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Abstract
This is an enhanced edition of HBR article 89513, originally published in September/October 1989. HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. John F. Welch, Jr. believes that GE must operate with the flexibility and agility of a small company. In this interview he explains how he is building a revitalized "human engine" to match GE''s "business engine." Welch champions a companywide drive to eliminate unproductive work and energize employees and leads a transformation of attitudes at all levels. The centerpiece of this process is "Work-Out"--an intense multiyear program through which representatives of GE''s 14 businesses meet regularly to identify sources of frustration and inefficiency and to overhaul evaluation and reward systems.
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Abstract
This is an enhanced edition of HBR article 89513, originally published in September/October 1989. HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. John F. Welch, Jr. believes that GE must operate with the flexibility and agility of a small company. In this interview he explains how he is building a revitalized "human engine" to match GE''s "business engine." Welch champions a companywide drive to eliminate unproductive work and energize employees and leads a transformation of attitudes at all levels. The centerpiece of this process is "Work-Out"--an intense multiyear program through which representatives of GE''s 14 businesses meet regularly to identify sources of frustration and inefficiency and to overhaul evaluation and reward systems.