoeliminatetheerror.,Controlthekeyvariableintheacceptablescope.,全球化,服务,六西格玛,电子商务,GE战略运动,Makealong-termplanofyourbusiness.5slidesexamination(五张幻灯片检测法）Puttherightpeopleinrightpositiontoimplementthisplan.VitalityCurve（活力曲线）Continuousexplorationisthebestwaytorealizethefinalplan.Boundaryless(无边界行动),Threestepstomakestrategies制订战略的三个步骤,Ifthedirectionofthestragyisright,anditalsohasacertaindevelopmentspace,thestrategydoesnotneedtooftenchange.,5slidesexamination(五张幻灯片检测法),Slide1:Whatistodaysarena(竞技场)like?Slide2:Howisthecompetitivesituationrecently?Slide3:Howisyourrecentdevelopment?Slide4:Whatarethelatentvariables(潜在变量)?Slide5:Whatchancedoyouhavetoensurethesuccess？Ithelpstofindaneffectiveandpracticalmethodtodevelopandcompetesustainably.,thebest20,middle70,theworst10,区别考评制度,clearperformancemeasuresystem,MaterialandspiritualrewardsRetain(留住)thestaremployees.Makethemmaintainaleadingposition.,KeeptheirinitiativeandenthusiasmImprovetheoverallleveloftheorganization.Investigate(考察）Findandcultivatepotentialgoodemployees.,leaveWeedout（剔除）inefficientpart.,业务：分类分配投资员工：分类区别对待,VitalityCurve（活力曲线）区别考评制度,Themainideasofboundaryless：Domesticandforeignbusinesshavenodifference；Removealltheobstaclesbetweenthevariousfunctionaldepartments（职能部门）.Engineering,production,marketingandotherdepartmentscancirculatefreely；Letvendors（供应商）andusersbeinasinglepart；Avoidracialandgenderdiscrimination；Thebenefitsoftheteamismoreimportantthanthatoftheindividual.,Boundaryless(无边界管理),Changetowininthebusiness,4RULES,1,2,3,4,Setacleargoalbeforeyoustartthechange.Letmorepeopleunderstandthenecessityofthechange.,Recruitandpromoteloyalfollowersandthosewhoadapttothechange.,Removetherebels（反叛者）,eveniftheyhavegoodperformance,Begoodatgrabbingalltheopportunities,CrisisManagementhypothesismethodology假设方法,Theproblemisworsethanyouthinkitis,Afterthecrisis,everythingwillbebetter,Eventuallyeverybodywillknowallthetruthofthematter,Thingswillchangewhenhandlingthecrisis,Theprocesswillbedescribedinthemosthostile（敌对的）words,5factors,危机总会出现，危机总会清除，明天总会更加美好,Recruitment招聘“4E（和1P）”选人标准,激励别人的能力（Energize）,4E,活力（Energy）,决断力（Edge）,执行力（Execute）,Desireforactions,begoodatcommunication,getusedtochange,lovelife.,Haveexcellentpersuasionskills,creategoodatmosphere.,Analyzeproblemsfromeveryangle,makedecisionsresolutely.,Putintopractice,getridofresistance,improvecontinuously.,1P,激情（Passion）,Haveastrongsenseofexcitement,careaboutotherpeople,keepinterestedinsurroundings,招聘高层人士强调的四种特征,坚韧的弹性，挫折过后能迅速恢复,Enterpriseisafundamentalstrategy,strategyistheessenceofculture.Healthupcompanycultureisanenterpriseinvincibledynamic.企业根本是战略，战略本质是文化。健康向上的企业文化是一个企业战无不胜的动力之源。Puttherightpeopleintherightjobs.Respectthecompetentemployees，andfuckoffincapablestaff.Comeupwithafewkeyideas.Push,push,pushthemthroughthecompanyuntiltheybecomerealities.Justkeepaneyeontheflagshipoftheindustry(龙头老大).,经典语录,Everythingbeginswithconfidence.Eachofusareordinarypeopleinourdailylife,butwecanhaveanextraordinaryheart,ext