Person

Jack Welch

Not who you're looking for? Others named Jack Welch: American football coach · Australian field hockey player

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Overview

John Francis Welch Jr. (November 19, 1935 – March 1, 2020) was an American business executive. He was Chairman and CEO of General Electric (GE) between 1981 and 2001. When Welch retired from GE, he received a severance payment of $417 million, the largest such payment in business history up to that point. In 2006, Welch's net worth was estimated at $720 million. Early life and education Jack Welch was born in Peabody, Massachusetts, the only child of Grace (Andrews), a homemaker, and John Francis Welch Sr., a Boston & Maine Railroad conductor. Welch was Irish American and Catholic. His paternal and maternal grandparents were Irish. Throughout his early life in middle school and high school, Welch found work in the summers as a golf caddie, newspaper delivery boy, shoe salesman, and drill press operator. Welch attended Salem High School, where he participated in baseball, football, and captained the hockey team and became second lieutenant right after graduating.

From Wikipedia (CC BY-SA 4.0).

Notable quotes

“At the heart of this culture is an understanding that an organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive business advantage.”
— Cited in: Robert Slater (1998), Jack Welch & The G.E. Way: Management Insights and Leadership. p. 12
“The best Six Sigma projects begin not inside the business but outside it, focused on answering the question—how can we make the customer more competitive? What is critical to the customer’s success?... One thing we have discovered with certainty is that anything we do that makes the customer more successful inevitably results in a financial return for us.”
— As cited in: Peter S. Pande, Robert P. Neuman, and Roland R. Cavanagh. The six sigma way. McGraw-Hill,, 2000. p. 6
“In GE every day, there's an informal, unspoken personnel review—in the lunchroom, the hallways, and in every business meeting. That intense people focus—testing everyone in a myriad of environments—defines managing at GE. In the end, that's what GE is. We build great people, who then build great products and services.”
— Ch. 11.
“Change has no constituency—and a perceived revolution has even less.”
— Ch. 12.
“Getting the right people in the right jobs is a lot more important than developing a strategy.”
— Ch. 24.
“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.”
— Ch. 24.

Quotes via Wikiquote (CC BY-SA), each with its original source.

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Overview

John Francis Welch Jr. (November 19, 1935 – March 1, 2020) was an American business executive. He was Chairman and CEO of General Electric (GE) between 1981 and 2001. When Welch retired from GE, he received a severance payment of $417 million, the largest such payment in business history up to that point. In 2006, Welch's net worth was estimated at $720 million. Early life and education Jack Welch was born in Peabody, Massachusetts, the only child of Grace (Andrews), a homemaker, and John Francis Welch Sr., a Boston & Maine Railroad conductor. Welch was Irish American and Catholic. His paternal and maternal grandparents were Irish. Throughout his early life in middle school and high school, Welch found work in the summers as a golf caddie, newspaper delivery boy, shoe salesman, and drill press operator. Welch attended Salem High School, where he participated in baseball, football, and captained the hockey team and became second lieutenant right after graduating.

From Wikipedia (CC BY-SA 4.0).

Not who you're looking for? Others named Jack Welch: American football coach · Australian field hockey player

Notable quotes

“At the heart of this culture is an understanding that an organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive business advantage.”
— Cited in: Robert Slater (1998), Jack Welch & The G.E. Way: Management Insights and Leadership. p. 12
“The best Six Sigma projects begin not inside the business but outside it, focused on answering the question—how can we make the customer more competitive? What is critical to the customer’s success?... One thing we have discovered with certainty is that anything we do that makes the customer more successful inevitably results in a financial return for us.”
— As cited in: Peter S. Pande, Robert P. Neuman, and Roland R. Cavanagh. The six sigma way. McGraw-Hill,, 2000. p. 6
“In GE every day, there's an informal, unspoken personnel review—in the lunchroom, the hallways, and in every business meeting. That intense people focus—testing everyone in a myriad of environments—defines managing at GE. In the end, that's what GE is. We build great people, who then build great products and services.”
— Ch. 11.
“Change has no constituency—and a perceived revolution has even less.”
— Ch. 12.
“Getting the right people in the right jobs is a lot more important than developing a strategy.”
— Ch. 24.
“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.”
— Ch. 24.

Quotes via Wikiquote (CC BY-SA), each with its original source.