Sioux proverb

At the beginning of the 1980s, Jack Welch became CEO of General Electric. Farsighted and controversial, he recognized the major change efforts that have helped some organizations adapt significantly to shifting conditions, have improved their competitive advantage in their market niche, and have positioned a few for a long term survival and prosperity.

Because Welch had the intellectual and drive to deal with the competition, he set the tone for the U.S. Industry. GE became highly productive by undertaking a complex reorganization that simplified the company into one with dominant position in its carefully chose businesses. Welch then remade GE into a boundaryless organization that encouraged, and got, participation from employee levels. He extinguished turf wars and the not-invented-here syndrome that stunned employees and companies.

He inherited a series of obligatory corporate events that he has since transformed into meaningful levels of leadership. These get-together-from the meetin

· Welch attached bureaucracy at every level including a highly symbolic 50% reduction in the 200 person strategic planning staff.

· The budgeting process was equally radically redefined. The strategic pyramid was now focused on the competitive market share rather than internal comparisons.

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