He set up a priority of getting GE to occupy the #1 or #2 spot. Hence, he worked on massive changes to be implemented.
Firstly, he sold almost 200 businesses of GE. He disposed off, the non-working, plagued businesses and acquired 370 acquisitions. He made the staffing 'lean and agile'. He also scrapped the strategic planning system and made it much simpler and focused. Besides this, he also took down massive downsizing, by removing employees who did not play an important role or contribution. He thus, retained only those employees who added value to the company. He also deleted the eight-level hierarchal system, reducing it to just half of it.
2. What is Welch's objective in the series of initiatives he launches in the late 1980's and early 1990s What is he trying to achieve in the round of changes he put in motion in that period Is there a logic or rationale supporting the change process
Welsh clearly defined his objectives in the second phase of changes initiated. All the changes and activities he undertook had the underlying goal of creating a specific workplace culture. His intention was to create a culture that would be reflective of the company's brand image. More than this, the culture would give every employee the freedom to voice his opinion. His aim was to motivate a close-knit culture, where everyone could interact and work in cooperation and coordination for the best interest of the company.
He also steered clear of the unnecessary bureaucratic pressure, in order to bring about a more focused work approach. He aimed at a decentralized method of work, with the building of small teams. However, he also believed in accountability. Welsh also took up the aspect of building a global business, as against a global company, in the wake of globalisation. This he did by strengthening and base and then moving across .
Strenthening the quality of leadership in the organization was important, since teams had to function properly, for a collective overall work procedure. Every team was the micro unit of the whole macro company. In addition to this, a boundaryless functioning across the globe, with a collective and unified work culture was his vision.
Hence, evidently, Welsh's strategies were aimed at changing with the changing times, especially in the wake of globalisation, without compromising on the company's culture and policies.
3. How does such a large, complex diversified conglomerate, defy the critics and continue to grow so profitably Have Welch's various initiatives added value If so, how
GE has been a surprise spinner for many an on-looker. The critics continue to be surprised by its progress and innovation. Welsh's initiatives have always been towards