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Ruthless Execution: What Business Leaders Do When Their Companies Hit the Wall by Amir Hartman

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Chapter 3. The Competitor: Jack Welch’s Burning Platform

Back in the early 1980s, in his first few weeks in office as chairman and CEO of GE, Jack Welch understood what few around him did, that the company was in serious trouble, and that serious changes were needed. His diagnosis was not popular, even less so were his solutions.

Welch, of course, has been dissected and analyzed in a hundred different ways by business thinkers who have tried to explain his overwhelming success. In this chapter, the singular focus is on how Welch dealt with the fact that his company, in the early 1980s, was about to face a rude awakening.

Remember the main argument of this book: LEADERS WHO HAVE PULLED THEMSELVES THROUGH VARIOUS SETBACKS CLEARLY DEMONSTRATE CERTAIN ...

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