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    Case Study - Best Solution

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    Michael Leiba
    Jack Welch implemented major restructuring at GE which was challenging due to lack of employee support. The restructuring had positive financial outcomes but negatively impacted human relations. After restructuring, Welch had difficulty motivating managers. He implemented the Six Sigma quality initiative which focused on efficiency and employee satisfaction. Six Sigma was very successful and prepared GE for continued success under new leadership. Welch should have gained more employee input and been more transparent during restructuring to maintain trust and engagement.

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    Case Study - Best Solution

    Uploaded by

    Michael Leiba
    220 views4 pages
    Jack Welch implemented major restructuring at GE which was challenging due to lack of employee support. The restructuring had positive financial outcomes but negatively impacted human relations. After restructuring, Welch had difficulty motivating managers. He implemented the Six Sigma quality initiative which focused on efficiency and employee satisfaction. Six Sigma was very successful and prepared GE for continued success under new leadership. Welch should have gained more employee input and been more transparent during restructuring to maintain trust and engagement.

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    GE Two Decade Transformation

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    Jack Welch implemented major restructuring at GE which was challenging due to lack of employee support. The restructuring had positive financial outcomes but negatively impacted human relations. After restructuring, Welch had difficulty motivating managers. He implemented the Six Sigma quality initiative which focused on efficiency and employee satisfaction. Six Sigma was very successful and prepared GE for continued success under new leadership. Welch should have gained more employee input and been more transparent during restructuring to maintain trust and engagement.

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    220 views4 pages

    Case Study - Best Solution

    Uploaded by

    Michael Leiba
    Jack Welch implemented major restructuring at GE which was challenging due to lack of employee support. The restructuring had positive financial outcomes but negatively impacted human relations. After restructuring, Welch had difficulty motivating managers. He implemented the Six Sigma quality initiative which focused on efficiency and employee satisfaction. Six Sigma was very successful and prepared GE for continued success under new leadership. Welch should have gained more employee input and been more transparent during restructuring to maintain trust and engagement.

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    Running head: BUS463 CASE STUDY 1

    GE’s Two-Decade Transformation Case Study

    Michael A. Leiba

    California Baptist University


    BUS463 CASE STUDY 2

    Implementation of Best Solution

    Jack Welch did an amazing job overall as CEO of General Electric and was forced to make

    plenty of tough decisions for the betterment of the company. One of the most notorious of decisions

    was the restructuring of the organization because it proved to be challenging for a few reasons but

    primarily because a lot of people were receptive to change and the lack of support he faced while

    implementing this change made it that much more difficult. The best solution to this core problem

    would have been more involvement, better clarification of expectations, and lastly more

    transparency when it came down to the rationale behind the decision. In an article Fair Process:

    Managing in the Knowledge Economy by W. Chan Kim and Renee Mauborgne they stress the

    importance of gaining and maintaining the employees trust in the company and more importantly

    those that they work for. The article also goes on to speak about three main focal points in which

    fair process is centered around: Engagement, Explanation, and Expectancy. Although the outcome,

    from a financial and managerial standpoint, turned out just as he had hoped; it also resulted in a

    not so favorable outcome from a human relations standpoint. Employees felt mistreated,

    undervalued, and worst of all… disengaged because of the lack of communication from upper

    management. I believe if Welch had made an attempt at Fair Process through employee

    engagement, explanation, and expectancy then the outcome would have been slightly different. If

    Welch openly communicated future plans and his expectations clearly and opened the floor for

    feedback, then employees would have had a chance to give input and possibly overcome obstacles

    in which Welch might have missed; then they would have felt a little more at ease with the decision

    that had been made simply because they were at least given an opportunity.
    BUS463 CASE STUDY 3

    After the restructuring of General Electric had been completed, Welch found it increasingly

    difficult to keep their managers motivated, goal driven, efficient, etc. The best possible solution to

    the secondary problem is exactly what Welch had done, implemented the Six Sigma initiative. He

    knew that he needed to do something to get the company back on the up and up after all the layoffs

    and he did just that by implementing one of his final initiatives which focused on efficiency and

    employee satisfaction. In an article What Great Managers Do by Marcus Buckingham he shares

    what differentiates good managers from great managers and a few key differences is that great

    managers play to their employee’s strengths, tailors learning styles for increased efficiency and

    understanding. Implementing the Six Sigma quality program was arguably the most influential

    initiative that Welch had done at his time at General Electric. Not only was he able to move the

    company in the direction he had envisioned, he successfully redefined employee efficiency and

    most importantly, prepared

    something great for his

    successor. He practiced all

    the key tactics Buckingham

    spoke about in his article

    and the results of the

    initiative speak for

    themselves, see Costs &

    Benefits of General

    Electric’s Six Sigma

    program results above from GE’s 1998 Annual Report.


    BUS463 CASE STUDY 4

    References
    HBR's 10 Must Reads: On Managing People. (2011). In M. Buckingham, What Great Managers Do (pp.
    91-110). Boston: Harvard Business Review Press.

    HBR's 10 Must Reads: On Managing People. (2011). In C. Kim, & R. Mauborgne, Fair Process: Managing
    in the Knowledge Economy (pp. 111-132). Boston: Harvard Business Review Press.

    General Electric Annual Report, 1998

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