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This book is vintage Jack Welch: down to earth, powerful, and filled with common sense.

As CEO of General Electric for the past twenty years, he has built its market cap by more than $450 billion and established himself as the most admired business leader in the world. His championing of initiatives like Six Sigma quality, globalization, and e-business have helped define the modern corporation. At the same time, he's a gutsy boss who has forged a unique philosophy and an operating system that relies on a "boundaryless" sharing of ideas, an intense focus on people, and an informal, give-and-take style that makes bureaucracy the enemy.

JACK

In anecdotal detail and with self-effacing humor, Jack Welch gives us the people (most notably his Irish mother) who shaped his life and the big hits and the big misses that characterized his career.

Starting at GE in 1960 as an engineer earning $10,500, Jack learned the need for "getting out of the pile" when his first raise was the same as everyone else's. He stayed out of the corporate bureaucracy while running a $2 billion collection of GE businesses—in a sweater and blue jeans—out of a Hilton in Pittsfield, Massachusetts.

After avoiding GE's Fairfield, Connecticut headquarters for years, Jack was eventually summoned by then Chairman Reg Jones, who was planning his succession. There ensued one of the most painful parts of his career—Jack's dark-horse struggle, filled with political tension, to make it to the CEO's chair. A hug from Reg confirmed Jack was the new boss—and started the GE transformation.

Welch walks us through the "Neutron Jack" years, when GE's employment rolls fell by more than 100,000 as part of a strategy to "fix, sell, or close" each business—and how he used the purchase of RCA to provide a foundation for the company's future earnings. There were mistakes, too—and Jack confronts them openly. In "Too Full of Myself," he describes one of the biggest blunders: the purchase of Kidder Peabody, which ran counter to GE's culture.

The riveting story of his last year—the elaborate process of selecting a successor and the attempt to buy Honeywell—is also told in compelling detail. This book is laced with refreshing interludes, such as "A Short Reflection on Golf," that capture Jack's competitiveness and the importance of friendship in his life. Destined to become a business classic, Jack: Straight from the Gut is a deeply personal journey filled with passion and a sheer lust for life.

AUTHOR'S NOTE

PROLOGUE

SECTION I EARLY YEARS

1 Building Self-Confidence

2 Getting Out of the Pile

3 Blowing the Roof Off

4 Flying Below the Radar

5 Getting Closer to the Big Leagues

6 Swimming in a Bigger Pond

SECTION II BUILDING A PHILOSOPHY

7 Dealing with Reality and "Superficial Congeniality"

8 The Vision Thing

9 The Neutron Years

10 The RCA Deal

11 The People Factory

12 Remaking Crotonville to Remake GE

13 Boundaryless:Taking Ideas to the Bottom Line

14 Deep Dives

SECTION III UPS AND DOWNS

15 Too Full of Myself

16 GE Capital:The Growth Engine

17 Mixing NBC with Light Bulbs

18 When to Fight,When to Fold

SECTION IV GAME CHANGERS

19 Globalixation

20 Growing Services

21 Six Sigma and Beyond

22 E-Business

SECTION V LOOKING BACK,LOOKING FORWARD

23 "GO Home,Mr. Welch"

24 What This CEO Thing Is All About

25 A Short Reflection on Golf

26 "New Guy"

EPILOGUE

ACKNOWLEDGMENTS

APPENDIXES

INDEX

JACK WELCH has been with the General Electric Company since 1960. From 1981 to

2001,he was its Chairman and CEO. He retired in the fall of 2001.

JOHN A.BYRNE is a senior writer at Business Week magazine.

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区分要求我们把人分为A、B、C三类。

A类是指这样一些人：他们激情满怀，勇于任事、思想开阔、富有远见。他们不仅自身充满活力，而且有能力带动自己周围的人。他们能提高企业的生产效率，同时还使企业经营充满情趣。

他们拥有我们所说的“GE领导能力的四个E”：有很强的精力（energy）；能够激励（energize）别人实现共同的目标；有决断力（edge），能够对是与非的问题作出坚决的回答和处理；最后，能坚持不懈地进行实施（execute）并实现他们的承诺。

......

在我看来，四个E是与一个P（激情，Passion）相联系的。

正是这种激情，也许是比其他任何因素都更为重要的因素。是这种激情将A类员工与B类员工区别开来。B类员工是公司的主体，也是业务经营成败的关键。我们投入了大量的精力来提高B类员工的水平。我们希望他们每天都能思考一下他们为什么没有成为A类，经理的工作就是帮助他们进入A类。

C类员工是指那些不能胜任自己工作的人。他们更多地是打击别人，而不是激励；使目标落空，而不是使目标实现。你不能在他们身上浪费时间，尽管我们要花费资源把他们安置到其他地方去。

对于任何伟大的设想，你都必须不停督促，督促，督促，直到每一根针都动起来。

一个词或者一句话是不够的。我们必须用一套制度来支持它才能促使其发生。

经营体系运作的关键是要理解这是一个不断学习和督促的过程，这个体系要用来不断地产生和重复强调那些好的理念。

”崭新思考“：数一数二的强调同时也束缚了思维，限制了视野。

找一个更好的办法。

她，格蕾丝·韦尔奇

Grace Welch ，是我一生中对我影

响最大的人。她不但教会了我竞争

的价值，还教会了我胜利的喜悦和

在前进中接受失败的必要。

如果我拥有任何领导者的风

范，可以让大家发挥长处，我觉得

这都应该归功于母亲。忍耐而又有

进取心、热情而又慷慨是母亲的特

点。她非常擅长分析人的性格特

征。对于遇到的每一个人，她总是

有所评论。

我的很多管理理念

都可以从我母亲身上看到原型，譬

如下面这些原则：通过竞争去获得

成功；面对现实；利用欲擒故纵的

方式来激励别人；确定苛刻的目

标；严格地跟踪工作进展以保证任

务的顺利完成。她在我身上培养出

的洞察力从未消失过。母亲总是坚

持要面对现实。她的一句名言是：“

不要欺骗你自己。事实上它就是这

样。”

她总是警告我说：“如果你不学

习，你将什么都不是。绝对什么都

不是。学习没有任何捷径可言。不

要欺骗你自己！”

这些就是每天萦绕在我脑海里

的生硬而又坚定的忠告。每当我欺

骗自己一笔交易或一项业务上将要

出现的严重问题会奇迹般出现转机

时，母亲的话总能纠正我。

从我入学开始，母亲就告诉我

优秀的必要性。她知道怎样对我严

厉，同时也知道如何拥抱我，亲吻

我。她让我确信自己是被需要和被

爱的。 如果我带回家的成绩单上有

四个A和一个B，我的母亲就会问我

为什么得了个B。不过她最后总是

会以祝贺我得了A来结束话题，然

后给我一个热情的拥抱。

母亲总是不厌其烦地检查我是

否在做家庭作业，就好像我现在总

是要检查每天的工作一样。我还记

得小时候在楼上卧室写作业的时

候，老是听到母亲的声音从客厅里

传来：“作业做完了没有？如果没做

完，最好就别下来！”

也许母亲给我的最伟大的一件

礼物就是自信心。 这也是我试图在

和我共事过的每一位执行官身上寻

找...

“区别”使得门槛越来越高并提升了整个组织的层次。这是一个动态的过程，他们必须时时向别人表明：自己留在这个位置上的确是当之无愧。

A类员工：他们激情满怀，勇于任事，思想开阔，富有远见。他们不仅自身充满活力，而且有能力带动自己周围的人。他们拥有GE的4E领导能力：充沛的精力，能够激励别人实现共同的目标，有决断力，能够对是非问题做出坚决的回答和处理，最后，能坚持不懈地执行他们的承诺。

让一个人待在他不能成长和进步的环境里才是真正的野蛮行径或者’假慈悲‘。

我们的活力曲线之所以能有效能发挥作用，是因为我们花了10年的时间在我们的企业里建立起一种绩效文化。在这种绩效文化里，人们可以在任何层次上进行坦率的沟通和回馈。坦率和公开是这种文化的基石。

’群策群力‘是要自系统中去除不必要的工作。它真正的不同寻常之处在于我们坚持要求经理们对每一项意见都要当场作出决定。任何人都不能对这些意见或建议置之不理。

编辑推荐

"Jack is the Tiger Woods of management.All CEOs want to emulate him.They won't be able to,but they'll come coser if they listen carefully to what he has to say."

——WARREN BUFFETT,CHAIRMAN,BERKSHIRE HATHAWAY

"Jack Welch gave team leadership new meaning as he took an industrial giant and

turned it into an industrial colossus with a heart and a soul and a brain."

——MICHAEL D.EISNER,CHAIRMAN AND CEO,THE WALT DISNEY COMPANY

书籍介绍

Nearly 20 years ago, former General Electric CEO Reg Jones walked into Jack Welchs office and wrapped him in a bear hug. Congratulations, Mr. Chairman, said Reg. It was a defining moment for North American business. So begins the story of a self-made man and a self-described rebel who thrived in one of the most volatile and economically robust eras in U.S. history, while managing to maintain a unique leadership style. In what is the most anticipated book on business management for our time, Jack Welch surveys the landscape of his career running one of the worlds largest and most successful corporations. Known as North Americas #1 manager, Jack Welch is likely the worlds most studied CEO. Books written about him, like Get Better or Get Beaten!: 31 Leadership Secrets from GEs Jack Welch (McGraw Hill, 1999), The GE Fieldbook: Jack Welchs Plan for Corporate Revolution (McGraw Hill, 1999), and Business the Jack Welch Way (AMACOM, 1999), are big sellers. Jack, however, will be the first book to reveal this legendary CEOs strategies in his own words.