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• Sales Rank: #4715782 in Books
  
• Published on: 2003
• Original language:
  English
• Number of items: 1
• Dimensions: 6.97" h x
  1.26" w x
  4.49" l,
  .68 pounds
  
• Binding: Perfect Paperback
• 496 pages

They called him Neutron Jack. They called him the world's toughest boss. And then Fortune called him "The Manager of the Century." In his twenty-year career at the helm of General Electric, Jack Welch defied conventional wisdom and turned an aging behemoth of a corporation into a lean, mean engine of growth and corporate innovation. In this remarkable autobiography-a classic business book and runaway New York Times bestseller now updated with a new afterword by the author-Jack Welch takes us on the rough-and-tumble ride that has been his remarkable life. From his working-class childhood to his early days in G.E. Plastics to his life at the top of the world's most successful company, Welch tells his intensely personal story with his well-known fire and candor. And although it chronicles billion-dollar deals and high-stakes corporate standoffs, Jack is ultimately a story about people-from a man who based his career on demanding only the best from others and from himself.

Customer Reviews

Most Helpful Customer Reviews

8 of 8 people found the following review helpful.
What I've Learned Reading a Great Story from a Great Leader
By Rasmus Jensen
It's now been almost 6 months since I read "Jack: What I've Learned Leading a Great Company and Great People", and I still almost daily find myself pondering on, and referring to, Neutron Jack's inspirational book. When I started reading the book I obviously expected a lot of american self-glorification and not least justification, but what I hadn't expected was the utter abundance of anecdotes and candid views on anything from the game of golf over family matters to what it's all about: big business! And here's the story from the Jedi-master of Big Business. This book takes you from his childhood days as a caddy for the "suits" at the local golf-club, through the accidental blowing up of a manufacturing unit, to high times with the big boys in business and politics.And if you, like me, have a degree in business, order this book now. Never before have management tools and ideas been presented to you with such logics and candid hindsight realisation. Jack Welch's 20 years as CEO and Chairman of The General Electric Company, the biggest corporation in the world, proves that his ideas and leadership made the difference!

16 of 17 people found the following review helpful.
Not literature, but a great insight
By A customer
This guy created more shareholder wealth than anyone else ever... this is a great run down of what he did and why he did it. It isn't a management textbook, but if you read between the lines, you can infer what it was that made him great. My take is a complete intolerance of mediocrity and a focus so total it's scary. Read it - it's long, but quick and light and peppered with anecdotes.

5 of 6 people found the following review helpful.
A view of corporate America from the inside
By C. M. Perkins
In the Cult of the CEO, Jack Welch is a High Priest. This book reveals how he rose within GE and subsequently transformed it.At its core, his GE seemed to revolve around his annual management get togethers at the Boca Raton resort, golf and keeping Wall Street happy. He undoubtedly did the latter very well.What I found most interesting was the approach to performance management that evolved under his stewardship and GE's management education at Crotonville.His requirement for managers to lose 10% of their people every year through the performance appraisal process is often mis-quoted. They didn't automatically get fired. They were often redeployed elsewhere in GE (although I suspect the 'bottom 10%' badge was something they couldn't shake off easily).GE's performance management process does have some valuable lessons for us all:1) It was so thorough and permeated the whole organisation - not just an annual form filling exercise. Managers really did manage the performance of their people day-to-day.2) The relentless focus on top performers and developing talent. Managers didn't get sucked into squandering time on the 'problem child' in their team - largely because everyone knew where he or she was headed. They worked hard to create development opportunities for their top performers and (eventually) saw the benefit in developing others to move them on in the organisation.Equally, Welch's involvement in Crotonville (GE's Management Development centre) sends a powerful message. An organisation's best people need to see, hear and be close to top management. To stay motivated they need to know that the top people want to spend time with them and see them develop, even if they're just starting out on their management career.Other than that, the book is a middle of the road autobiography of a top business leader.Buy it if you want great reference material on performance management, Six Sigma or how to turn a big bricks and mortar company into an e-business player.

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