Jack Welch is a great god of the times. During his tenure as CEO of GE in the last 20 years of last century, he brought an arrogant and bureaucratic "elephant" to an unprecedented height, and the market value of GE soared from $654.38+03 billion to $450 billion. Profitability soared from the tenth listed company in the United States to the first in the world; 12 business divisions have become leaders in their respective markets, and 9 business divisions have been selected into the world's top 500, laying a strategic myth of "one of the best". He became a real "entrepreneur among entrepreneurs", and the great Drucker also called him "the best company leader of this century"! He has one of the richest and most successful fans in the world.

His autobiography of Jack Welch, called "the Bible of CEOs", sold more than 2 million copies in the legal market in China five years ago. His second book "Win" is also called "Management Bible", and his friend Buffett's recommendation is "With Win, there is no need for other management works". Then, will the book "The Essence of Business" also be called "Business Bible"? Maybe many people will be disappointed. He still discusses the old topics: strategy, human resources, finance, marketing, and the conclusion is equally prosaic, even you can think of it So why is it so sought after?

In fact, management is not mysterious, and the nature of business has not changed because of the Internet and high technology. We are used to looking for clever tricks in Sun Tzu's Art of War and Romance of the Three Kingdoms, thinking that management means having clever ideas, but we don't know that management means simple philosophy+unremitting persistence.

The book is full of Welch-style sincerity, rich cases and comments that hit the nail on the head. His old man has been providing in-depth consultation for enterprises and CEOs in the new era for more than ten years and has not fallen behind. I believe that every sincere reader can understand his painstaking efforts.

This paper mainly discusses the organizational operation mode, mobilizing employees' enthusiasm, improving synergy, formulating strategies, stimulating employees' innovative inspiration, marketing, finance and crisis public relations.

This paper mainly discusses this new management mode, as well as the conditions and functions of this mode. How to build a team, recruit, motivate, train and retain talents, and how to manage "genius".

Focus on career management, including how to spend your life; How can we get rid of professional purgatory? What to do after your career.

* * "Mission": * * determines the destination of a company, that is, where to go, why to go, and also pays attention to "what it means to complete the mission for every employee's life".

* * "Action": * * refers to the way employees think, explore, communicate and do things. In order to accomplish the task, we must take concrete actions.

* * "Result": * * In order to ensure the smooth progress of the whole process, the promotion and bonus should be decided according to whether the employees recognize the mission, whether it promotes the completion of the mission and the work efficiency of the employees.

* * * Case: Transformation of Nielsen Company * * *

Nelson's predecessor was VNU Group in the Netherlands. The company was badly run and was later acquired by several private equity consortia. After that, Dave, vice president of General Electric, was hired as CEO, and Dave renamed the previously unknown company Nelson. And the original mission of "becoming the leader of market information" was changed to "studying what consumers like to see and buy", which is clear, powerful and inspiring. Then release three actions: have an open mind; Have the passion to integrate data; Deliver information to customers in a concise and understandable way. With mission and action, we need to see results. Dave fired a Nielsen executive because he complained constantly and opposed the integration of data, which made everyone realize Dave's determination to change. During Dave's six years as CEO, the market value of Nelson Group tripled, which was three times that of when he took office.

* * First, leaders should be considerate of their subordinates; **

* * Second, leaders should regard themselves as "chief interpreters"; **

* * Third, leaders should remove obstacles for their subordinates' way forward; **

* * Fourth, leaders should happily display the "Generosity Gene"; **

* * Fifth, leaders should ensure that their subordinates are willing to work. "**

Business career will encounter all kinds of setbacks, competitors poaching, market recession, regulatory intervention and so on. So how to face it? Through a case, we can see that there is an online building materials company, HDS, whose sales before 2008 reached $654.38+0.2 billion. However, when the subprime mortgage crisis struck, business declined by 40% and layoffs were nearly 1/2. Their coping strategies are summarized as follows:

** 1. Face the trauma directly: * * Do not blame, complain or shirk, and inspire people through spiritual encouragement.

** 2. Retain outstanding talents: * * Avoid blind layoffs and retain outstanding talents.

** 3. Carefully analyze the factors affecting cost, performance and growth according to the data: * * Don't take it for granted. Based on the analysis of useful data, HDS sold the business of wood manufacturing, pipeline and industrial pipeline, focusing on facility maintenance.

** 4. Reshape your strategic process: * * Use five slides: evaluate competitors and analyze their recent activities; Analyze your current situation; Analyze the potential change factors; Analyze your own advantages. HDS insists on holding a market situation analysis meeting every Thursday, which plays a great role in sizing up the situation.

** 5. Check the social structure of your company according to the actual situation: * * Check whether your organizational structure keeps pace with the times. I suggest you pay attention to IT department and risk management department. In the United States, 70 million accounts were stolen from Target Department Store on Christmas Eve of 20 13.

** 6. Don't worry unnecessarily: * * Is this exactly the same as kazuo inamori's "Don't worry emotionally"? We should take measures to ensure whether worries really exist or are reasonable, instead of ignoring them or anxiety. Welch once suggested that the head of an advertising company visit her big customer to see if her concerns were reasonable, but she didn't act immediately and eventually lost this big customer.

Economic growth is a state of mind. When the company grows, employees feel safe. In business, great pleasure comes from the growth of the company. Michael, an old subordinate of Welch, jumped from General Electric to a medical equipment company and adopted the following methods:

** 1. Inject fresh blood into the company: * * While recruiting new employees, you can also try to replace the positions of old employees and stimulate their vitality.

** 2. Concentrate resources: * * Avoid blind investment and use good steel in the cutting edge. The company invested in only two of the twelve new projects, all of which were very successful.

** 3. Let everyone participate in innovation: * * Let innovation become a deep-rooted culture, instead of the boss holding a meeting to talk about what everyone should do, cheering for creative people and holding a celebration ceremony.

** 4. Use the best talents to achieve growth: * * Use the best resources to achieve growth, and also put the best talents on growth projects. In this case, Michael chose the most capable manager as the new department manager.

** 5. Provide reasonable salary for employees: * * Check whether the salary structure you give employees is reasonable and outdated. Originally, the company only paid attention to the total performance commission, and the sales team was only willing to work hard on big customers, rather than developing new customers. After the adjustment, everyone tried to develop new markets.

** 6. Use necessary means to win over people who resist growth: * * Many old employees will have disgust and resistance to the new plan, and will stumble and not cooperate with the new plan, such as concealing information and talents. You can encourage them by linking the new plan with their salary and income. If it doesn't work, you need to let them go.

* * Question 1: Is your globalization plan mutually beneficial? **

Many companies hold the idea of "quick profit" during globalization, but this is not a long-term solution. Especially for your suppliers, don't squeeze your foreign partners. Some companies have a long-term vision. They will provide their suppliers with funds, training and long-term orders, so as to make themselves worry-free. Welch suggested that you should have a five-year, 10-year plan from the beginning, and expatriates should not rotate frequently, otherwise the cooperative relationship will be unsustainable.

* * Question 2: Do your expatriates have "insight"? **

The environment of overseas assignment is very complicated, and the political, legal, cultural and commercial environments in different places are very different, which is very challenging. But many companies are used to sending people who are willing to go abroad or have excellent business skills. In fact, the most important qualities are insight, that is, sizing up the situation and good judgment. Disney set up a welcoming staff in Japan and a big dining table in Hong Kong to cater to Japanese customs, all of which were very successful.

* * Question 3: Have you seriously considered the risks? **

The risk of going abroad is self-evident, and effective methods, such as reducing dependence on a certain country, operating in strict accordance with local laws and regulations, and doing management details well. The author also specifically mentioned that not bribing will help your long-term reputation.

* * Question 4: Have you fully developed the potential of overseas business? **

Some people just regard overseas as a low-cost purchasing or manufacturing center, but in fact, rich cultural elements can provide you with many resources for learning and innovation. For example, a painting technique in Vietnam inspired a furniture manufacturer in the United States to develop a popular furniture series; The success of Unilever's small package shampoo in Asia also reminds it of its attempts in other markets, and the result is very successful.

For many people, finance is like a foreign language. The author suggests that you must be familiar with some terms, such as cash flow, balance sheet, income statement elements and so on. Cash flow, in particular, is a very important indicator to measure the health of a company.

Cash flow includes cash flow generated by operating activities, that is, income MINUS all expenses; The cash flow of investment activities reflects the buying and selling of assets in the financial market and their profits and losses; The cash flow of financing activities represents the net value of newly-increased share capital and cash dividends. Cash flow won't lie, it will tell you the incoming and outgoing accounts and the current situation. Many people like to use cash flow to measure the value of a company, rather than a profit and loss statement that contains many subjective evaluations.

The balance sheet summarizes the company's assets, debts and interests. The usual asset types include many different types of assets, including cash, accounts receivable, raw materials, company buildings, factories, inventories and fixed real estate. In addition, there are intangible assets such as goodwill, patents, licenses and copyrights. Liabilities include long-term liabilities and short-term liabilities, and shareholders' equity is the money invested by the company owners and the market. The income statement reflects the company's profitability, the company's sales, costs and all remaining assets after settlement.

The author tells you that you don't need to be a financial expert. The most important thing is to be curious about the differences. It can tell you the business situation, development trend and why it is developing like this.

Marketing theory is constantly innovating, such as 4C, but I think the core of marketing is still 5P: product, channel, price, promotion and marketing team.

* * Product elements * * have not changed much compared with other elements, but you need to consider the transformation of informationization and networking.

* * Channels * * have changed a lot, and e-commerce has greatly changed the way products are sold. In the past, we may be concerned about "how many channels can attract people's attention and desire to buy", but now we are concerned about "which channels should be chosen to sell the most products and make profits".

* * Pricing: * * The original pricing was basically based on speculation. Now there is a very good method, and the price test is very convenient and effective. For example, RealReal, an online consignment platform, will reduce prices when customers have a large number of views but no one buys them.

* * Promotion: * * The author suggests two methods. One is "unconditional experiment". If you are not sure about the creative effect of your advertisement, you can test it on the website, and you may find that an tasteless advertisement is the most effective. The second is the surprise experiment. Marketing is also an innovative field, such as experiential marketing, which improves exposure, enjoyment and brand value through consumer experience.

* * Marketing Team: * * As technology plays an increasingly important role in digital marketing, it needs faster response. Single-handedly, it will stifle speed and creativity, while large companies lose a lot of agile response ability due to various processes. One thing that Oreo deserves praise is the power failure of the Super Bowl in 20 13. Instead, it gave them an experience of topic marketing. They launched a "dunk/soak in the dark" activity on Twitter, which attracted more than 500 million pages of responses, made headlines in more than 100 countries, and won 14 advertising awards.

The explosive spread of social media makes crisis management more and more important. Lewinsky said about his scandal: Fortunately, there was no Twitter at that time! The crisis has become faster and more serious in this era.

No matter how hard you try to control the crisis, it will always be bigger and deeper than you think. So in the face of crisis.

There are no secrets in this world. Commitment, contract and hush money are not perfect solutions. Once the bad news is exposed by others, the details will undoubtedly be exposed.

The media may try their best to vilify the way you handle the crisis. You should face it bravely and tell the reporter what you really think.

4. When dealing with the crisis, it is necessary to change the personnel arrangement and workflow within the company.

If you handle it properly, you will turn the crisis into an opportunity.

1, save for a rainy day and accumulate goodwill, so that once you are in a big event, someone will speak for you;

2. When there is no crisis, you should also use multiple channels to make a loud voice to the public, and at the same time handle the information of your social media and official media to avoid being used in times of crisis;

Be kind to your former employees, so as not to let your stupid behavior trigger a crisis.

Everything will eventually pass, criticism will eventually weaken, change in time, and finally return to the right track.

Welch has always advocated a frank and trusting work culture in his career. He believes that seeking truth and building trust are the two bottom lines of leaders.

Many companies think that as long as they are officers, they do not pay attention to in-depth communication with employees, nor do they pay attention to exploring the real situation of the company. Seeking truth is telling people frankly where they are and how to improve. For the company, we should seriously consider whether the strategy, budget and some assumptions are in line with reality and pursue the truth mercilessly from the outside to the inside. For the budget, it is a process of bargaining and mutual game, which changes the essence of the budget.

We want to pursue the truth, but the fact is that without trust, there is no truth. You should "really care about your subordinates and their work": you should applaud their achievements; But when they fail, you also need to take your responsibility and be his backing; Leaders can't take away the credit that belongs to subordinates; Do a good job of listening and encourage them to tell the truth in difficult situations; Make sure everyone believes that no one in the company will control everyone's sincere dialogue; Keep your inner secrets strictly, and don't be partial to those close to you; Don't talk privately about other subordinates; You can't express different opinions on different occasions. If you can't agree, it will damage your credibility.

The essence of business competition is talent competition, and recruiting and retaining talents is the core issue of business competition.

It is difficult to recruit suitable talents. Even a master like Welch has a correct rate of13 at the beginning of his career and only 2/3 at the peak. Generally speaking, honesty, self-discipline, self-knowledge, intrinsic motivation, empathy and social skills will all be valued. At the same time, you need to know what kind of key capabilities and behaviors the company needs to complete its mission. For example, the globalization of companies should pay attention to the factor of "insight". In addition, you need to pay attention to whether he is a person with positive energy or negative energy, and be wary of those who are unhappy, arrogant, irritable, hypocritical, gossiping and emotional.

Happiness is the core of retaining employees. Happy employees will be enthusiastic and have a sense of accomplishment, so they are willing to stay. Suggestions on how to improve happiness are as follows: first, start with salary and provide employees with a fair salary; Secondly, create an excellent working environment, full of fun, excitement and full authorization. It is not the CEO of the company that creates this environment. Every leader can: transmit positive energy in the workplace and maintain the enthusiasm of startups; Avoid bureaucratic culture; Encourage and improve morale.

Avoid vague and embarrassing mentality, which will only hurt the employee and think that he has done a good job. A leader needs to explain his performance to employees and put forward expectations and performance improvement measures.

* * Genius: * * Talents engaged in sophisticated technology, their heads are simply black boxes;

* * Tramp: * * A freelancer is also an important member of you;

* * Thief: * * Employees with poor performance.

You should express your hope to learn from your technical experts and be interested in their work, so that you can walk on the road of exploring truth and building trust. Don't treat them like monsters. After all, geniuses are human beings. When you get to know them better and care about their lives and interests, they will open their hearts to you.

At present, 1 of every five office workers in the United States work from home, and the number of freelancers and contract workers will increase by 60% in the next five years. Leaders should learn to use network tools to realize instant communication and convey your culture and spirit. This is the case in Welch School of Management, which is mainly based on online teaching and has few staff. Teachers are basically part-time doctors. The principal's tool to contact the teacher is an online tool. Through the data management system, the principal can clearly evaluate the performance of each part-time teacher.

Welch suggested that you don't have to waste too much energy on these negative energy employees, which will make yourself and other employees inefficient. Sometimes, they also know that they are not performing well, so it is a good choice to let them leave with dignity.

This may seem like a chicken soup topic, but it is connected with your happiness and life, which will naturally affect your business career. Many people have lived in captivity for several years or decades before deciding to get rid of it and seek spiritual rebirth. For example, a 50-year-old doctor gave up his job and became a photographer; A CEO finally became his favorite fitness instructor. But this has been waiting too long. There is an evaluation tool called "destiny field", which imagines your life as two expressways. One road represents what you are good at and the other represents what you really like to do. The intersection of the two is that your happiness and ability have reached the intersection, which is the ideal place for your career.

When I say excellent, I don't mean that I am good at writing reports and other generalists, but what makes you different. For example, a headhunter thinks he is good at dealing with nervous children, and finally he becomes an employee who helps children in need to do educational projects.

It is very easy to find what you like to do. People naturally know what they like, and they can know it by narrowing the scope of their likes to activities, careers and entertainment.

By combining the two, you can think about which industries, companies or jobs are at the intersection, and then you can get your ideal job. Being good at and liking are sometimes consistent, and sometimes they are not. For example, Jim, a business partner, is good at getting a group of people to work together, but what he really likes is singing. He likes the beautiful and exciting feeling that music brings him. After creative analysis; He thinks he is fit to manage a music theater. He can give full play to his specialty, organize a performance team and enjoy the songs he wants.

Everyone will encounter a career trough. First, the company can't provide the position you want. If your boss gets in your way, you will meet an airborne soldier, and even your family business has already been decided. Second, you don't think you are overwhelmed by skills, and many places change departments. As a result, you left your best field, such as Jordan playing baseball. The result is self-evident. Third, it's not right with the boss. I always thought it was the boss's problem. Fourth, the most common poor performance. But if none of the above reasons are valid, and you are still in the trough, it means that you are not good enough.

The combination of work width and depth is the most powerful weapon to convince the boss;

1, you should not only complete the task, but also overfulfil it: don't stay on the assessment form, but also reach the state of making the boss shine.

2. If I don't go to hell, who will go to hell: take the initiative to complete difficult tasks.

3, down-to-earth, looking for supporters

4. Be sure to keep up with the latest technology: For a slightly older person, be sure to keep up with the times, learn the latest technology and become a hipster.

5. There must be a teacher in a threesome: learn from the people around you and find a mentor that suits you.

6. People who love others will always love others: honest, caring, not doing negative things, and paying attention to their long-term reputation.

In our 40-50 years of career, we may all encounter the problem of job-hopping, sometimes voluntarily, sometimes not. Every time it ends, it means that we are back to the starting line. If you can put your mind right, you can rebuild yourself.

A public relations manager named Graham was fired from the company where he worked for 15 years. At first, it was hard for him to accept it, because his performance was not bad, but he had stayed for 15 years, his salary was high, and the company's performance was sluggish, so it was a natural choice to dismiss him. After a while, he finally had the courage to admit and face the reality of losing the game. Later, he started a company of his own, and his performance was very good.

A new company means a new culture. You should put down your defensive mentality and welcome potential changes. The author does not advise you to give up your true self and the valuable knowledge and experience accumulated over the years, which is your advantage. At the same time, you should show sincerity to integrate and give up some original conflicting behavior patterns, so that you can achieve a successful transformation.

Attachment: Mind mapping