Jack Welch created new ways to reform General Electric by giving employees more energy and opportunities for growth. He emphasized two-way communication between managers and staff to share ideas and feedback. Welch believed leadership is about having a vision and inspiring change that improves people's lives and organizations. Effective managers must have strategic marketing visions to gain profits and compete in changing markets.

2. Jack Welch creates the new way to give an energy to do the reformation from the past time condition. The idea to change way and to give a new energy are having goal how to boost organization getting progress a step ahead and give emotional energy to staff to give the space for growing up of ideas, the ideas about product and service, the idea about customer and organization. The new way of organization it could hope exist throughout the challenge of time.

4. In the way of doing change, a manager could do the action to use his mind, feeling and motivation to do everything. A manager could do his job as a conductor he does the better thing than just make a calculation. To do a chance, General Electric used to Analytic Tools to take a view on seeing about the intellectual capabilities, motivation capabilities, and motivation to take a risk.

7. Jack Welch creates the work-out program, where the division head listen to: ideas and critics from their staff. And the division head comes to their staff bringing the answer. It’s good strategy creating two way communications. The staff will see the working of their boss leadership and managerial. Now your credibility as manager will be testing on your leadership, vision and mission as a manager.

9. For Jack Welch the revolution is talking about the leadership to all people to make a better world, to create again a big company for one department in the company, or the public sector institution such as school or hospital. Jack Welch is a rich man by the future vision on the big ideas. The change is influence all living levels. The living goes dynamic and every one could do adopting into change. The change is a challenge and the change is opportunity to use.

10. To be a manager you should have a vision about marketing strategy. The marketing strategy brings a company to get the profit and also exist in the competition of market. The marketing strategy will go to be the mortal combat.

12. The idea is very important to use changing organization, idea about norms and strategy, idea about practice to increase, idea to a little thing and idea for the big changing.

14. Type 1: shares our values; makes the numbers — sky’s the limit! Type 2: shares the values; misses the numbers — typically, another chance, or two. Type 3: doesn’t share the values; doesn’t make the numbers — gone.

15. Type 4 is the toughest call of all: the manager who doesn’t share the values, but delivers the numbers. This type is the toughest to part with because organizations always want to deliver and to let someone go who gets the job done is yet another unnatural act. But we have to remove these Type 4s because they have the power, by themselves, to destroy the open, informal, trust-based culture we need to win today and tomorrow.

16. We made our leap forward when we began removing our Type 4 managers and making it clear to the entire company why they were asked to leave — not for the usual “personal reasons” or “to pursue other opportunities,” but for not sharing our values. Until an organization develops the courage to do this, people will never have full confidence that these soft values are truly real.