It's hard to think of a CEO that commands as much respect as Jack Welch. Insights into Six Sigma and other successful GE quality initiatives Examples of how Welch transformed GE into an e-business Jack Welch's latest views on management and leadership Now, on the eve of his planned April retirement, the new Get Better or Get Beaten, Second Edition shows you how to compete "Welch style" in today's techologically advanced business arena. First published in 1994, Get Better or Get Beaten became a bestseller as managers sought to understand and mimic the success of the man lauded by Fortune as ".perhaps the most admired CEO of his generation." But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute.Įxecution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job.ĭo business like Jack Welch! When Jack Welch took the reins of General Electric in 1981, he reformulated GE in his own image - tough, smart, competitive, and relentless. Upon his retirement this year, IBM was undeniably "a company that mattered." Who Says Elephants Can't Dance? is a well-rendered self-portrait of a CEO who made spectacular change on the strength of personal leadership.Įxecution - The Discipline of Getting Things Doneīy Larry Bossidy, Ram Charan, Charles Burck (Contributor)ĭisciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business actually getting things done never seems quite as glamorous. One of Gerstner's first tasks was to redirect the company's attention to the outside world, where a marketplace was quickly changing and customers felt largely ignored. The following sections describe the marathon fight to make IBM once again "a company that mattered." The book's opening section snappily reports Gerstner's decisions in his first 18 months on the job-the critical "sprint" that moved IBM away from the brink of destruction. For those who follow business stories like football games, his tale of the rise, fall and rise of IBM might be the ultimate slow-motion replay. Gerstner quarterbacked one of history's most dramatic corporate turnarounds. Who Says Elephants Can't Dance? Inside IBM's Historic Turnaround Read in a clear and well-paced manner, listening to The-E Myth is like receiving advice from an old friend. to understand or follow its directives Gerber takes time to explain buzzwords and complex theories. He establishes an incredibly organized and regimented plan, so that daily details are scripted, freeing the entrepreneur's mind to build the long-term success of the business. The title refers to the author's belief that entrepreneurs-typically brimming with good but distracting ideas-make poor business people. Michael Gerber's The E-Myth Revisited should be required reading for anyone thinking about starting a business or for those who have already taken that fateful step. The E-Myth Revisited - Why Most Small Businesses Don't Work and What to Do About It
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