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Winning [Anglais] [Poche]

Jack Welch , Suzy Welch

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Description de l'ouvrage

6 février 2007
Jack Welch knows how to win. During his forty-yearcareer at General Electric, he led the company to year-after-year success around the globe, in multiple markets, against brutal competition. His honest, be-the-best style of management became the gold standard in business, with his relentless focus on people, teamwork, and profits.

Since Welch retired in 2001 as chairman and chief executive officer of GE, he has traveled the world, speaking to more than 250,000 people and answering their questions on dozens of wide-ranging topics.

Inspired by his audiences and their hunger for straight forward guidance, Welch has written both a philosophical and pragmatic book, which is destined to become the bible of business for generations to come. It clearly lays out the answers to the most difficult questions people face both on and off the job.

Welch s objective is to speak to people at every level of an organization, in companies large and small. His audience is everyone from line workers to MBAs, from project managers to senior executives. His goal is to help everyone who has a passion for success.

Welch begins Winning with an introductory section called Underneath It All, which describes his business philosophy. He explores the importance of values, candor, differentiation, and voice and dignity for all.

The core of Winning is devoted to the real stuff of work. This main part of the book is split into three sections. The first looks inside the company, from leadership to picking winners to making change happen. The second section looks outside, at the competition, with chapters on strategy, mergers, and Six Sigma, to name just three. The next section of the book is about managing your career-from finding the right job to achieving work-life balance.

Welch s optimistic, no excuses, get-it-done mind-set is riveting. Packed with personal anecdotes and written in Jack s distinctive no b.s. voice, Winning offers deep insights, original thinking, and solutions to nuts-and-bolts problems that will change the way people think about work.

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Descriptions du produit

Revue de presse

When you talk with Jack about management, his energy and passion fill the room. You get a similar experience with this book-the same qualities jump at you from every page. --Warren Buffett

A candid and comprehensive look at how to succeed in business-for everyone from college graduates to CEOs. --BILL GATES, chairman, Microsoft Corporation

Reading Jack Welch s plain-language, high-energy book Winning is like getting the playbook of the Super Bowl champions before the game. It's a big head start on how to master the corporate game from the entry level to the corporate suites. He is the master. --TOM BROKAW, former anchor and managing editor, NBC Nightly News

Biographie de l'auteur

Jack Welch was born in Salem, Massachusetts. He received his B.S. degree from the University of Massachusetts and his M.S. and Ph.D. in chemical engineering from the University of Illinois.
He began his career with the General Electric Company in 1960, and in 1981 became the company s eighth Chairman and CEO. During his tenure, GE's market capitalization increased by $400 billion, making it the world's most valuable corporation. In the last half of the 1990s, GE was also consistently voted the most admired company in the world by Fortune magazine, and the Financial Times named him one of the three most admired business leaders in the world today. Upon retiring from GE in 2001, Mr. Welch published his autobiography Jack: Straight from the Gut, an international bestseller. Mr. Welch is currently the head of Jack Welch, LLC, where he serves as a consultant to a small group of Fortune 500 business CEOs and speaks to businesspeople and students around the world. He is an advisor to the New York City Leadership Academy for principals of New York City Schools.

Suzy Welch is the former editor of the Harvard Business Review. She attended Harvard University and Harvard Business School, where she graduated as a Baker Scholar. Her professional experience includes several years at Bain & Company, the management consulting firm, where she focused on manufacturing clients. She is best known as a writer and editor of numerous books and articles about leadership, change and human resource management.

The Welch s live in Boston, MA.

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After I finished my autobiography - a fun but crazily intense grind that I wedged into the corners of my real job at the time - I swore I'd never write another book again. Lire la première page
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Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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329 internautes sur 360 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 A slightly more insightful Jack Welch shares wisdom 7 avril 2005
Par Michael Erisman - Publié sur
There are two ways to look at this book and at Jack's management philosophies. One can focus on Jack Welch the person, or Jack Welch the business leader. For those who choose to focus on Jack Welch as a person and how he lived his personal life, then I suggest he is not the man to follow. However, if you want some simple, powerful and proven management practices, then he is arguably one of the best ever.

I continue to be amazed at the simple clarity of his message: empower others, ask questions, tap into the potential of all of your associates, choose integrity and candor over charts, graphs, and politics, and spend more time in action instead of planning and posturing budgets. I cannot read his words, or hear him speak without feeling again as I did as a member of his team at GE. Without fail, I was inspired and honored to be at a company which really believed that bureaucracy was to be avoided, and those who could look at reality without the politics and act accordingly were highly regarded. The one aspect I did not count on was that after leaving GE due to geographical and travel demands, those simple truths which engage and inspire people to reach stretch goals would be so rare. In fact the most basic aspects of candor and open honest dialog about the business are punished in some organizations.

The book itself is written in a conversational tone. It is easy to read, and feels as though you are in a dialog with him over a cup of coffee. Several key themes emerge which may be surprising to others who know him by reputation only.

One, Jack holds no malice and actually celebrates those whose careers involved leaving GE for roles elsewhere. This is a rather unique view, as many organizations have a misguided loyalty requirement that actually stifles the very performance potential they seek. Second, Jack seems to be more reflective of how he missed the boat on the whole work/life balance concept. Third, his willingness to openly admit mistakes is refreshing and contrary to his criticisms by others of his ego.

I found the sections on developing people, and setting business strategy to be most helpful. He understands, where few others do, that huge PowerPoint decks and consultants will not meet the need of your clients, nor will the usual political tactics help your business move forward.

I recommend this book highly, it is much more real than anything he has written before, and his passion and energy jump off every page.
136 internautes sur 152 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 this time Welch nails it 7 avril 2005
Par hospitaltony - Publié sur
It appears that (after a couple of misfires) Jack Welch has finally written a book to match his legend. It probably also helps that his new wife Suzy (and co-author), a former editor at HBR, knows a thing or two about writing. No matter what you think of either Welch, this book is worth the price of admission.

Put "Winning" on the top shelf next to "Good to Great" and "Built to Last." In fact, Welch's "Winning" is the perfect complement to Collins' two-some. Collins' work is dramatically research-based, Welch's is utterly life-based. In particular, I enjoyed his 8 leadership principles that balance soft skills (communicating vision, building trust, motivating others) and character attributes (making the tough call, being positive, being nurturing to the core). I also enjoyed how Welch answers his critics on the infamous 20-70-10 rule and his hiring frameworks.

One strength of "Winning" is in the breadth of topics covered - both in the realm of organizational leadership as well as career development. Lots of books do one well, but Welch manages to excel in both without being superficial or glossying-over (though most other books aren't 350+ pages!).

Make no mistake about it - the ideas presented are not new. For example, two of Welch's leadership principles: "exude positive energy" and "push and probe with a curiousity that borders on skepticism" sound a lot like Collin's "confront the brutal facts, yet never lose faith" principle. But it's Welch's down-to-earth writing style that helps you understand these timeless principles in a fresh way. As you're reading, you can almost picture him speaking the words in some business school auditorium or some Fortune 100 management retreat. The words are deceptively simplistic, but it's Welch's wisdom at its best - boiled down to the very essence from four decades of rough-and-tumble managerial experience.

If you're still unsure, I found this excerpt in Newsweek (google "jack welch newsweek excerpt 2005") to be helpful and informative.
26 internautes sur 29 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 Excellent Book on How to Run a Successful Company 11 août 2005
Par David Dutch - Publié sur
Winning by Jack Welch is a must read for anyone who wants to succeed in business. The book is informative and readable, and offers specific actions I can take to win in the marketplace.

The parts of the book which I found interesting were creating a company's mission statement, documenting its values and coming up with a strategy. I also found Jack Welch's explanation of the value of candor convincing, and his discussion of work-life balance provocative.

His comments on differentiation (using Six Sigma to rank employees), and on the value of the business press were instructive.

Mission Statement
In Winning, Jack Welch writes that a mission statement must answer the question, "How do we intend to win in this business?" Otherwise, he suggests that a mission statement can turn into "a set of generic platitudes that do nothing but leave employees directionless or cynical," such as "XYZ Company values quality and service" or "Such-and-Such Company is customer driven."

Using GE as an example, Jack describes an effective mission statement: "To be the most competitive enterprise in the world by being No. 1 or No. 2 in every market - fixing, selling, or closing every underperforming business that couldn't get there."

To me, this mission statement and the way he describes creating it makes sense.

Related to the mission statement are values, specific and concrete behaviors which give employees a roadmap to follow to achieve the mission statement.

Using Bank One as an example, Jack Welch describes values that are explained well.
"Never let profit center conflicts get in the way of doing what is right for the customer."
"Always look for ways to make it easier to do business with us."
"Give customers a good, fair deal. Great customer relationships take time. Do not try to maximize short-term profits at the expense of building those enduring relationships."

In my opinion, Jack Welch does a good job describing how a company should create and document its values.

Moving on to strategy, I also felt Jack described an effective way to develop a company's strategy. He describes 5 areas in which to focus when developing a strategy (in his book, he drills down into detail under each focus area):
What the Playing Field Looks Like Now
What the Competition Has Been Up To
What We've Been Up To
What's Around the Corner
What's Our Winning Move

The way he describes creating a strategy makes sense to me.

Jack also makes a compelling case on the value of candor - frank, open and direct talk - in business. In his experience, candor generates more ideas, speeds decision making and cuts costs.

In my opinion, what Jack Welch fails to address is the difference between candor and being a non-team player. If I disagree with my boss, am I being candid or a non-team player?

Relatedly, Jack also fails to address how to be candid. If I criticize my boss, perhaps I am being candid but I may make her defensive, causing her to feel she has to be candid and criticize me back. This can quickly turn into a slugfest with no winners.

These issues aside, I was helped and reminded of the importance of candor by Jack Welch's discussion of this topic.

Work-Life Balance
Jack Welch spends chapter writing about work-life balance, perhaps trying to show that he has a soft side.

However, he makes so many harsh statements on this topic that I find it hard to believe that he values work-life balance. For instance, he writes, "Your boss's top priority is competitiveness. Of course, he wants you to be happy, but only inasmuch as it helps the company win."

He also writes that "the Korean grocer who just opened his shop in New York doesn't worry about whether he has time to get to the gym" and "99 per cent of the entrepreneurs in China's huge emerging competitive workforce don't wring their hands about working late at night."

He also showcases a woman named Susan whom he quotes as saying, "When I went to Japan and China, my daughter was about seven - old enough to lay a real guilt trip on me. I cried my eyes out all the way over. But I had made a conscious decision about work-life balance, and part of that decision was to travel for my career."

Susan goes on to say, "I knew I'd always have flexibility in my job when I needed it. I had earned it with commitment and performance over the years."

What I concluded from reading this chapter on work-life balance is that Jack Welch believes in work-life balance provided I have earned the right to work-life balance by superlative performance beforehand which came from working late, traveling on demand, and so on.

Thus, work-life balance is something I can earn after working for a number of years with no work-life balance.

Differentiation and Introversion
Differentiation is the topic which Jack Welch is perhaps best known for, dividing employees into the top 20% performers, middle 70%, and bottom 10%, who are let go.

What I found interesting was his almost tangential comment in discussing this topic that "the world generally favors people who are energetic and extroverted.... in business, energetic and extroverted people generally do better."

Having been in business for many years, it is obvious to me that introverts do worse in business. But this observation flies in the face of the interpretation of the Myers-Briggs test, where introverts are told that they are no worse off, "just different." In business, introverts are a lot worse off, and I am glad that Jack Welch followed his own advice on candor and stated the obvious.

Mentors and the Business Media
Jack lists many mentors in his career, from "the executive education teacher" who helped him learn to speak publicly when he was 26, to the PR woman who taught him the Internet at age 60.

A mentor which surprisingly he puts on par with the others is the business media. According to Jack, he "learned mountains about business just by reading every financial newspaper and magazine" he could get his hands on.

He goes on to say that he believes that "the business media is such a good teacher..." and that he is amazed when he meets "a young person who doesn't just consume it. Don't let that happen, this mentor is right there for the taking."

I am glad I read Winning by Jack Welch. I got useful information out of it on how to succeed or win in business. I value Jack Welch's insights about mission, values and strategy. His comments about candor are a good reminder of the importance of frankness in business. He writes that work-life balance is available but only if I earn it through good performance.

He believes that extroverts are more successful in business and he places the value he gets out of business media on par with his other mentors.
71 internautes sur 87 ont trouvé ce commentaire utile 
3.0 étoiles sur 5 A lot of effort by the reader for a few insights. 15 avril 2005
Par M. Strong - Publié sur
Any time you pick up a book with a title like "Winning" you should know you are getting yourself into an exercise in self-congratulation. Glib titles like Welch's previous "Jack: Straight from the Gut" are quickly becoming the hallmark of Welch's books. For some reason I gave this one a chance, hoping it would be better than the aforementioned "Jack." No such luck.

Welch is an extremely talented leader and businessman, but only a few nuggets of his wisdom fall out of this doorstop of a book. The rest really comes across as Jack writing for Jack and his new wife (For whom he dumped his old wife after praising her effusively in the aforementioned "Jack").

There are far better books out there on managment and business. Try "Good to Great;" it's a whole different format, but you'll get a lot more ideas on making yourself and your company better.
9 internautes sur 9 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Winning is far better than losing 12 janvier 2006
Par Daniel Rutkowski - Publié sur
"Far better it is to dare mighty things, to win glorious triumphs even though checkered by failure, than to rank with those poor spirits who neither enjoy nor suffer much because they live in the gray twilight that knows neither victory nor defeat." Theodore Roosevelt (1858-1919), 26th US president, spoke these words well in advance of the challenges of the 21st Century. Certainly, the thinking man or woman of today is still possessed of the same kind of not only move into action but to win in the process. Given the choice, who doesn't want to win? Against this backdrop there should be more than a passing interest in the latest book by Jack Welch simply titled "Winning."

Welch's new book is more than just a successful business leader's writing on the subject; it's a clear and concise, easy-to-read blueprint to success. The reader will understand that the retired CEO of General Electric feels a sense of urgency to put some astute business lessons in the hands of those who can benefit most from them -- the executive, the intern and everyone in between. If the principles that Welch puts forth in his simple and direct manner are embraced, the reader will become a better leader or follower or both. Leadership, after all, is nothing without good followership.

Winners don't just appear at the top; they climb, crawl and/or improve their way to the top. That's the vision that Jack Welch instilled at GE when he demanded that each of their businesses had to be the number one or two business in their market or be culled. And they were!

In his book, Welch writes a great deal about how human capital contributes immensely to business success. Just a few of the take-aways are the "4-E and 1-P concept" (a person should have Energy that's positive, the ability to Energize others, the Edge or courage to make tough decisions, Execution to get the job done and Passion "juice for life in <his/her> veins"), "differentiation" (the 20-70-10 concept that lets people know where they stand) and he proposes the most important question to ask of an interviewee (read the book to find the answer).

There are no shortcuts in life to replace hard earned experience. but here's an opportunity to invite Jack Welch in for a fireside chat and gain some valuable business perspective for the cost of the book and the time it takes to read it.
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