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
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....
View Full Document
- Winter '11
- Jack Welch