The GE Work-Out: How to Implement GE's Revolutionary Method for Busting Bureaucracy & Attacking Organizational ProbleFamous "Work-Out" change-management tool explained by the people who helped develop it. GE's legendary Work-Out program played a key role in the company's phenomenal success over the past decade and has been implemented in many other organizations. Now three executives and consultants who developed the original Work-Out approach at GEoften working directly with CEO Jack Welchdiscuss the inner workings of Work-Out and their experiences at successfully implementing the program at GE. Filled with effective assessment and decisionmaking tools, The GE Work-Out provides concrete and realistic guidance for anyone who wants to implement Work-Out and break down bureaucracy and hierarchy within an organization. |
Contents
| 1 | |
| 3 | |
The Underlying Principles | 23 |
CHAPTER III Is Your Organization Ready for WorkOut? | 47 |
CHAPTER IV How to Lead a Fast Simple WorkOut When Youve Never Done It Before | 63 |
Implementing the FullFeatured Version | 81 |
CHAPTER V A WorkOut Road Map | 83 |
CHAPTER VI Planning a WorkOut | 103 |
PART III WorkOuts LongTerm Payoff | 219 |
CHAPTER XI Using WorkOut to Create GEStyle Organizational Leaders | 221 |
CHAPTER XII Embedding the Process in Your Organization | 243 |
CHAPTER XIII WorkOut as Culture Change | 263 |
CHAPTER XIV Making WorkOut Work for You | 283 |
The WorkOut Leaders Tool Kit | 295 |
A WorkOut Simulation Exercise The United Bank of London1 | 299 |
WorkOutThe Foundations of a Cultural Revolution | 305 |
CHAPTER VII Conducting a WorkOut | 125 |
CHAPTER VIII Implementing Work Out Recommendations | 165 |
CHAPTER IX Customizing WorkOut for Your Organization | 189 |
CHAPTER X WorkOut at Work How Zurich Financial Services UK Used WorkOut to Transform the Company | 211 |
End Notes | 313 |
Index | 317 |
Other editions - View all
The GE Work-Out: How to Implement GE's Revolutionary Method for Busting ... Steve Kerr,David Ulrich,Ron Ashkenas No preview available - 2002 |
Common terms and phrases
achieve action activities agenda approved asked become begin behaviors brand build bureaucracy challenge champion Chapter clear commitment communication consultant continue costs create culture customers decisions develop dialogue discussion early effort employees event example experience external facilitators Figure firm focus focused functions GE Capital give goal ideas identify implementation important improve initial internal involved issues lead leaders leadership levels managers means months move opportunity organization organizational owners participants performance person possible practice presentation problems progress questions quickly recommendations reduce reports responsibility roles senior share specific Sponsor staff started steps success sure talk things tions Town Meeting units Welch Work-Out session
Popular passages
Page 233 - GE Leaders ... Always with Unyielding Integrity: Have a Passion for Excellence and Hate Bureaucracy Are Open to Ideas from Anywhere .... and Committed to Work-Out Live Quality ... and Drive Cost and Speed for Competitive Advantage Have the Self-Confidence to Involve Everyone and Behave in a Boundaryless Fashion...
Page 233 - Quality . . . and Drive Cost and Speed for Competitive Advantage * Have the Self-Confidence to Involve Everyone and Behave in a Boundaryless Fashion * Create a Clear, Simple, Reality-Based Vision . . . and Communicate It to All Constituencies » Have Enormous Energy and the Ability to Energize Others » Stretch ... Set Aggressive Goals . . . Reward Progress . . . Yet Understand Accountability and Commitment » See Change as Opportunity . . . Not Threat » Have Global Brains . . . and Build Diverse...
Page 234 - So we denned our management styles, or "types," and how they furthered or blocked our values. And then we acted. Type I not only delivers on performance commitments, but believes in and furthers GE's smallcompany values. The trajectory of this group is "onward and upward," and the men and women who comprise it will represent the core of our senior leadership into the next century. Type II does not meet commitments, nor share our values — nor last long at GE. Type III believes in the values but...
Page 276 - ... had another huge advantage that accelerated our quality effort: we had a Company that was open to change, hungry to learn and anxious to move quickly on a good idea. After a decade of Work-Out, most of the old bureaucracy and the boundaries among us have been demolished. (We are, however, aware that bureaucracy is the Dracula of institutional behavior, and will rise again and again, requiring everyone in the organization to reflexively pound stakes through its reappearances.) But at GE today...
Page 27 - Work-Out, saying it'd die if they started to measure and track the results it was producing. Instead, he'd know in his gut when it was working and when it was not.
Page 19 - The most important goal at your first meeting is to give people a chance to get to know each other — and to identify common problems a resident council might be able to tackle.
Page x - GE does have that most organizations lack is a deeply engrained and internalized process for addressing and solving its problems — quickly, simply, and with the involvement of people who will ultimately carry out the decision.
References to this book
Continuous Learning in Organizations: Individual, Group, and Organizational ... Valerie I. Sessa,Manuel London No preview available - 2006 |