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The GE Work-Out by Ron Ashkenas, Steve Kerr, David Ulrich

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CHAPTER

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Why Work-Out Works: The Underlying Principles

JACK WELCH always refused to measure 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. He was right on that—and in a very real way, it’s almost as dangerous to describe Work-Out as to measure it. It’s too easy for a description of what something can be to turn into a description of what it must be.

Work-Out really is a simple, straightforward process. Small groups of managers and employees, cross-functional or cross-level or both, address critical business issues, develop recommendations, ...

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