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Abstract
This is an enhanced edition of HBR article 98301, originally published in May/June 1998. 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 98301, originally published in May/June 1998. 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.