"Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion." (Jack Welch, Harvard Business Review, 1989)
"Business success is less a function of grandiose predictions than it is a result of being able to respond rapidly to real changes as they occur." (Jack Welch, "Jack: Straight from the Gut", 2001)
"Getting the right people in the right jobs is a lot more important than developing a strategy." (Jack Welch, "Jack: Straight from the Gut", 2001)
"I've learned that mistakes can often be as good a teacher as success." (Jack Welch, "Jack: Straight from the Gut", 2001)
"The best way to support dreams and stretch is to set apart small ideas with big potential, then give people positive role models and the resources to turn small projects into big businesses." (Jack Welch, "Jack: Straight from the Gut", 2001)
"The binders, the charts, the grids may seem formidable, but the meetings themselves are built around informality, trust, emotion and humor." (Jack Welch, "Jack: Straight from the Gut", 2001)
"Achieving work-life balance is a process. Getting it right is iterative. You get better at it with experience and observation, and eventually, after some time passes, you notice it’s not getting harder anymore. It’s just what you do." (Jack Welch, "Winning", 2005)
"At the end of the day, effective mission statements balance the possible and the impossible. They give people a clear sense of the direction to profitability and the inspiration to feel they are part of something big and important." (Jack Welch, "Winning", 2005)
"Forget the arduous, intellectualized number crunching and data grinding that gurus say you have to go through to get strategy right. Forget the scenario planning, yearlong studies, and hundred-plus-page reports. They’re time-consuming and expensive, and you just don’t need them. In real life, strategy is actually very straightforward. You pick a general direction and implement like hell." (Jack Welch, "Winning", 2005)
"In my experience, an effective mission statement basically answers one question: How do we intend to win in this business?" (Jack Welch, "Winning", 2005)
"It sounds awful, but a crisis rarely ends without blood on the floor. That’s not easy or pleasant. But sadly, it is often necessary so the company can move forward again." (Jack Welch, "Winning", 2005)
"No vision is worth the paper it's printed on unless it is communicated constantly and reinforced with rewards." (Jack Welch, "Winning", 2005)
"An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage." (Jack Welch)
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