编者按：每年一月份的第一周，GE公司都要召开有500－600名公司最高经理人参加的全球营运经理大会。2001年1月，杰克·韦尔奇作为GE公司首席执行官第20次、同时也是最后一次参加大会。韦尔奇概括总结了他二十年来领导GE的经验体会，作为临别赠言留给了大会成员。这也是他一贯坚持的管理理念与思想的总结。我们摘录了其中的精彩片段与您分享，相信将使您获益非浅。关于这些管理思想更进一步的阐述，还可参见2000年GE年报中韦尔奇《致客户、股东和员工的信》。
关于“诚信”
我们公司和员工最关注的就是“诚信”。常常有人问“在GE你最担心什幺？”“什幺事会使你彻夜不眠？”其实并不是GE的业务使我担心，而是有什么人做了从法律上看非常愚蠢的事而给公司的声誉带来污点并把他们自己和他们的家庭毁于一旦。我们绝对在诚信上不可有任何的松懈。“诚信”讲得再多也不够。诚信不仅仅是法律术语，更是广泛的原则，它是指导我们行为的一套价值观－指导我们去做正确的事情，而不仅仅是合法的事情。
关于变革
总是要想到变革是有好处的。不要彻夜不眠地担心对今后的变革预测不准。变革总不会太坏，它每时每刻都带来机会而不是危机。充分利用变革，领导变革，这样你的企业组织才不会因为变革而瘫痪！许多企业组织视变革为猛虎，怕得要命。我们要使变革成为充满活力、令人振奋的事件。把握变革，适应变革，我认为这是我们公司的最强项。
关于客户
客户是所有业务的起点。大公司常常在公司内部花费大量的时间。我知道有两件事可使GE的客户满意度提升到一个新高度：其一是“跨度”(SPAN)-这是第一次我看到一种衡量指标真正地把所有业务活动连接起来-从工厂车间到客户手中，从定单到送货。其二是我们的新总裁—一位真正的以客户为中心的领导人。以客户为中心的思路已经溶贯至他的血脉之中了，我知道他会以公司从未有过的魄力大力推动以客户为主导的活动。我们在过去几年在这方面已经有很大的进步，但是在新的斓及嘧酉拢珿E会有长足的变化，长足的改进，这是因为新领导团队真正了解客户。
关于规模和结构
我们承认公司规模大有其内在的局限性。但是我们一定要利用我们的规模。投注于技术，冒风险，时时出击。这就是我们的强项所在。大公司可以多试几次，可以屡次不中但挥棒不止－因为我们有巨大的资源。但在你充分利用我们的规模时，一定要竭力保持小公司的精神。使每个人都参与其中；广泛地奖励人员；庆祝、庆祝、再庆祝。痛恨官僚主义－不要害怕用“痛恨”这个字眼－时时刻刻痛恨它！去掉无所谓的层次，嘲笑那些无谓层次的设置。无谓的层次只会减慢速度，阻碍前进。
关于自信，简单化和速度
自信是关键，是通过现实生活中的经验不断磨炼出来的。有些人很幸运可以从母亲的膝下、从学校、从书本或从很多其它地方学到这种性格。但是你也可以帮助人们树立信心。我也看到有些人过去没有这种性格，但是经过各种经验和磨炼，从而树立了自信。所以你必须给人机会，冒风险去争取胜利。每一次胜利都会为每个人增加一分自信。把自信源源不断地注入到员工身上是每个领导者的责任。具有自信心的人才是极为重要的。自信心也是关键领导技能，它能使人作出重大举措，使人简化、直白地交流。在以信息为基础、变化如此之快的世界上，速度至关重要、自信至关重要、简单化至关重要。所以领导者的责任就是使员会做黑带工作，起码两年。两年以后，在第三年至第六年之间，每个“最佳员工”必须参与黑带工作。到那时，每个人都会有黑带大师那样尖锐的思维方式。如果他们不能成为黑带，他们还不能称在公司内成功。
关于人才
你们的工作就是每天把全世界各地最优秀的人才延揽过来。你们是一个不断获胜的队伍中的一员，最佳团队中的一员，全世界最推崇的团队之一员。不管种族或性别，只挑最好的人才是领导者的职责所在。你们必须热爱你的员工，拥抱你的员工，奖励你的员工，激励你最好的员工。如果失去最好的20%的员工，是领导的失职。如果留下最差的10%员工，同样也是领导者的极大错误。
关于“不拘形式”
我认为“不拘形式”的价值与经营规模结合会有极大的竞争优势。自信的领导与自信的员工，彼此水乳交融，相互信赖。我们不能容忍自命不凡的家伙。在公司里，每个人都有机会表达意见，这是一个巨大的优势。如果你看到有几个自命不凡的家伙坐在办公室里面“表现”出“经理”的样子，把他们赶出去。我们要的是一家“不拘形式”公司，不管谁肩扛着几道杠几朵花，每人都可以参与议事。“不拘形式”是许多大公司所没有的竞争优势，绝不要失去它。
关于“全球化的学习公司”
我们过去20年来最大的转变就是成为一家学习的公司。我们向其它公司学习。从内部学，从外部学，从上到下，从下到上学习。世界上精华才智在我们手中，这是因为我们无时不在追寻。很多年前，丰田公司教我们学会了资产管理。摩托罗拉和联信推动了我们学习六个西格玛。思科和Trioloy帮助我们学数字化。我们每天早上起来的时候，不要忘记要找出一种新的方法。绝对不要让老毛病NIH（不是在这里发明的）悄悄返回来。要坚持成为一家无边界的学习的公司.
English Vesion
At the 2001 GE Operating Managers Meeting, Jack Welch took the stage for the 20th and last time as CEO of General Electric. He left the managers with 10 parting beliefs developed over two decades of leading GE. Further elaboration on these beliefs can be seen in Jack Welch's "Letter to Our Customers, Share Owners and Employees" in the 2000 Annual Report.
On integrity. This company and its people are all about integrity. I'm often asked, "What worries you about GE? Keeps you up awake at night?" It is nothing about our businesses. It's just someone doing something stupid from a legal point and bringing tarnish to the company and destroying themselves and their families in the process. Never stop being diligent about it. Never leave anyone in the organization that works for you in doubt about where you stand on this subject. You can't talk about it too much. But integrity is a lot more than just legal stuff. It's a set of values that must guide all of us all the time. It's about always doing the right thing, not just the legal thing.
On change. Always be thinking change is good. Don't stay up all night worrying about predicting it exactly right. Change is not bad. It creates an opportunity every second, not a crisis. Jump all over it and show the leadership so your organizations aren't paralyzed by it. Organizations can get scared by it. Make the change an energizing, exciting event. Relish it. I think it's the company's great strength - grab it.
On the customer. This is where it all starts. Big companies often spend their time inside. I know two things will take GE to new levels of customer focus and satisfaction.
One is SPAN - it's the first measure that I've seen that truly ties everything together - from the factory floor to the customer's hand, from the order-taking to the delivery. And second is our new chairman - a true customer focused leader. It's in his blood and I know he'll drive that focus across the company like it's never been driven before. A true customer focus is the hallmark of a great company. We've made great progress in the last few years but I see quantum improvements, quantum improvements from the new leadership team we have in place who've really got an understanding of the customer.
On size and structure. Recognize we're big with all its inherent limitations. But use the size. Take technology bets, take the risk. Go to bat all the time. That's the one strength you've got. You can go to bat more often. You can go to bat and swing all the time - we've got these huge resources. And at the same time you're doing that - using the size - fight like hell to keep the small company spirit. Involve everyone. Reward broadly. Celebrate, celebrate, celebrate. Hate bureaucracy - hate it every day and don't be afraid to use the word "hate." Laugh at bureaucrats. And get rid of layers. Make fun of layers, joke about layers. They slow, they insulate.
On self-confidence, simplicity, and speed. Self-confidence is a key ingredient. It comes from lots of life experiences that reinforce one. Some are lucky enough to get it from their mother's knee, from school, from grades, from lots of things. But you can build it in people and I've seen people in GE who didn't have it get it built by having continual reinforcing experiences. But you've got to give people a chance to try things, to take risks and win, because from each victory comes to each of us another building block of self-confidence. And one of the responsibilities of leadership is to constantly try and infuse with an injection self-confidence into people because self-confident people are so critical. It is the critical leadership skill. It permits bold action. It allows one to communicate simply. They can just talk simply and straightforwardly. There's no time for complexity. There is no time in a world that's moving this fast for complexity. And with speed so critical in this global information-based world, self-confidence and simplicity are keys to driving speed, to taking the bold straightforward actions that are needed. So your job in this subject is to build, to build self-confidence in your people. Your job is to demand simplicity in thought and actions.
On leadership. It's built on that foundation of integrity. But after that, it's the four "E's." It's the four "E's" we all know. It's the energy to cope with fast globalization, the energizing capability to excite the organization, the edge to make the tough call, and the execution skills to make it happen. To deliver. To not disappoint.
Those are the four "E's" that you've got to measure your people on and yourself on. And as you manage others, think about yourself, evaluate your team on the type of managers you have. Most of you might remember, some might not, the four types of managers we always talked about.
Type One, the one that has the values, makes the numbers - promote him.
Type Two, who doesn't have the values and doesn't make the numbers - shoot him.
Type Three, the one who has the values and hasn't made the numbers - give him another chance.
But Type Four is the one that is the one you've got to care about every day you come to work. Type Four is the one who doesn't have the values but makes the numbers. That's the
person we can't have in our organizations. That's the one that kills and saps the vitality out of any organization, whether it be a school, a business, a government, or anything. The go-to guy. "Always deliver the bacon" on the backs of people, always taking care of themselves versus somebody else. Always up, kissing up, kicking down. They can't exist.
And the company has to bleed them out of here.
On training. A multi-business company like GE has more trouble defining functional training because of its diversity. Management development at Crotonville's come alive. It's a glue where people learn about the company, leadership, and themselves; form friendships that last for life. Make it better and even more important. But now I think we have a chance to really change the game. I think we have a training program for everyone. Six Sigma. I think we now have found the tool to change the game. I'm convinced the next CEO of GE will be a black belt. It'll happen. Because you wouldn't think of having, 20 years from now, somebody that wasn't an absolute black belt doing the job. The critical thinking and the skill bases it has. Every business must be sure that every one of their top 20% for sure are offered black belt assignments, two-year black belt assignments. If I were doing it - I won't be but I'll give you a suggestion - I would say after two to three years, between the third year and the sixth year, every high potential person must take a black belt assignment. And then we'll have critical thinking like the type of thinking that Marc Onetto does or Piet van Abeelen does or Gary Powell does or all kinds of people do. And if they don't make the cut to be black belts they haven't made it in the company.
On people. Your job is to field the best global talent in the world every day. That's what your job is. Best global talent in the world every day. You are part of a winning team, the very best team. You've got to field the best team in the world. So regardless of race or gender, only the best is your leadership obligation. You must love, hug, reward in the wallet, in the soul your very best. It is a leadership failure to lose a top 20%. It's also a sin to keep the bottom 10.
On informality. Informality is an enormous competitive advantage when coupled with size. Self-confident leaders and self-confident people, comfortable in their own skin. We trust one another. We can't stand pomposity or pompous asses. Informality can never leave here. If you see some pompous ass acting as "the manager" sitting in the office, get him out of there. That isn't what you want. You want an informal company where everyone, independent of number of stripes on their shoulder, is able to deal with the issues. Informality is a competitive advantage that most big companies don't have. Never lose it.
On global learning company. We're the global learning company. We know we can learn from each other. We know we can learn from other companies. Inside, outside, up and down the organization. The world's intellect is ours because we are always looking for it. Years ago Toyota taught us asset management. Motorola and Allied started us in Six Sigma. Trilogy and Cisco sure helped us digitize. We must wake up every day never forgetting find a better way every day. Never let that old NIH - not invented here - creep back anywhere.
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