56964915-GE-and-Jack-Welch

His idea was quite different and risky but he went

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Unformatted text preview: ment he was conducting. His idea was quite different and risky, but he went ahead and caused the explosion. The only reason he was kept at GE after that blunder was that his idea was apparently promising and was later tested in a controlled environment. Tichy and DeVanna s change process and Jack Welch: According to Tichy and DeVanna, Act 1 of the transformation process involves recognizing the need for change. Welch knew what he wanted to do even before he became CEO. His division was the most successful prior to his selection due to his maverick approach for innovation and product development. After becoming CEO, he also became the head change-agent. He identified a clear need for change and then went about formulating the change in General Electric. Act 2 requires creation of a vision. From bureaucratic citadel to an innovation skyscraper, GE was pushed to a greater level by Jack Welch and his followers. Act 3 is institutionalizing changes. Jack Welch was very successful in instilling innovation and change management in GE s culture. What were once his ideas became benchmarks and standards for everyone to follow. Overall, Jack Welch can be considered one of the more important change agents of the latter half of the 20th century. His ideas and goals were pivotal in making GE an international market leader and serious threat to the likes of DuPont and other giants. His innovative processes were adopted by hundreds of firms which included his competitors....
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This note was uploaded on 05/06/2012 for the course MANAGEMENT 712 taught by Professor Robin during the Winter '11 term at Rochester.

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