{"id":256660,"date":"2026-07-13T14:58:49","date_gmt":"2026-07-13T11:58:49","guid":{"rendered":"https:\/\/1kitap1.com\/en\/control-your-destiny-or-someone-else-will-noel-m-tichy\/"},"modified":"2026-07-13T14:58:49","modified_gmt":"2026-07-13T11:58:49","slug":"control-your-destiny-or-someone-else-will-noel-m-tichy","status":"publish","type":"post","link":"https:\/\/1kitap1.com\/en\/control-your-destiny-or-someone-else-will-noel-m-tichy\/","title":{"rendered":"Control Your Destiny Or Someone Else Will – NOEL M TICHY"},"content":{"rendered":"
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Implicitly, everyone knew that Rowe would pay their costs. There was no need for Welch to get directly involved. He didn\u2019t have to prompt Wright, Rowe, or anyone else to offer help. The CEC members knew what to do. After replacing more than 1 million defective compressors. Appliances survived, with its market share in refrigerators intact. Schipke kept his job (years later, he left GE to become CEO of Ryland Corp., a builder of single-family homes). And GE\u2019s 1988 net income rose $471 million to $3.4 billion, not far off plan.<\/p>\n

The process has taken years, but by the early 1990s the CEC had become the power center of GE, influencing the company\u2019s direction more than any other institution. Though it lacks an explicitly managerial role, the council provides checks and bal\u00ac ances to the CEO\u2019s authority that certainly exceed any that existed before at GE. The real power of the CEC is subtle, stemming from its ability to educate. Welch explains: The enormous benefit we get from our meetings is that we end up being smarter than anybody else.<\/p>\n

It\u2019s not that we have a higher I.Q. But after two days with the CEC, having to talk about everything from TV networks to the Indonesian economy just to understand our own businesses, we can walk out and talk to anybody at a cocktail party, and be the smartest guys in town. And we may not be as smart as most of the other people there\u2014it\u2019s just that we\u2019re exposed to so much more information. During the 1980s there was a trend to break up any multibusiness company.<\/p>\n

Get rid of the diversity. Focus on a single thing. I think that if we didn\u2019t have the CEC, we probably would be unfocused. Diversity was part of the hand we were dealt.<\/p>\n

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When Jack Welch took over General Electric, he set about radically changing what seemed a successful organization. In so doing he increased GE\u2019s share price by five times, and redefined the nature of business today. This book reveals the lessons distilled from the transformation of his corporation. Jack Welch\u2019s revolution at GE aimed not to control but to hberate his employees. Drastic changes in the current business environment call for breakthrough management ideas. With worldwide competition increasingly driven by speed, companies no longer have time to teU their people what to do.<\/p>\n

Unless every worker takes responsibUity for his or her job, a corporation cannot perform, and these jobs win be threatened. Transformation necessitates a frontal assault on the corporate status quo – what began at GE as a conflict of ideas became a test of wiUs, pitting the leaders against the led.<\/p>\n

The tale of how Jack Welch won the aUegiance of his stafi” and revitahzed his company ranks among the most fascinating, agonizing and ambitious in the annals of business, and teaches lessons essential to aU business-people and their companies. \u2018Control your destiny or someone else will\u2019 is one of the winning rules Jack Welch hves by. Behind it is more than a remarkable story and a challenging business idea, it is the essence of responsibUity and the most basic requirement for success.<\/p>\n

X:i8.99 net More Praise for . . . Control Your Destiny or Someone Else Will \u201cThis book captures the essence of competitiveness, which is vision, leadership, and a hunger to succeed. It contains essential lessons that need to be learned by all of corporate’ America.\u201d \u2014P. R. Vagelos, M.D. Chairman and Chief Executive Officer, Merck \u201cOne of America\u2019s astute young change agents meets one of America\u2019s most vibrant CEOs, and the result is a powerful book. Revolution is just the right term for the changes at GE. This is a fascinating story with widely applicable lessons.\u201d<\/p>\n

\u2014Rosabeth Moss Kanter Professor, Harvard Business School Coauthor, The Challenge of Organizational Change \u201cA remarkable, accurate, and refreshing story of the dramatic change and redirection of one of the world\u2019s most successful companies. Jack Welch\u2019s leadership can serve as a valuable tutorial for business managers who are attempting to drive change.\u201d \u2014Lawrence A.<\/p>\n<\/blockquote>\n

This is a short excerpt from the opening of “” by Unknown, quoted for review and introduction purposes. All rights belong to the copyright holders.<\/em><\/p>\n

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