Jack Welch was the CEO of General Electric Company since 1960. Jack took over the company when it had a market capitalization of approximately twelve billion dollars, and he managed to transform it to the largest as well as most admired firms across the globe. GE had a market value of around five hundred billion dollars by the time he stepped down. Jack is one of the key leaders who are celebrated by the company which has often been noted for its prowess in technological advancements. To successfully turn the future of the GE, Welch commenced on staff empowerment. The leader was determined in harnessing the collective power of all the General Electric employees. He managed to transform the bad relationships between subordinates and their bosses that existed before. When employees are empowered by the company and the relationship between upper, middle, and lower management is strong, the performance of the company increases. Employees become creative and innovative towards solving some of the challenges faced which reduce performance and thus revenues (Bartlett & Wozny, 2005).
Jack managed to turn GE to one of the most competitive enterprises through reinventing the new ways of doing things from top to bottom. He came up with three Ss’ of winning which were speed, simplicity, and self-confidence. Welch managed to redesign the role of new economy leaders through the creation of proper channels of vision communication and caring for everyone working for the company. As a leader, he managed to create a collaborative workplace in GE where all opinions from employees were welcome. The liberated workforce mainly influenced the success of the company. Everyone was made a participant via improved vertical communication which also as a way of empowering employees. Lastly, Jack designed the 4Es of Leadership, which are energy, energize, edge, and execution that were implemented during his leadership period in General Electric.
Work cited
Bartlett, Christopher A., and Meg Wozny. "GE's Two-Decade Transformation: Jack Welch's Leadership." Harvard Business School Case 399-150, April 1999. (Revised May 2005.)
