Nama : Riza Haditia Saputri

NIM : 1121002041
Leadership Practice of Jack Welch

1. How would you characterize Jack Welchs leadership style?

Answer:
Energy - Individuals with energy love to "go, go, go." These people possess
boundless energy and get up every day ready to attack the job at hand. High
energy people move at 95 miles-per-hour in a 55 mile-per-hour world.
Energizers - know how to spark others to perform. They outline a vision and get
people to carry it out. Energizers know how to get people excited about a cause or
a crusade. They are selfless in giving others the credit when things go right, but
quick to accept responsibility when things go awry.
Edge - Those with edge are competitive types. They know how to make the really
difficult decisions, such as hiring, firing and promoting, never allowing the
degree of difficulty to stand in their way.
Execute - The key to the entire model. Without measurable results, the other
"E's" are of little use. Executers recognize that activity and productivity are not
the same and are capable of converting energy and edge into action and results.
2. What made him so effective?
Answer:
The Jacks leadership is so effective. He had a many principles in his life, like:
a. He likes changes and he doesnt be afraid of it.
Welch insists that his managers, from senior level on down, "embrace change."
Everything is constantly changing, says Welch market conditions, the business
environment, consumer spending habits, advances in technology, new products,
competitors who may be gaining.
CEOs, the senior management team, middle and junior managers and individual
employees must be open to reinventing themselves, and everything they do. This is the
only way to keep up with all of the many factors constantly in flux which impact a
business, the way it operates and its bottom line.
b. He leads the company, not manages.
At one time, most senior managers performed only limited, although allimportant, functions they watched them, supervised and dictated orders to their
underlings. Isolated from their subordinates and employees, these top managers could

neither inspire them nor grant them permission to take initiatives not mandated from the
top down.
c. He Hired and developed managers who can energize, excite and control.
The ideal manager, according to Welch, is one who shares his vision, has
boundless energy, and possesses the ability to radiate enthusiasm and ignite that flame
in other employees. Along with those highly desirable skills, the best managers also
have the indispensable gift of creating, developing and refining a vision and putting it to
work in a practical way.
d. He focused, consistent and follow up on every detail.
Focus, consistency and follow-up may be described as Jack Welch's mantra. His
invariable focus on changing when necessary, open to new ideas, customer service,
quality, simplicity, the empowerment of managers and employees, and the quest
for competitive advantage are the hallmarks of Welch's great leadership. Following up
to make sure these values are pursued at every level all but assure in a very
unpredictable world, that a company has at least the potential to succeed.

3. Would you like to have worked for him?

Answer:
Yes, I would like to have worked with him. My reasons are:
a. He could make me understand GE vision by open wide communication and have
a good relationship among others.
b. He created a fun workplace, and open minded among workers so that my opinion
will be respected by others.
I would have a freedom to participate in improvement of vertical communication and
employee empowerment

Xerox: Capabilities Discovered but not Developed

1. What went wrong?

Answer:
In order to implement the new vision for Xerox to the world leader in developing the
architecture of information appropriate a new information technology era, CEO Peter
McColough invested in PARC (Palo Alto Research Center). The first achievement of
PARC is the major breakthrough in copier and computer technology in both hardware and
software. However, few of these discoveries, Xerox did not realize the opportunity to

develop their commercial products for non-experts due to the wrong direction from the
top management. Since that, most PARC scientists who worked for Xerox, left company
and join others company and gained a lot of Award personally. The new vision from
Xeroxs CEO set the company two major tasks needed to achieve. Unfortunately, the only
accomplished the first one, but the second which is to transform Xerox from a copier
company into an office system company. Obviously, Xerox was showing the world that
they are incapable of learning how to develop. Manufacture and market office systems
that customers actually needed or wanted. Investing much on discovery new technology,
developing these products to be marketable is what Xerox does not do well.
2. What are the lessons for companies which need to innovate?
Answer:
Regardless to the case of Xerox, other technological companies which need to be more
innovative, have to do R&D as much effective as they can, as follow:
- At the ideation stage, researchers should have an ability to gain insight into
customer needs and wants and an understanding of the potential relevance of
emerging technologies.
Then, at the product development stage, these scientists show their ability to
engage actively with customers to prove the validity of concepts and to assess
market potential and risks, and the ability to leverage existing product platforms
into new products.
At the commercialization stage, an ability to work with pilot users to roll out
products carefully but quickly, and to coordinate across the entire organization for
an effective launch.

3. What is the future for Xerox?

Answer:
Continuous innovation is compulsory requirement for Xerox in order to sustain their
competitive advantage. In further, the role of R&D should be encouraged and empowered
more because they a back born of firm. In addition, the better understand themselves and
external environment also the key to help them position themselves in the market and
have a good growth strategy for future.