Nama: Riza Haditia SaputriNIM: 1121002041Leadership Practice of
Jack Welch
1. How would you characterize Jack Welchs leadership
style?Answer: Energy- Individuals with energy love to "go, go, go."
These people possess boundless energy and get up every day ready to
attack the job at hand. High energy people move at 95
miles-per-hour in a 55 mile-per-hour world. Energizers- know how to
spark others to perform. They outline a vision and get people to
carry it out. Energizers know how to get people excited about a
cause or a crusade. They are selfless in giving others the credit
when things go right, but quick to accept responsibility when
things go awry. Edge- Those with edge are competitive types. They
know how to make the really difficult decisions, such as hiring,
firing and promoting, never allowing the degree of difficulty to
stand in their way. Execute- The key to the entire model. Without
measurable results, the other "E's" are of little use. Executers
recognize that activity and productivity are not the same and are
capable of converting energy and edge into action and results.
2. What made him so effective?Answer:The Jacks leadership is so
effective. He had a many principles in his life, like:a. He likes
changes and he doesnt be afraid of it.Welch insists that his
managers, from senior level on down, "embrace change." Everything
is constantly changing, says Welch market conditions, the business
environment, consumer spendinghabits, advances in technology, new
products, competitors who may be gaining.CEOs, the senior
management team, middle and junior managers and individual
employees must be open to reinventing themselves, and everything
they do. This is the only way to keep up with all of the many
factors constantly in flux which impact a business, the way it
operates and itsbottom line.b. He leads the company, not manages.At
one time, most senior managers performed only limited, although
all-important, functions they watched them, supervised and dictated
orders to their underlings. Isolated from their subordinates and
employees, these top managers could neither inspire them nor grant
them permission to take initiatives not mandated from the top
down.c. He Hired and developed managers who can energize, excite
and control.The ideal manager, according to Welch, is one who
shares his vision, has boundless energy, and possesses the ability
to radiate enthusiasm and ignite that flame in other employees.
Along with those highly desirable skills, the best managers also
have the indispensable gift of creating, developing and refining a
vision and putting it to work in a practical way.d. He focused,
consistent and follow up on every detail.Focus, consistency and
follow-up may be described as Jack Welch's mantra. His invariable
focus on changing when necessary, open to new ideas, customer
service, quality, simplicity, the empowerment of managers and
employees, and the quest forcompetitive advantageare the hallmarks
of Welch's great leadership. Following up to make sure these values
are pursued at every level all but assure in a very unpredictable
world, that a company has at least the potential to succeed.
3. Would you like to have worked for him?Answer:Yes, I would
like to have worked with him. My reasons are:a. He could make me
understand GE vision by open wide communication and have a good
relationship among others.b. He created a fun workplace, and open
minded among workers so that my opinion will be respected by
others.I would have a freedom to participate in improvement of
vertical communication and employee empowerment
Xerox: Capabilities Discovered but not Developed
1. What went wrong?Answer:In order to implement the new vision
for Xerox to the world leader in developing the architecture of
information appropriate a new information technology era, CEO Peter
McColough invested in PARC (Palo Alto Research Center). The first
achievement of PARC is the major breakthrough in copier and
computer technology in both hardware and software. However, few of
these discoveries, Xerox did not realize the opportunity to develop
their commercial products for non-experts due to the wrong
direction from the top management. Since that, most PARC scientists
who worked for Xerox, left company and join others company and
gained a lot of Award personally. The new vision from Xeroxs CEO
set the company two major tasks needed to achieve. Unfortunately,
the only accomplished the first one, but the second which is to
transform Xerox from a copier company into an office system
company. Obviously, Xerox was showing the world that they are
incapable of learning how to develop. Manufacture and market office
systems that customers actually needed or wanted. Investing much on
discovery new technology, developing these products to be
marketable is what Xerox does not do well.
2. What are the lessons for companies which need to
innovate?Answer:Regardless to the case of Xerox, other
technological companies which need to be more innovative, have to
do R&D as much effective as they can, as follow:- At the
ideation stage, researchers should have an ability to gain insight
into customer needs and wants and an understanding of the potential
relevance of emerging technologies.Then, at the product development
stage, these scientists show their ability to engage actively with
customers to prove the validity of concepts and to assess market
potential and risks, and the ability to leverage existing product
platforms into new products.At the commercialization stage, an
ability to work with pilot users to roll out products carefully but
quickly, and to coordinate across the entire organization for an
effective launch.
3. What is the future for Xerox?Answer:Continuous innovation is
compulsory requirement for Xerox in order to sustain their
competitive advantage. In further, the role of R&D should be
encouraged and empowered more because they a back born of firm. In
addition, the better understand themselves and external environment
also the key to help them position themselves in the market and
have a good growth strategy for future.
