Apparently, shareholders were gradually shaking at the long indecisive span as GE struggled with assessing each character in the company yet no one seemed to fit in the criterion patterned after that of the former CEO.
To highlight some of the achievements in his regime, downsizing a number of corporate layers and strategizing to have most of GE’s conventional units of business sold to acquisition by other huge firms had been momentous to a point Welch got the ‘neutron Jack’ moniker tagged with. However, since the massive layoffs were backed up with assistance that responded to the affected employees in the venture to seek new jobs, the company’s move to support the latter with appropriate training granted aid to improve their marketability and reputation as if to render other employers incapable of perceiving the aftermath. As a result, respect and trust of the GE staff had returned especially as the CEO’s pursuit of such vision to build people, beyond being typical workers, went on for another decade allowing the organization to exhibit optimum performance driven by shared values (GE’s Two-Decade).
Signified with this notable event was his implementation of the Six Sigma in which Jack Welch made use of fear to coerce his managers to be motivated to accept his ideas in exchange of being granted rewards through stock options. At depth, Jack Welch invested on establishing the Crotonville Management Development Facility where he handled GE managerial training courses on a bi-monthly basis, designed to equip future leaders with the pertinent knowledge and skills to form the right character in fulfilling future endeavors (GE’s Two-Decade).
Further attempts materialized the “Work Out” program which sought constant efforts from each employee to enhance the rate of company’s growth. Though Welch did not display much potential at this aspect