Walter "Dave" Dance, favors another candidate. Jack proceeds on his own because of a lack of support from Dance and creates his team. Regardless of the process, Jack knows what he wants,and, he says, it won't take long to find out whether he is going to get it.
Chapter 7, Dealing with Reality and "Superficial Congeniality"
Jack finally has the job. Outside, he is cocky, self-assured, decisive, quick, and tough. Inside, heis not as self-confident as he appears. He realizes he does not have many of the external CEOskills necessary to deal with government and the media. Over the years, government has becomemore involved in business, but Jack rarely deals with anyone from Washington, DC, and his onlymedia experience has been his introduction by Reg Jones at the scripted press conference.The only thing Jack is sure of, is what he wants GE to be. He wants to change the image fromstrong and steady, to fast, agile, and quickly adaptable to external changes. His vision isspontaneity and creativity.
Chapter 9, The Neutron Years
Many do not understand Jack's philosophy to downsize on one hand, while spending millions to build fitness and conference centers on the other. He must explain his investments. Jack contendsthe critics' focus is not on the invisible $12 billion spent on new plants and equipment, but rather on the $75 million spent on furthering his "soft value of excellence." Jack believes that if he preaches the need for excellence in everything, his actions must demonstrate that. For instance,Jack believes the gym is an informal place where all shapes, layers, sizes, and foundations of theorganization can congregate and exchange thoughts and ideas.According to the media, however, Jack becomes "Neutron Jack; the guy who removes the people but leaves the buildings" intact.
Chapter 10, The RCA Deal
The Japanese threat results in a business-altering deal for GE. At the time, GE's $6.3-billion purchase of RCA is the largest non-oil deal in history. Purchasing RCA expands GE's own smallsemiconductor, aerospace division and TV set businesses. The companies mesh perfectly. Thedeal is announced December 12, 1985. GE and RCA are integrated but kept separate from NBC.Bob Wright, former president of Cox Cable, heads NBC. Non-strategic RCA assets, includingrecords, carpeting, and insurance are sold immediately. Aerospace and semiconductor businessesare integrated, too. The fourth business is government services and satellite communications.GE's TV manufacturing business is traded to France's government-owned electronics company,Thomson, for their losing medical business. Thomson acquires economies of scale and market position with the TV manufacturing business.