Jack Welch 英文简介
GE公司多元化战略
金融服务业对通用电气多元化战略实施 的作用
1.利润的主要增长点 通用电气四分之三的利润都来自服务业， 其中大约40%的利润来自于金融服务集团。 通用电气的金融服务体系已经不仅仅局限 于产品，而是深入到对方的运营体系中， 帮助对方分析和解决实际问题，并且拓展 自己的服务空间，开发更为广阔和长远的 盈利空间。
从韦尔奇的这段关于其如何做决策的 自述中完全可以印证出通用电气的多 元化战略涉及面之广——达13个业 务集团，遍布100多个国家。通用电 气在其熟悉的基础的具有核心竞争力 的行业开展着多元化经营的战略。而 在一些运用资本运作的方式并购投资 行业里，通用电气实施的是多元化投 资的战略。
同时，通用电气将其现有的 竞争优势超脱地延伸到其他 的投资产业和产品，极大程 度地运用公司的有限资源使 其合理配置，有机组合，灵 活运用，相互补充，淋漓尽 致地发挥出其核心竞争力， 通过通用电气的金融服务集 团作为中介，使得通用电气 的多元化战略取得如此巨大 的成功。
管理多元化经营的方式
当杰克· 韦尔奇（Jack Welch）在1981年成 为通用电气公司的首席执行官时，他采用的 公司战略主要是重构公司的多元化业务组合。 在早期，他为通用电气公司各业务单元的经 理们提出了一个挑战，即要成为他们各自行 业中的第一或第二。如果做不到，这个业务 单元就必须获得一种确定的技术优势，并将 之转化成竞争优势，或者面临被剥离的命运。
通用电气多元化战略对中国企 业的启示
ห้องสมุดไป่ตู้
大企业要实现可持续发展就必然走多元化 经营，这一观点在欧美日等国企业已经得 到基本证明。中国的大多数企业都是以多 元化经营方式为主进行多元化战略的实施。 不少企业往往希望通过多元化来扩展经营 空间,建立一个新的利润增长点,但却容易 忽略这样一个事实，即不少多元化都以失 败而告终，这是什么原因导致的呢？
十大名人英文演讲
1. Steve Jobs史蒂芬·乔布斯CEO of Apple Computers 苹果电脑CEO Stanford University 斯坦福大学June 12, 20052005年6月12日Remembering that you are going to die is the best way I know to avoid the trap of thinking you have s omething to lose. You are already naked. There is no reason not to follow your heart. Your time is limited, so don't waste it living someone else's life. Don't be trapped by dogma —which is living with the results of other people's thinking. Don't let t he noise of others' opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary。
记着你总会死去，这是我知道的防止患得患失的最佳办法。
赤条条来去无牵挂，还有什么理由不随你的心？！你的时间是有限的，因此不要把时间浪费在过别人的生活上。
不要被教条所困——使自己的生活受限于他人的思想成果。
不要让他人的意见淹没了你自己内心的声音。
Jack welch杰克韦尔奇
Thank you for listening!
中国.中学政治教学网崇尚互联共享
中国.中学政治教学网崇尚互联共享
Tenure as CEO of GE
During the early 1980s he was dubbed “Neutron Jack” (in reference to the neutron bomb) for eliminating(踢出) employees while leaving buildings intact(完好无缺的). In Jack: Straight From The Gut, Welch states that GE had 411,000 employees at the end of 1980, and 299,000 at the end of 1985. Of the 112,000 who left the payroll(工资单), 37,000 were in sold businesses, and 81,000 were reduced in continuing businesses. In return, GE had increased its market capital tremendously.
He also pushed the managers of the businesses he kept to become more productive. Welch worked to eradicate(根除) perceived(认知) inefficiency by trimming(整顿) inventories and dismantling(分解) the bureaucracy that had almost led him to leave GE in the past. Welch's strategy(A company should be either #1 or #2 in a particular industry, or else leave it completely. ) was later adopted by other CEOs across corporate America.
商务英语实训课程 unit 5 Leadership-Jack_Welch
Five assumptions
• Assumption 1: The problem is worse than it appears. • Assumption 2: There are no secrets in the world, and everyone
will eventually find out everything. • Assumption 3: You and your organization’s handling of the crisis
•Promotion
Top
•Bonuses
20%
•Praise
•Training
Middle 70%
•Heart and Soul •Engaged •Motivated •Improve
Top Middle Bottom
People
Firing
How to deal with the ones who should
People
Managing
You have the good player now, how to manage them?
People
Candid organization
当责不让,不再没肩膀s
当责不让，不再没肩膀！经理人最忌「硬不起来」，不论你是企业的高阶主管，或是部门的小主管，只要再「多加一盎司」，别害怕承担责任，更别害怕放手让部属当责。
建立一个当责团队，你将赢得更大的成果。
这则小故事你肯定似曾相识。
有4 个人分别叫做所有人（Everybody），某个人（Somebody），任何人（Anybody），和没有人（Nobody）。
公司有一件重要工作需要完成，「所有人」都被要求去做。
「所有人」很确定「某个人」会去做，而且「任何人」也可以做，但是却「没有人」把工作完成。
于是，「某个人」很生气，因为这是「所有人」的工作。
「所有人」认为「任何人」也可以做，但是「没有人」了解，「所有人」是不会去做的。
最后，「所有人」指责「某个人」，却「没有人」去做「任何人」都可以做的事。
在组织或企业中，人们经常不自觉地陷入上述此种相互推卸责任的恶性循环。
好比一场跨部门的brain-storming（脑力激荡会议），一不小心就变成疯狂的blame-storming（指责、批斗大会）。
只会推卸责任的组织，绝不可能拥有高绩效和执行力，企业更迫切需要的是勇于承担全责的「当责者」。
「当责」一词源自于英文“accountability”，根据《当责》一书作者张文隆诠释的定义，当责者拥有一种能行使“one more ounce”（多加一盎司）的人格特质。
不仅是100％倾注心力，更具有110％的专业与自发精神。
遭遇困难时，当责者不会掉入「受害者循环」（victim cycle），反而能正视问题（seeit）、拥有问题（own it）、解决问题（solve it）与着手完成（do it）。
在熟悉如何应用「当责」法则之前，你必须先知道何谓「受害者循环」，才能避免掉入陷阱中。
跳脱受害者6 大陷阱法国文学家伏尔泰（Voltaire）有句名言：「雪崩时没有一片雪花觉得自己有责任。
」《当责》书中，详细整理了美国「领导力伙伴」顾问公司创办人罗杰．康纳斯（Roger Connors）和托马斯．史密斯（ThomasSmith）分析遇到问题时，人们6 种典型的「受害者」心态。
旅游管理专业英语（第二版）-JackF.Welch,Jr.
Jack F. W elch, Jr.John Francis "Jack" Welch Jr. (born November 19, 1935) was CEO of General Electric between 1981 and 2001.Jack Welch, a native of Salem, Massachusetts, received his B.S. degree in chemical engineering from the University of Massachusetts in 1957 and his M.S. and Ph.D. degrees in chemical engineering from the University of Illinois in 1958 and 1960.Mr. Welch joined GE in 1960 and was elected V ice President in 1972 and V ice Chairman in 1979. In 1981, he became the eighth Chairman and CEO in GE's 118-year history.Since Mr. Welch became Chairman, GE's market capitalization has grown from $12 billion in 1981 to more than $280 billion in 1998 — the largest in the world.Mr. Welch pioneered high-involvement workforce ideas such as Work Out and promoted speed, simplicity and self-confidence throughout GE. Coupled with Six Sigma quality and an emphasis on boundaryless behavior, these values enabled GE to harness the intellectual benefits of a multi-business enterprise, thus making the whole company greater than the sum of its parts. His early insistence that all GE businesses be first or second in their markets was instrumental in making GE a leading global competitor in industries ranging from jet engines to plastics and from locomotives to financial services and broadcasting (NBC). Today, GE is the world's largest diversified manufacturing, technology and services company, with 1997 revenues of more than $90.84 billion.Mr. Welch is a former chairman and a member of both the Business Council and the National Academy of Engineering and is a member of the Business Roundtable.Whisked by chopper from New Y ork City, Jack Welch arrives early at the General Electric Co. (GE) training center at Croton-on-Hudson. He scoots down to The Pit — the well of a bright, multi-tiered lecture hall — peels off his blue suit jacket, and drapes it over one of the swivel seats. This is face-to-face with Jack, not so much as the celebrated chairman and chief executive of GE, the company he has made the most valuable in the world, but rather as Professor Welch, coach and teacher to 71 high-potential managers attending a three-week development course. The class sits transfixed as Welch's laser-blue eyes scan the auditorium. He hardly appears professorial. With his squat, muscular, five-foot, eight-inch frame, pasty complexion, and Boston accent, the 62-year-old balding man looks and sounds more like the guy behind the wheel of a bus on Beacon Hill. And he isn't there to deliver a monologue to a polite group.For nearly four hours, he listens, lectures, cajoles, and questions. The managers push rightback, too. They grouse that despite the rhetoric about managing for the long term at GE, they are under too much pressure to produce short-term results. They say that for all the Welch talk about ''sharing best practices'' and ''boundaryless behavior,'' they are missing many opportunities to learn and sell services across the vast network of GE companies. Some worry that the company's gargantuan Six Sigma program, the largest quality initiative ever mounted in Corporate America, is allowing bureaucracy to creep back into GE.Pacing the floor with a bottle of water in hand, Welch passionately attacks each question.''Y ou can't grow long-term if you can't eat short-term,'' he states flatly. ''Anybody can manage short. Anybody can manage long. Balanc ing those two things is what management is.'' ''I think someone is smoking pot here,'' he quips about the complaint over the lack of synergy among GE units. ''We've got enormous sharing going on.''As for the concern over Six Sigma, Welch retorts: ''I don't give a damn if we get a little bureaucracy as long as we get the results. If it bothers you, yell at it. Kick it. Scream at it. Break it!''In this classroom, where Welch has appeared more than 250 times in the past 17 years to engage some 15,000 GE managers and executives, something extraordinary happens. The legendary chairman of GE, the take-no-prisoners tough guy who gets results at any cost, becomes human. His slight stutter, a handicap that has bedeviled him since childhood, makes him oddly vulnerable. The students see all of Jack here: the management theorist, strategic thinker, business teacher, and corporate icon who made it to the top despite his working-class background. No one leaves the room untouched.If leadership is an art, then surely Welch has proved himself a master painter. Few have personified corporate leadership more dramatically. Fewer still have so consistently delivered on the results of that leadership. For 17 years, while big companies and their chieftains tumbled like dominoes in an unforgiving global economy, Welch has led GE to one revenue and earnings record after another.''The two greatest corporate leaders of this century are Alfred Sloan of General Motors (GM) and Jack Welch of GE,'' says Noel Tichy, a longtime GE observer and University of Michigan management professor. '' And Welch would be the greater of the two because he set a new, contemporary paradigm for the corporation that is the model for the 21st century.'' It is a model that has delivered extraordinary growth, increasing the market value of GE from just $12 billion in 1981 to about $280 billion today. No one, not Microsoft's William H. Gates III or Intel's Andrew S. Grove, not Walt Disney's Michael D. Eisner or Berkshire Hathaway's Warren E. Buffett, not even the late Coca-Cola chieftain Roberto C. Goizueta or the late Wal-Mart founder Sam Walton has created more shareholder value than Jack Welch. So giddy are some Wall Street analysts at GE's prospects that they believe that when Welch leaves at the end of the year 2000, GE's stock could trade at $150 to $200 a share, up from $82 now, and the company could be worth $490 billion to $650 billion. ''This guy's legacy will be to create more shareholder value on the face of the planet than ever —forever,'' says Nicholas P. Heymann, a onetime GE auditor who follows the company for Prudential Securities.Of course, GE's success is hardly Welch's alone. The company boasts what most headhunters believe to be the most talent-rich management bench in the world. Gary C. Wendt has led GE Capital Corp. to extraordinary heights, where it contributes nearly 40% of the company's total earnings. Robert C. Wright has managed an astonishing turnaround at NBC, leading it to a fifthstraight year of double-digit earnings gains in 1997 and a No.1 position in prime-time ratings. Nor does Welch's magic work everywhere in GE. The huge appliance operation, for instance, saw operating earnings fall 39% last year, to $458 million, largely due to restructuring charges. Nonetheless, Welch has led and managed GE to nearly unprecedented prosperity.Much has been said and written about how Welch has transformed what was an old-line American industrial giant into a keenly competitive global growth engine, how he has astutely moved the once-Establishment maker of things into services. Welch has reshaped the company through more than 600 acquisitions and a forceful push abroad into newly emerging markets.Less well understood, however, is how Jack Welch is able to wield so much influence and power over the most far-flung, complex organization in all of American business. Many managers struggle daily to lead and motivate mere handfuls of people. Many CEOs wrestle to squeeze just average performance from companies a fraction of GE's size. How does Welch, who sits atop a business empire with $304 billion in assets, $89.3 billion in sales, and 276,000 employees scattered in more than 100 countries around the globe, do it?He does it through sheer force of personality, coupled with an unbridled passion for winning the game of business and a keen attention to details many chieftains would simply overlook. He does it because he encourages near-brutal candor in the meetings he holds to guide the company through each work year. And he does it because, above all else, he's a fierce believer in the power of his people.Welch's profound grasp on General Electric stems from knowing the company and those who work for it like no other. First off, there are the thousands of ''students'' he has encountered in his classes at the Croton-on-Hudson campus, which everyone at GE just calls Crotonville. Then there's the way he spends his time: More than half is devoted to ''people'' issues. But most important, he has created something unique at a big company: informality.Welch likes to call General Electric the ''grocery store.'' The metaphor, however quirky for such a colossus, allows Welch to mentally roll up his sleeves, slip into an apron, and get behind the counter. There, he can get to know every employee and serve every customer. ''What's important at the grocery store is just as important in engines or medical systems,'' says Welch. ''If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. Y ou manage it like a small organization. Y ou don't get hung up on zeros.''Y ou don't get hung up on formalities, either. If the hierarchy that Welch inherited, with its nine layers of management, hasn't been completely nuked, it has been severely damaged. Everyone, from secretaries to chauffeurs to factory workers, calls him Jack. Everyone can expect — at one time or another — to see him scurry down an aisle to pick through the merchandise on a bottom shelf or to reach into his pocket and surprise with an unexpected bonus. ''The story about GE that hasn't been told is the value of an informal place,'' says Welch. ''I think it's a big thought. I don't think people have ever figured out that being informal is a big deal.''Making the company ''informal'' means violating the chain of command, communicating across layers, paying people as if they worked not for a big company but for a demanding entrepreneur where nearly everyone knows the boss. It has as much to do with Welch's charisma as it has to do with the less visible rhythms of the company — its meetings and review sessions —and how he uses them to great advantage.When he became CEO, he inherited a series of obligatory corporate events that he has sincetransformed into meaningful levers of leadership. These get-togethers — from the meeting in early January with GE's top 500 executives in Boca Raton, Fl, to the monthly sessions in Croton-on-Hudson — allow him to set and abruptly change the corporation's agenda, to challenge and test the strategies and the people that populate each of GE's dozen divisions, and to make his formidable presence and opinions known to all.Welch also understands better than most the value of surprise. Every week, there are unexpected visits to plants and offices, hurriedly scheduled luncheons with managers several layers below him, and countless handwritten notes to GE people that suddenly churn off their fax machines, revealing his bold yet neat handwriting. All of it is meant to lead, guide, and influence the behavior of a complex organization.''We're pebbles in an ocean, but he knows about us,'' says Brian Nailor, a forty-something marketing manager of industrial products who was at the Croton-on-Hudson session. ''He's able to get people to give more of themselves because of who he is. He lives the American dream. He wasn't born with a silver spoon in his mouth. He got himself out of the pile. He didn't just show up.''In 2 1/2 years, Welch will lose that kick when he steps down as chairman and CEO of General Electric after nearly 20 years at the top, as he reaches the mandatory retirement age of 65. No one, not even Welch, knows who his successor will be. Nonetheless, Welch's leadership style has become so embedded in the organization that even his retirement is unlikely to erode his impact.As for what Welch will do next, he doesn't hesitate to answer the question. While he will consider teaching an occasional business course, he has no intention of amassing corporate directorships. Instead, he intends to play golf with his second wife, Jane. Clearly, he will miss the job, the action, and the fun. ''A lot,'' he says, ''a lot. But succession is part of the rebirth of an organization. I'm not going to be around. I am not going to be near the board. It's a free swing for a new team.'' But can anyone ever run this company with the power and influence of a Jack Welch? Don't count on it。
企业家——杰克
广义动量定理与系统思考——战争、管理学与经济学通论1 3.4.5 杰克·韦尔奇杰克·韦尔奇（Jack Welch ），1935年11月19日出生于马萨诸塞州塞勒姆市。
1981年4月，年仅45岁的杰克韦尔奇成为通用电气历史上最年轻的董事长和CEO 。
从入主通用电气起，在短短20年间，这位商界传奇人物使GE 的市场资本增长30多倍，达到了4500亿美元，排名从世界第10提升到第1。
他所推行的“六西格玛”标准、全球化和电子商务，几乎重新定义了现代企业。
2001年9月退休。
他被誉为“最受尊敬的CEO ”，“全球第一CEO ”，“美国当代最成功最伟大的企业家”。
如今，通用电气旗下已有12个事业部成为其各自的市场上的领先者，有9个事业部能入选《财富》500强。
韦尔奇带领通用电气，从一家制造业巨头转变为以服务业和电子商务为导向的企业巨人，使百年历史的通用电气成为真正的业界领袖级企业。
1989年美国《财富》杂志介绍杰克·韦尔奇的人格特征和经营理念时，归纳了六点：1）掌握自己的命运，否则将受人掌握；2）面对现实，不要生活在过去或幻想之中；3）坦诚待人；4）不要只是管理，要学会领导；5）在被迫改革之前就进行改革；6）若无竞争优势，切勿与之竞争。
GE 之所以能成为赫赫有名的“经理人摇篮”、“商界的西点军校”，能有超过1/3的CEO 都是从这家公司中走出，除了严格淘汰的人才体制，最重要的就是这种无边界的学习型组织。
在这样的组织下，每一个经理人无时无刻不在自觉地精心雕刻自己，从专业知识到职业技能，从管理手段到说话方式，从画好一张表格到接好一个电话，写好一个E —mail ，到日常生活的一点一滴，目的是随时能够接受更高的挑战。
2020年3.2-3.8时政新闻英文+翻译
根据所给提示完成下列练习。
1.A French street artist's interpretation of the Mona Lisa_______(make)of330Rubik'sCubes sold for480,200euros on Sunday at a modern art auction in Paris,well abovepresale estimates of up to150,000euros.The sale coincided with the closure of ablockbuster Leonardo da Vinci exhibition at the nearby Louvre museum,the home ofthe real Mona Lisa.23日，一位法国街头艺术家用330块魔方组成的蒙娜丽莎画像在巴黎一场现代艺术拍卖会上，以48.02万欧元(约合人民币365万元)的价格拍出，远高于此前预估的15万欧元(约合人民币114万元)。
本次拍卖恰逢卢浮宫博物馆举行的大型达芬奇展览闭幕，卢浮宫博物馆是蒙娜丽莎真迹的馆藏地。
2.The Apple Watch outsold the entire Swiss watch industry in2019.The Apple Watchsold31million units worldwide,________all Swiss watch brands combined sold21million units,according to research from consulting firm Strategy Analytics.2019年苹果手表销量超过了整个瑞士手表行业的总销量。
咨询公司StrategyAnalytics的调查显示，苹果手表全球销量达到3100万块，然而所有瑞士手表品牌的销量加在一起只有2100万块。