Jack Welch

Change has no constituency and a perceived revolution has even less.

At the heart of this culture is an understanding that an organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive business advantage.

If you like business, you have to like GE. If you like ideas, you have to love GE. This is a place where ideas can flow freely from and through more than 20 separate businesses and more than 300,000 employees. Boundaryless behavior allows ideas to come from anywhere. We formalize our freewheeling style in a series of operating meetings that blend into one another.

I wanted to change the rules of engagement, asking for more from fewer. I was insisting that we had to have only the best people...If you wanted excellence, at a minimum, the ambience had to reflect excellence.

The best way to support dreams and stretch is to set apart small ideas with big potential, then give people positive role models and the resources to turn small projects into big businesses.

In GE every day, there's an informal, unspoken personnel review in the lunchroom, the hallways, and in every business meeting. That intense people focus testing everyone in a myriad of environments defines managing at GE. In the end, that's what GE is. We build great people, who then build great products and services.

In manufacturing, we try to stamp out variance. With people, variance is everything.

Six Sigma has forever changed GE. Everyone—from the Six Sigma zealots emerging from their Black Belt tours, to the engineers, the auditors, and the scientists, to the senior leadership that will take this Company into the new millennium—is a true believer in Six Sigma, the way this Company now works.

The best Six Sigma projects begin not inside the business but outside it, focused on answering the question—how can we make the customer more competitive? What is critical to the customer’s success?... One thing we have discovered with certainty is that anything we do that makes the customer more successful inevitably results in a financial return for us.

There are advantages to being the chairman. One of my favorite perks was picking out an issue and doing what I called a "deep dive." It's spotting a challenge where you think you can make a difference one that looks like it would be fun and then throwing the weight of your position behind it. Some might justifiably call it "meddling." I've often done this just about everywhere in the company.