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Winning-Jack Welch

Course: MGMT 449

Professor: Jasso

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Winning-Jack Welch
Thesis
Jack Welch believes in the philosophy of winning throughout his career. As a manager in
General Electric for forty years, his activities led the company to continual success globally.
His ideology of always being the best and honest became the company's mantra, an aspect
that generally focused on teamwork and profitability of the company. The central lesson in
this book is "how to win." In support of this theme, other themes present include fostering a
culture where people feel free to contribute their ideas and speak their mind, treating
employees in a manner that supports their abilities amicably, and designing concrete missions
that are measurable.
Wining encompasses business success through various methods other than conventional
business textbooks. Welch describes what makes a business successful, speaking from a
personal perspective with lessons learned from being a CEO in General Electric (Jack &
Suzy, 2015). How an organization handles daily operations and decisions determines the
subsequent steps when dealing with competition and how individuals manage their tasks.
Central pillars
Mission and Values

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Mission
Welch describes the dilemma he faces when describing the mission and values of any

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organization. He adds that confusion is created in most cases, leading to a directionless
workforce with no idea of a mission and values statement. A company's most significant

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pillar is its mission and values statement since it provides a direction of what the organization
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delves to achieve and the steps that lead to this achievement. Welch addresses the importance
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of a good mission and values statement. As he puts it, "a mission statement announces
exactly where you are going and the values describe the behaviors that will get you there"
(Jack & Suzy, 2015). According to Welch, the mission statement answers one general
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question of how the business intends to win in a particular situation. Ideally, it is not meant to
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answer what the organization is good at or offer a description of the company; its primary
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purpose is to address the winning perspective. When an organization has an effective mission
statement, a balance between the possible and impossible is created. Through this angle, it is
the management's responsibility to develop a concrete and measurable mission statement.
This exercise cannot be delegated to any individual except those that should be held
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accountable. The defining moment of a company’s leadership is described by the mission

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created.
Vision
Welch describes values as behaviors that leave no room for error. Individual must be able to
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operate in tandem with the values, an aspect that leads to winning. Unlike the mission, every
individual in an organization should be allowed to contribute, although it may be messy and
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lack a conclusion (Jack & Suzy, 2015). More participation creates a difference since more
ideas and insights are given. In the end, the organization narrows down to the most relevant
values that lead the organization towards a winning streak.
Fostering a Culture of Candor
The culture of telling lies in a bid to achieve a quieter life is primarily adopted in several
organizations. Jack Welch addresses the issue of telling small lies and suggests that it can be
destructive in an organization in the long run. in his recommendation, he says that
organizations should have a culture where people can talk freely. However, most
organizations do not offer this platform, and employees end up holding back from voicing
their opinions and ideas. Welch describes this as a waste of available brainpower as a
fundamental resource in an organization (Jack & Suzy, 2015). As he puts its “lack of candor

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blocks smart ideas, fast action, and good people contributing all the stuff they’ve got, it’s a
killer."
Candor leads to winning in three main ways:
First- Candor is responsible for getting more people into a conversation. Ideally,
when people engage in a conversation, the ideas become endless.
Second-Candor generates an aspect of speed. When ideas are available, they can be
debated, discussed, expanded, enhanced, and acted upon.
Third-Candor cuts down on costs. Since the ideas are discussed, expanded, and acted
upon, the need for several meetings and reports that only reiterate what everyone knows
saves a significant amount of time and other resources.
Human Resources
Jack Welch suggests that people’s management is one of the most fundamental tasks of any
organization's manager. When he addresses the 20-70-10 rule, he refers to the percentages of
the total workforce. As a learning outcome, it is essential to learn how to treat employees in
the right manner. Ideally, 20% are star performers. They ought to be given recognition,
training, and amicable compensation. The 10% are the poor performers and should be let go,
and 70% are the average individuals who need motivation that will lift them to the level of

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20%. Welch encourages managers and supervisors to differentiate individuals following the
20-70-10 rule and manage them appropriately. Appropriate management refers to the

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promotion of the top 20 individuals and firing the bottom ten underperformers (Jack & Suzy,
2015). Differentiation in organizations is aimed at rewarding the members who perform

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exceptionally, and hence they deserve it.
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This book provides insights into the future of management in various areas. Ideally,
organizations have different cultures, and adopting this culture should be guided by the
mission and values that provide direction to the organization. `The concept of winning, both
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at a personal and corporate level, should be embraced since it acts as a motivator to achieve
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set objectives. The future of management should be guided by the fact that it is possible to
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win fairly through upholding ethics both on an organizational and personal level. This factor
is possible through addressing the company’s mission and values.
Another concept for future management revolves around the people's plan in an organization.
The administration is responsible for coming up with various formulas for hiring, firing,
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appraisal, change management, personnel management, and leadership. By addressing these

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perspectives, the sphere of dealing with the competition will be captured, thereby
streamlining its budget (Jack & Suzy, 2015). With the development of technology, businesses
are forced to revise how they conduct their interaction to keep abreast of emerging
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technology and competition.

One key aspect that can be adopted from the book is that individuals should focus on their
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careers, which can be done by finding a job that suits them. Winning has to come from within
before it can be transferred to other areas in an organization. This concept can be seen in Jack
Welch's personal experiences as the CEO of General Electric. Managers should be relentless
in achieving success; however, they have to balance various areas in the organization since
their vision has to be communicated and understood through the mission and values created.
The success of any organization is dependent on the type of management used and Welch is
keen to address this issue through the human resources management sphere.

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References
Jack, W., & Suzy, W. (2015). Winning: The Ultimate Business How-To Book.

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