September 2002
Beginner
108 pages
2h 11m
English

Every layer is a bad layer. Now we don’t have all that nonsense. If Delhi wants something, they fax me. It’s much easier.
Most of Welch’s early moves at GE—downsizing; number one or number two; fix, close, or sell—were designed to bring focus and discipline to a company that had been complacent far too long.
He had one more such step in mind: cutting out excess layers of management.
All those layers slowed things down, Welch thought, and prevented senior managers from spotting trouble early enough. And ultimately, bureaucracy sapped the company’s entrepreneurial spirit. ...
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