Jack Welch completely restructured GE during his time as CEO from 1981 to 2001. He tore down the existing organizational structure and rebuilt it from the ground up. Welch focused on changing GE's culture to encourage input from employees. After establishing the new structure and culture, Welch pushed GE to grow through acquisitions and expanding globally. The author analyzes how Welch was a transformational leader who listened, learned, and helped GE adapt to opportunities in its environment over two decades.
The document summarizes challenges that rapidly growing firms face and how some firms addressed those challenges. It discusses three firms - O'Neal Inc., Great Ecology, and Cobb Fendley. O'Neal focused on redefining processes and training to integrate new employees. Great Ecology emphasized maintaining a unified culture across locations. Cobb Fendley implemented project management processes and hired experienced managers. The document also notes that infrastructure upgrades are needed to support growth.
Inside-Out Collaboration: An Integrated Approach to Working Beyond SilosDavid Willcock
In this article, David Willcock draws insights from psychology and organizational
development theory and practice to provide a framework for building and maintaining productive relationships across organizational boundaries. Through an integrated approach to collaboration that includes the individual, team, and organization, managers and leaders can serve as catalysts for “partnership working,” which can ultimately lead to high performance and competitive advantage.
A preconference workshop proposed for the 2013 Academy of Management: Applying the lean startup model to social and sustainable ventures. Hands-on workshop and intensive discussion, Terrific crew of organizers and more.
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
This document discusses organizational leadership and management. It defines leadership as influencing subordinates towards organizational goals through behavior, which can be positive or negative. Management is defined as the process of planning, organizing, directing, and controlling organizational activities. A manager is responsible for administering part or all of a company. Effective leadership focuses on motivating employees to achieve goals willingly. Good management utilizes resources wisely and sets clear goals and objectives. Different leadership styles may be required depending on the subordinates' behaviors and the working environment. The key is for managers to understand their strengths and weaknesses and adapt their approach accordingly.
Paper written for college course regarding one of the few companies in the last 30 years that have made such radical changes to their infrastructure and Operations as General Electric.
Jack Welch was the CEO of General Electric (GE) from 1981 – 2001, when the company expanded significantly, its worth grew multifold, he was named -Manager of the Century by the Fortune magazine. The company saw increased market value from around $14 billion to $410 billion odd under his stewardship. This essay tries to highlight the importance of his leadership skills and his business decisions that shaped the course for the company. He has been an icon for future managers, he died in 2020.
- Jack Welch was appointed CEO of GE in 1981 and retired in 2001, transforming the company through his leadership. He believed in constructive conflict, annual planning meetings with business units, and "stretching" goals to drive vision.
- Welch streamlined GE by eliminating layers of management, selling off non-core businesses, and acquiring other companies. He reduced the workforce from 404,000 to 221,000 between 1981-1994 but grew it to 310,000 by 2001 through foreign expansion.
- Welch's management philosophy and innovations to GE's culture, like its operating system of biannual initiatives, became widely influential and made him renowned as one of the greatest managers in business history.
The document summarizes challenges that rapidly growing firms face and how some firms addressed those challenges. It discusses three firms - O'Neal Inc., Great Ecology, and Cobb Fendley. O'Neal focused on redefining processes and training to integrate new employees. Great Ecology emphasized maintaining a unified culture across locations. Cobb Fendley implemented project management processes and hired experienced managers. The document also notes that infrastructure upgrades are needed to support growth.
Inside-Out Collaboration: An Integrated Approach to Working Beyond SilosDavid Willcock
In this article, David Willcock draws insights from psychology and organizational
development theory and practice to provide a framework for building and maintaining productive relationships across organizational boundaries. Through an integrated approach to collaboration that includes the individual, team, and organization, managers and leaders can serve as catalysts for “partnership working,” which can ultimately lead to high performance and competitive advantage.
A preconference workshop proposed for the 2013 Academy of Management: Applying the lean startup model to social and sustainable ventures. Hands-on workshop and intensive discussion, Terrific crew of organizers and more.
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
This document discusses organizational leadership and management. It defines leadership as influencing subordinates towards organizational goals through behavior, which can be positive or negative. Management is defined as the process of planning, organizing, directing, and controlling organizational activities. A manager is responsible for administering part or all of a company. Effective leadership focuses on motivating employees to achieve goals willingly. Good management utilizes resources wisely and sets clear goals and objectives. Different leadership styles may be required depending on the subordinates' behaviors and the working environment. The key is for managers to understand their strengths and weaknesses and adapt their approach accordingly.
Paper written for college course regarding one of the few companies in the last 30 years that have made such radical changes to their infrastructure and Operations as General Electric.
Jack Welch was the CEO of General Electric (GE) from 1981 – 2001, when the company expanded significantly, its worth grew multifold, he was named -Manager of the Century by the Fortune magazine. The company saw increased market value from around $14 billion to $410 billion odd under his stewardship. This essay tries to highlight the importance of his leadership skills and his business decisions that shaped the course for the company. He has been an icon for future managers, he died in 2020.
- Jack Welch was appointed CEO of GE in 1981 and retired in 2001, transforming the company through his leadership. He believed in constructive conflict, annual planning meetings with business units, and "stretching" goals to drive vision.
- Welch streamlined GE by eliminating layers of management, selling off non-core businesses, and acquiring other companies. He reduced the workforce from 404,000 to 221,000 between 1981-1994 but grew it to 310,000 by 2001 through foreign expansion.
- Welch's management philosophy and innovations to GE's culture, like its operating system of biannual initiatives, became widely influential and made him renowned as one of the greatest managers in business history.
Jack Welch had a long and successful career at General Electric, rising from a junior engineer to CEO from 1981 to 2001. During his tenure, he grew GE's market capitalization tremendously through strategic acquisitions and by focusing on the company's most profitable business units. Welch was also known for his results-oriented leadership style and pushing for greater productivity and efficiency. While credited with transforming GE, some critics argue he lacked compassion and that individual business unit managers deserved more credit for GE's success. After retiring from GE, Welch remained active as a business professor, author, and consultant.
Jack Welch led a massive restructuring and transformation of GE during his tenure from 1981 to 2001. He sold off underperforming businesses, cut costs aggressively through layoffs and restructuring, and instilled a culture of results and continuous improvement. Welch focused GE on becoming #1 or #2 in global markets, developing a strategy of pursuing the best practices of top competitors. He emphasized developing world-class talent through his "four E's" philosophy. Welch's relentless focus on performance and efficiency drove tremendous growth and profitability for GE, though some critiques argue it may have come at the cost of other priorities like customer service and quality. Overall, Welch played a transformative and hugely important role in GE's
Question 4 Please use the below article to guide your response. M.docxwraythallchan
Question 4: Please use the below article to guide your response. Minimum of 2 academic references and 1 data for appendix, it could be a graph or table or piechart (2 and half pages NOT double spaced).
GENERAL ELECTRIC: AN OUTLIER IN CEO TALENT DEVELOPMENT
by W. Glenn Rowe and Roderick E. White and Derek Lehmberg and John R. Phillips
W. Glenn Rowe is the Paul MacPherson Chair in Strategic Leadership at the Richard Ivey School of Business, The University of Western Ontario.
Roderick E. White is the Associate Dean, Faculty Development and Research at the Richard Ivey School of Business, The University of Western Ontario.
Derek Lehmberg is a doctoral student at the Richard Ivey School of Business, The University of Western Ontario.
John R. Phillips is an assistant professor at the Odette School of Business, the University of Windsor.
A recent Ivey study confirms the commonly held view that General Electric is an excellent breeding ground for future business leaders. This article summarizes the study and its three conclusions: Firms led by CEOs who were trained at GE will outperform firms led by CEOs who were not; GE’s reputation for developing CEO talent is, in fact, well deserved and not mere hype; and GE appears to develop more CEO talent than other noted CEO talent-generating firms.
An outlier is an observation that lies outside the overall pattern of a distribution. Usually, the presence of an outlier indicates some sort of problem. In statistics, an outlier is an observation that is numerically distant from the rest of the data. Outliers may be indicative of data points that belong to a different population than the rest of the sample set.
- Wikipedia
An outlier is something that is situated away from or classed differently from a main or related body; a statistical observation that is markedly different in value from the others of the sample.
- Malcolm Gladwell1
The General Electric Corporation (GE) has long been known as an organization that excels at finding and developing managerial talent. In addition, GE managers are sought after by other organizations to serve as senior managers. Consequently, many GE managers leave the firm for employment elsewhere.
GE has developed a reputation as a breeding ground for CEOs, and a relatively large number of ex-GE executives have been at the helm of Fortune 500 companies over the last 25 to 30 years. In addition, many business press writers have commented that firms which hire an executive from GE for their Chief Executive Officer (CEO) position experience an immediate increase in their stock market valuation, an increase that is not apparent for firms that hire their CEOs from other firms.
This leads to several questions: Do firms that hire CEOs from GE perform better than those firms that hire from the general pool of CEO management talent? Does GE have a better reputation than other firms for developing CEOs, and is this reputation deserved? Are more CEOs developed in GE than in other firms t ...
Question 4 Please use the below article to guide your response. M.docxmakdul
Question 4: Please use the below article to guide your response. Minimum of 2 academic references and 1 data for appendix, it could be a graph or table or piechart (2 and half pages NOT double spaced).
GENERAL ELECTRIC: AN OUTLIER IN CEO TALENT DEVELOPMENT
by W. Glenn Rowe and Roderick E. White and Derek Lehmberg and John R. Phillips
W. Glenn Rowe is the Paul MacPherson Chair in Strategic Leadership at the Richard Ivey School of Business, The University of Western Ontario.
Roderick E. White is the Associate Dean, Faculty Development and Research at the Richard Ivey School of Business, The University of Western Ontario.
Derek Lehmberg is a doctoral student at the Richard Ivey School of Business, The University of Western Ontario.
John R. Phillips is an assistant professor at the Odette School of Business, the University of Windsor.
A recent Ivey study confirms the commonly held view that General Electric is an excellent breeding ground for future business leaders. This article summarizes the study and its three conclusions: Firms led by CEOs who were trained at GE will outperform firms led by CEOs who were not; GE’s reputation for developing CEO talent is, in fact, well deserved and not mere hype; and GE appears to develop more CEO talent than other noted CEO talent-generating firms.
An outlier is an observation that lies outside the overall pattern of a distribution. Usually, the presence of an outlier indicates some sort of problem. In statistics, an outlier is an observation that is numerically distant from the rest of the data. Outliers may be indicative of data points that belong to a different population than the rest of the sample set.
- Wikipedia
An outlier is something that is situated away from or classed differently from a main or related body; a statistical observation that is markedly different in value from the others of the sample.
- Malcolm Gladwell1
The General Electric Corporation (GE) has long been known as an organization that excels at finding and developing managerial talent. In addition, GE managers are sought after by other organizations to serve as senior managers. Consequently, many GE managers leave the firm for employment elsewhere.
GE has developed a reputation as a breeding ground for CEOs, and a relatively large number of ex-GE executives have been at the helm of Fortune 500 companies over the last 25 to 30 years. In addition, many business press writers have commented that firms which hire an executive from GE for their Chief Executive Officer (CEO) position experience an immediate increase in their stock market valuation, an increase that is not apparent for firms that hire their CEOs from other firms.
This leads to several questions: Do firms that hire CEOs from GE perform better than those firms that hire from the general pool of CEO management talent? Does GE have a better reputation than other firms for developing CEOs, and is this reputation deserved? Are more CEOs developed in GE than in other firms t ...
Jack Welch was the CEO of GE from 1981 to 2001. During his tenure, he grew the company from $24 billion to $74 billion. He realigned goals and motivated managers to stretch their limits. Welch also restructured GE into one of the most successful corporations in the world. He implemented an open communication strategy to disseminate information about changes to employees and allow them to provide feedback. Welch communicated changes by explaining the why, what, and how. He listened to employee concerns and took a bottom-up approach. Welch also created an executive council to address organizational issues and communicate externally. He delegated power and encouraged responsive leadership to consolidate changes rapidly across the organization.
Welch and Immelt led GE with different styles. [1] Welch joined GE in 1960 and became CEO in 1981, focusing on acquisitions and innovations to drive profits. [2] He instituted a performance review system that fired bottom performers and generously rewarded top ones. [3] Immelt became CEO in 2001 facing challenges from 9/11, but restructured GE's portfolio and increased transparency and innovation.
1) The document reviews the book "Winning" by Jack Welch, the former CEO of General Electric, who led the company to great success during his tenure.
2) Welch outlines his principles for business success, including focusing on human resources, leadership, and adapting the organization as needed. He advocates for recruiting only the best employees and creating a flat organizational structure.
3) While Welch's focus on human capital and leadership provided insights, the reviewer critiques some of Welch's perspectives such as his bias against unions and lack of acknowledgement of external constraints on a CEO's authority from boards, laws and regulations.
Boundary less Behaviour - a powerful presentation that breakdown barriers between working sections internally and externally.it generate self confidence and courage from the inner being to face challenges and archive new heights.
This document discusses various leadership styles and skills for managing people effectively. It begins by defining leadership as going beyond simply giving orders, and involving understanding employees, building relationships, and being a continuous process. It then outlines several theories of leadership, including trait, situational, behavioral, contingency, and transformational theories. It also describes different leadership styles like servant, democratic, autocratic, and laissez-faire leadership. Finally, it discusses key skills for different leadership styles like empathy, communication, inspiration, and decision-making. The document emphasizes that effective people management is crucial for business success.
General Electric - Jack Welch and Jeffrey Immelt - (CEO Succession) | Organiz...Arjun Parekh
This presentation is based on a Case Study: 'Jack Welch and Jeffrey Immelt: Continuity and Change in Strategy, Style and Culture at GE (General Electric)' The presentation also consists of ingenious OB (Organizational Behavior) Analysis. Leadership style, Management Style, of these two great CEOs has been discussed in the slides.
This document provides a summary of the book "Wisdom in a Nutshell Presents Inside the Guru Mind Series" by Robert Heller, which discusses the leadership philosophy and management style of Jack Welch, former CEO of General Electric. The summary outlines Welch's emphasis on transforming managers into leaders, developing a vision, changing culture, empowering individuals, and pursuing best practices. It also discusses Welch's focus on communicating information, delegating responsibility while maintaining hands-on oversight, setting goals and commitments, and developing talented successors.
Jack Welch, the former CEO of GE, provided many lessons on effective leadership and management. This document summarizes some of Welch's key teachings from a document titled "25 Lessons from Jack Welch". The document outlines lessons for leading more and managing less, including articulating a clear vision, simplifying processes, getting less formal, and energizing others. It also provides lessons for building a winning organization and harnessing people for competitive advantage.
This presentation provides a summary of the life and career of Jack Welch, the former CEO of GE. It discusses Welch's background and timeline, including becoming the youngest CEO of GE at age 46. It outlines Welch's leadership approach of facing reality, simplifying things, and eliminating bureaucracy. The presentation also examines Welch's achievements in growing GE from $10 billion to $500 billion, launching Six Sigma, and cultivating leaders. It concludes by discussing leadership lessons learned from Welch like involving everyone and focusing on shaping the future rather than the past.
Steve Jobs was an exemplary and unconventional business leader as the CEO of Apple. He ensured open communication between management levels to encourage new ideas. Jobs delivered criticism but also supported workers to further develop their ideas. He understood the importance of corporate social responsibility and ethics. Jobs was a charismatic leader who inspired people about technology and was passionate about Apple's success. He made strategic decisions based on passion for his work and an insistence on products succeeding. Jobs fostered teamwork, innovation, and rewarding top performance. Under his leadership, Apple thrived.
Steve Jobs was an exemplary and unconventional business leader as the CEO of Apple. He ensured open communication between management levels to encourage new ideas. Jobs delivered criticism but also supported workers to further develop their ideas. He understood the importance of corporate social responsibility and ethics. Jobs was a charismatic leader who inspired people about technology and was passionate about Apple's success. He made strategic decisions based on passion for his work and an insistence on products succeeding in the market. Jobs fostered teamwork, innovation, and rewarded top performance. Under his leadership, Apple thrived.
hbr.org January 2009 Harvard Business Review 99D.docxsalmonpybus
hbr.org | January 2009 | Harvard Business Review 99
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IN OCTOBER 2007 I attended the
four-day program Leadership, Inno-
vation, and Growth (LIG) at General
Electric’s famed management devel-
opment center in Crotonville, New
York. LIG was the fi rst eff ort in the
center’s 51-year history to bring
all the senior members of a busi-
ness’s management team together
for training. Launched in 2006, the
program had a specifi c purpose: to
support CEO Jeffrey R. Immelt’s
priority of growing GE by focusing
more on expanding businesses and
creating new ones than on making acquisitions.
As a senior editor at HBR, I was invited to go through LIG
with 19 senior managers of GE Power Generation, one of
the company’s oldest businesses. (It dates back to the days
of Thomas Edison.) About a year later I revisited the “tur-
bine heads,” as Immelt aff ectionately calls them, to see how
much impact the program had made. The answer was plenty:
The business had accelerated its push into emerging markets,
launched initiatives to revamp product development, and
stepped up eff orts to create new businesses. Managers seemed
to be genuinely trying to alter their roles and behavior in order
to foster growth. Why was LIG so eff ective in helping to bring
about these changes? There were fi ve main reasons:
Team training accelerated the pace of change by giving ■
managers an opportunity to reach consensus on the barriers
to change and how best to attack them.
Participants were encouraged to ■
consider both the hard barriers to
change (organizational structure,
capabilities, and resources) and the
soft (how the members of the leader-
ship team individually and collec-
tively behave and spend their time).
The eternal management challenge ■
of balancing the short term and the
long term – or simultaneously man-
aging the present and creating the
future – was explicitly addressed.
Beyond providing new concepts ■
that would make people look at their
businesses and themselves diff erently, the course created
a common vocabulary of change – literally words that be-
came part of daily communications inside and across
GE’s businesses.
The program was ■ not an academic exercise; it was struc-
tured so that a team would emerge with the fi rst draft of an
action plan for instituting change in its business and would
feel obligated to deliver on it.
These principles – which can be applied to the design of
any change-management program, not just one concerning
growth – are the focus of this article.
The Need for LIG
As I drove to Crotonville to attend Leadership, Innovation, and
Growth that October, I wondered why such a program was even
necessary. Shortly aft er becoming CEO, in September 2001, Jeff
HBR at Large
BY STEVEN PROKESCH
How GE Teaches Teams
to Lead Change
1762 Prokesch.indd 991762 Prokesch.indd 99 12/5/08 10:31:28 AM12/5/08 10:31:28 AM
100 Harvard Business Review | Janu.
04 an expanded mc kinsey’s 7s framework prospective cosimo gualanoNevion
Able to see the big picture from the balcony is not an easy task, especially when managers are busy with day-to-day operations. The balcony‟s view plays an important role in the process of lifting a manager in a leadership position. If for a moment you compare the day-to-day operational to a dance floor, you will notice that while spending the whole evening to the dance floor, you will be aware of what happens in your immediate vicinity. Much energy will be spent on dancing and avoiding other people dancing.
The ppt reflects upon case analysis of GE during the tenure of Jack Welsh. It identity the leadership skill, competency of Jack Welsh to make GE a successful company
Change management is a collective term for all approaches to preparing and supporting individuals, teams and organizations in making organizational change
Running Head: GE AND JACK WELCH 1
GE AND JACK WELCH 4
Note step 1 and 2 are complete. Below you will find them
LEAD 530 Term Project: Organizational Change Analysis
In addition to objective assessment (quizzes and tests), your ability to apply change leadership concepts studied in this class will be evaluated in a term project. You are asked to identify an organizational change, successful or not, where you have sufficient insight into the change process to complete the analysis. If you do not have personal experience to draw on, select a public organizational change where you can research the entire process. Your analysis will be submitted in the form of a term paper. The assignment is completed in two parts:
(1) a one-page proposal (50 pts.), submitted at mid-term
(2) the final paper (250 pts.), submitted near the end of the semester
Step 1: Identify an organizational change
This may be something from the news, historical, or from your personal experience as an organizational member. Please note this does not relate to your personal life, your interpersonal relationships, etc. – we are focused on organizational change leadership in this course. The organization may be governmental (including military), non-profit, or for-profit in nature. The change you select for this analysis should have occurred in the past so that you may apply all four phases.
Step 2: Write a 1-page summary of the organizational change and submit for approval
This should give some information about the organization (where located, what its focus is, number of organizational members, etc.). At least one paragraph should be devoted to an overview of the organizational change you will address. This submission also serves as the first page of the final paper. In addition to instructor approval of organization choice, this one page will be evaluated for any necessary revisions or corrections.
Step3: Write the analysis and submit
Once you receive the approval for your topic, begin to apply the four primary phases as outlined in the text (prelaunch, launch, postlaunch, and sustaining). Apply all of the phases in your review of the organization’s change process and leadership. You are restricted to one page per section as identified below. This will force you to revise and rewrite for clarity and conciseness. Your organizational change analysis should have the following structure when submitted:
Title Page
Page 1 – Summary of organization and the change experienced (this page submitted as proposal at mid-term)
Page 2 – Prelaunch phase applied to the change
Page 3 – Launch phase applied to the change
Page 4 – Postlaunch phase applied to the change
Page 5 – Sustaining the change as applied to this particular change
Page 6 – Summar.
Jack Welch had a long and successful career at General Electric, rising from a junior engineer to CEO from 1981 to 2001. During his tenure, he grew GE's market capitalization tremendously through strategic acquisitions and by focusing on the company's most profitable business units. Welch was also known for his results-oriented leadership style and pushing for greater productivity and efficiency. While credited with transforming GE, some critics argue he lacked compassion and that individual business unit managers deserved more credit for GE's success. After retiring from GE, Welch remained active as a business professor, author, and consultant.
Jack Welch led a massive restructuring and transformation of GE during his tenure from 1981 to 2001. He sold off underperforming businesses, cut costs aggressively through layoffs and restructuring, and instilled a culture of results and continuous improvement. Welch focused GE on becoming #1 or #2 in global markets, developing a strategy of pursuing the best practices of top competitors. He emphasized developing world-class talent through his "four E's" philosophy. Welch's relentless focus on performance and efficiency drove tremendous growth and profitability for GE, though some critiques argue it may have come at the cost of other priorities like customer service and quality. Overall, Welch played a transformative and hugely important role in GE's
Question 4 Please use the below article to guide your response. M.docxwraythallchan
Question 4: Please use the below article to guide your response. Minimum of 2 academic references and 1 data for appendix, it could be a graph or table or piechart (2 and half pages NOT double spaced).
GENERAL ELECTRIC: AN OUTLIER IN CEO TALENT DEVELOPMENT
by W. Glenn Rowe and Roderick E. White and Derek Lehmberg and John R. Phillips
W. Glenn Rowe is the Paul MacPherson Chair in Strategic Leadership at the Richard Ivey School of Business, The University of Western Ontario.
Roderick E. White is the Associate Dean, Faculty Development and Research at the Richard Ivey School of Business, The University of Western Ontario.
Derek Lehmberg is a doctoral student at the Richard Ivey School of Business, The University of Western Ontario.
John R. Phillips is an assistant professor at the Odette School of Business, the University of Windsor.
A recent Ivey study confirms the commonly held view that General Electric is an excellent breeding ground for future business leaders. This article summarizes the study and its three conclusions: Firms led by CEOs who were trained at GE will outperform firms led by CEOs who were not; GE’s reputation for developing CEO talent is, in fact, well deserved and not mere hype; and GE appears to develop more CEO talent than other noted CEO talent-generating firms.
An outlier is an observation that lies outside the overall pattern of a distribution. Usually, the presence of an outlier indicates some sort of problem. In statistics, an outlier is an observation that is numerically distant from the rest of the data. Outliers may be indicative of data points that belong to a different population than the rest of the sample set.
- Wikipedia
An outlier is something that is situated away from or classed differently from a main or related body; a statistical observation that is markedly different in value from the others of the sample.
- Malcolm Gladwell1
The General Electric Corporation (GE) has long been known as an organization that excels at finding and developing managerial talent. In addition, GE managers are sought after by other organizations to serve as senior managers. Consequently, many GE managers leave the firm for employment elsewhere.
GE has developed a reputation as a breeding ground for CEOs, and a relatively large number of ex-GE executives have been at the helm of Fortune 500 companies over the last 25 to 30 years. In addition, many business press writers have commented that firms which hire an executive from GE for their Chief Executive Officer (CEO) position experience an immediate increase in their stock market valuation, an increase that is not apparent for firms that hire their CEOs from other firms.
This leads to several questions: Do firms that hire CEOs from GE perform better than those firms that hire from the general pool of CEO management talent? Does GE have a better reputation than other firms for developing CEOs, and is this reputation deserved? Are more CEOs developed in GE than in other firms t ...
Question 4 Please use the below article to guide your response. M.docxmakdul
Question 4: Please use the below article to guide your response. Minimum of 2 academic references and 1 data for appendix, it could be a graph or table or piechart (2 and half pages NOT double spaced).
GENERAL ELECTRIC: AN OUTLIER IN CEO TALENT DEVELOPMENT
by W. Glenn Rowe and Roderick E. White and Derek Lehmberg and John R. Phillips
W. Glenn Rowe is the Paul MacPherson Chair in Strategic Leadership at the Richard Ivey School of Business, The University of Western Ontario.
Roderick E. White is the Associate Dean, Faculty Development and Research at the Richard Ivey School of Business, The University of Western Ontario.
Derek Lehmberg is a doctoral student at the Richard Ivey School of Business, The University of Western Ontario.
John R. Phillips is an assistant professor at the Odette School of Business, the University of Windsor.
A recent Ivey study confirms the commonly held view that General Electric is an excellent breeding ground for future business leaders. This article summarizes the study and its three conclusions: Firms led by CEOs who were trained at GE will outperform firms led by CEOs who were not; GE’s reputation for developing CEO talent is, in fact, well deserved and not mere hype; and GE appears to develop more CEO talent than other noted CEO talent-generating firms.
An outlier is an observation that lies outside the overall pattern of a distribution. Usually, the presence of an outlier indicates some sort of problem. In statistics, an outlier is an observation that is numerically distant from the rest of the data. Outliers may be indicative of data points that belong to a different population than the rest of the sample set.
- Wikipedia
An outlier is something that is situated away from or classed differently from a main or related body; a statistical observation that is markedly different in value from the others of the sample.
- Malcolm Gladwell1
The General Electric Corporation (GE) has long been known as an organization that excels at finding and developing managerial talent. In addition, GE managers are sought after by other organizations to serve as senior managers. Consequently, many GE managers leave the firm for employment elsewhere.
GE has developed a reputation as a breeding ground for CEOs, and a relatively large number of ex-GE executives have been at the helm of Fortune 500 companies over the last 25 to 30 years. In addition, many business press writers have commented that firms which hire an executive from GE for their Chief Executive Officer (CEO) position experience an immediate increase in their stock market valuation, an increase that is not apparent for firms that hire their CEOs from other firms.
This leads to several questions: Do firms that hire CEOs from GE perform better than those firms that hire from the general pool of CEO management talent? Does GE have a better reputation than other firms for developing CEOs, and is this reputation deserved? Are more CEOs developed in GE than in other firms t ...
Jack Welch was the CEO of GE from 1981 to 2001. During his tenure, he grew the company from $24 billion to $74 billion. He realigned goals and motivated managers to stretch their limits. Welch also restructured GE into one of the most successful corporations in the world. He implemented an open communication strategy to disseminate information about changes to employees and allow them to provide feedback. Welch communicated changes by explaining the why, what, and how. He listened to employee concerns and took a bottom-up approach. Welch also created an executive council to address organizational issues and communicate externally. He delegated power and encouraged responsive leadership to consolidate changes rapidly across the organization.
Welch and Immelt led GE with different styles. [1] Welch joined GE in 1960 and became CEO in 1981, focusing on acquisitions and innovations to drive profits. [2] He instituted a performance review system that fired bottom performers and generously rewarded top ones. [3] Immelt became CEO in 2001 facing challenges from 9/11, but restructured GE's portfolio and increased transparency and innovation.
1) The document reviews the book "Winning" by Jack Welch, the former CEO of General Electric, who led the company to great success during his tenure.
2) Welch outlines his principles for business success, including focusing on human resources, leadership, and adapting the organization as needed. He advocates for recruiting only the best employees and creating a flat organizational structure.
3) While Welch's focus on human capital and leadership provided insights, the reviewer critiques some of Welch's perspectives such as his bias against unions and lack of acknowledgement of external constraints on a CEO's authority from boards, laws and regulations.
Boundary less Behaviour - a powerful presentation that breakdown barriers between working sections internally and externally.it generate self confidence and courage from the inner being to face challenges and archive new heights.
This document discusses various leadership styles and skills for managing people effectively. It begins by defining leadership as going beyond simply giving orders, and involving understanding employees, building relationships, and being a continuous process. It then outlines several theories of leadership, including trait, situational, behavioral, contingency, and transformational theories. It also describes different leadership styles like servant, democratic, autocratic, and laissez-faire leadership. Finally, it discusses key skills for different leadership styles like empathy, communication, inspiration, and decision-making. The document emphasizes that effective people management is crucial for business success.
General Electric - Jack Welch and Jeffrey Immelt - (CEO Succession) | Organiz...Arjun Parekh
This presentation is based on a Case Study: 'Jack Welch and Jeffrey Immelt: Continuity and Change in Strategy, Style and Culture at GE (General Electric)' The presentation also consists of ingenious OB (Organizational Behavior) Analysis. Leadership style, Management Style, of these two great CEOs has been discussed in the slides.
This document provides a summary of the book "Wisdom in a Nutshell Presents Inside the Guru Mind Series" by Robert Heller, which discusses the leadership philosophy and management style of Jack Welch, former CEO of General Electric. The summary outlines Welch's emphasis on transforming managers into leaders, developing a vision, changing culture, empowering individuals, and pursuing best practices. It also discusses Welch's focus on communicating information, delegating responsibility while maintaining hands-on oversight, setting goals and commitments, and developing talented successors.
Jack Welch, the former CEO of GE, provided many lessons on effective leadership and management. This document summarizes some of Welch's key teachings from a document titled "25 Lessons from Jack Welch". The document outlines lessons for leading more and managing less, including articulating a clear vision, simplifying processes, getting less formal, and energizing others. It also provides lessons for building a winning organization and harnessing people for competitive advantage.
This presentation provides a summary of the life and career of Jack Welch, the former CEO of GE. It discusses Welch's background and timeline, including becoming the youngest CEO of GE at age 46. It outlines Welch's leadership approach of facing reality, simplifying things, and eliminating bureaucracy. The presentation also examines Welch's achievements in growing GE from $10 billion to $500 billion, launching Six Sigma, and cultivating leaders. It concludes by discussing leadership lessons learned from Welch like involving everyone and focusing on shaping the future rather than the past.
Steve Jobs was an exemplary and unconventional business leader as the CEO of Apple. He ensured open communication between management levels to encourage new ideas. Jobs delivered criticism but also supported workers to further develop their ideas. He understood the importance of corporate social responsibility and ethics. Jobs was a charismatic leader who inspired people about technology and was passionate about Apple's success. He made strategic decisions based on passion for his work and an insistence on products succeeding. Jobs fostered teamwork, innovation, and rewarding top performance. Under his leadership, Apple thrived.
Steve Jobs was an exemplary and unconventional business leader as the CEO of Apple. He ensured open communication between management levels to encourage new ideas. Jobs delivered criticism but also supported workers to further develop their ideas. He understood the importance of corporate social responsibility and ethics. Jobs was a charismatic leader who inspired people about technology and was passionate about Apple's success. He made strategic decisions based on passion for his work and an insistence on products succeeding in the market. Jobs fostered teamwork, innovation, and rewarded top performance. Under his leadership, Apple thrived.
hbr.org January 2009 Harvard Business Review 99D.docxsalmonpybus
hbr.org | January 2009 | Harvard Business Review 99
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IN OCTOBER 2007 I attended the
four-day program Leadership, Inno-
vation, and Growth (LIG) at General
Electric’s famed management devel-
opment center in Crotonville, New
York. LIG was the fi rst eff ort in the
center’s 51-year history to bring
all the senior members of a busi-
ness’s management team together
for training. Launched in 2006, the
program had a specifi c purpose: to
support CEO Jeffrey R. Immelt’s
priority of growing GE by focusing
more on expanding businesses and
creating new ones than on making acquisitions.
As a senior editor at HBR, I was invited to go through LIG
with 19 senior managers of GE Power Generation, one of
the company’s oldest businesses. (It dates back to the days
of Thomas Edison.) About a year later I revisited the “tur-
bine heads,” as Immelt aff ectionately calls them, to see how
much impact the program had made. The answer was plenty:
The business had accelerated its push into emerging markets,
launched initiatives to revamp product development, and
stepped up eff orts to create new businesses. Managers seemed
to be genuinely trying to alter their roles and behavior in order
to foster growth. Why was LIG so eff ective in helping to bring
about these changes? There were fi ve main reasons:
Team training accelerated the pace of change by giving ■
managers an opportunity to reach consensus on the barriers
to change and how best to attack them.
Participants were encouraged to ■
consider both the hard barriers to
change (organizational structure,
capabilities, and resources) and the
soft (how the members of the leader-
ship team individually and collec-
tively behave and spend their time).
The eternal management challenge ■
of balancing the short term and the
long term – or simultaneously man-
aging the present and creating the
future – was explicitly addressed.
Beyond providing new concepts ■
that would make people look at their
businesses and themselves diff erently, the course created
a common vocabulary of change – literally words that be-
came part of daily communications inside and across
GE’s businesses.
The program was ■ not an academic exercise; it was struc-
tured so that a team would emerge with the fi rst draft of an
action plan for instituting change in its business and would
feel obligated to deliver on it.
These principles – which can be applied to the design of
any change-management program, not just one concerning
growth – are the focus of this article.
The Need for LIG
As I drove to Crotonville to attend Leadership, Innovation, and
Growth that October, I wondered why such a program was even
necessary. Shortly aft er becoming CEO, in September 2001, Jeff
HBR at Large
BY STEVEN PROKESCH
How GE Teaches Teams
to Lead Change
1762 Prokesch.indd 991762 Prokesch.indd 99 12/5/08 10:31:28 AM12/5/08 10:31:28 AM
100 Harvard Business Review | Janu.
04 an expanded mc kinsey’s 7s framework prospective cosimo gualanoNevion
Able to see the big picture from the balcony is not an easy task, especially when managers are busy with day-to-day operations. The balcony‟s view plays an important role in the process of lifting a manager in a leadership position. If for a moment you compare the day-to-day operational to a dance floor, you will notice that while spending the whole evening to the dance floor, you will be aware of what happens in your immediate vicinity. Much energy will be spent on dancing and avoiding other people dancing.
The ppt reflects upon case analysis of GE during the tenure of Jack Welsh. It identity the leadership skill, competency of Jack Welsh to make GE a successful company
Change management is a collective term for all approaches to preparing and supporting individuals, teams and organizations in making organizational change
Running Head: GE AND JACK WELCH 1
GE AND JACK WELCH 4
Note step 1 and 2 are complete. Below you will find them
LEAD 530 Term Project: Organizational Change Analysis
In addition to objective assessment (quizzes and tests), your ability to apply change leadership concepts studied in this class will be evaluated in a term project. You are asked to identify an organizational change, successful or not, where you have sufficient insight into the change process to complete the analysis. If you do not have personal experience to draw on, select a public organizational change where you can research the entire process. Your analysis will be submitted in the form of a term paper. The assignment is completed in two parts:
(1) a one-page proposal (50 pts.), submitted at mid-term
(2) the final paper (250 pts.), submitted near the end of the semester
Step 1: Identify an organizational change
This may be something from the news, historical, or from your personal experience as an organizational member. Please note this does not relate to your personal life, your interpersonal relationships, etc. – we are focused on organizational change leadership in this course. The organization may be governmental (including military), non-profit, or for-profit in nature. The change you select for this analysis should have occurred in the past so that you may apply all four phases.
Step 2: Write a 1-page summary of the organizational change and submit for approval
This should give some information about the organization (where located, what its focus is, number of organizational members, etc.). At least one paragraph should be devoted to an overview of the organizational change you will address. This submission also serves as the first page of the final paper. In addition to instructor approval of organization choice, this one page will be evaluated for any necessary revisions or corrections.
Step3: Write the analysis and submit
Once you receive the approval for your topic, begin to apply the four primary phases as outlined in the text (prelaunch, launch, postlaunch, and sustaining). Apply all of the phases in your review of the organization’s change process and leadership. You are restricted to one page per section as identified below. This will force you to revise and rewrite for clarity and conciseness. Your organizational change analysis should have the following structure when submitted:
Title Page
Page 1 – Summary of organization and the change experienced (this page submitted as proposal at mid-term)
Page 2 – Prelaunch phase applied to the change
Page 3 – Launch phase applied to the change
Page 4 – Postlaunch phase applied to the change
Page 5 – Sustaining the change as applied to this particular change
Page 6 – Summar.
1. Running head: GE Review
GE’s Case Review Exposed
Joshua R. Norris
BUS-463
California Baptist University
2. GE Review
GE’s Case Review Exposed
Executive Summary- In the case GE’s Two-Decade Transformation: Jack Welch’s
Leadership by Christopher A. Bartlett and Meg Wozny, the story begins with Jack Welch’s
retirement in September of 2001, and how the shareholders were concerned as to whether or not
they would be seeing their 23% returns that they had become accustomed to under Welch. How
did the company get there? In this class, we learned about business organization from all aspects:
people, processes, structure and design, forms of leadership and management, and much more.
When Jack Welch took his last role at General Electric (GE) as their Chief Executive Officer
(CEO), he began to plan and strategize a long term goal for the company, which he implemented
in phases over the course of the two decades that he was with GE. In essence, Welch tore down
the walls of the existing organizational structure at GE, and completely redesigned it from the
ground, all the way up to his 14 “varsity players” (Bartlett & Wozny, 2000). After the structure
was in place to support his vision, Welch launched his second phase, which was to focus on the
organizational culture of GE, or its values by which employees would come to understand what
actions would and would not be in line with GE acceptance during operations. It also changed
how people should communicate with one another from one chain of command to another. Welch
wanted a cultural climate which encouraged lower level employees to give their input and ideas,
without feeling as though they would not be heard.
After the two key phases of Welch’s strategy were in effect, he began to encourage
growth and acquisitions of new markets and pushed GE into the arena of global ventures. One of
the major qualities of a great leader, as discussed in class, is the ability to constantly listen, learn,
and grow. Jack Welch was relentless when it came to open-mindedly pursuing new concepts and
trying new things. This, in culmination of great support from subordinates, contributed to the
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3. GE Review
effective growth and constant process adjustments within GE that made them such a dynamic, yet
agile company, with its diversity and precision.
Author experience and education pertaining to this article
According to the Harvard Business School website on Faculty & Research, Christopher
A. Bartlett is an alumni of Harvard, where he completed his masters and doctorate degrees in
business administration after transferring from University of Queensland, Australia in 1964, where
he received an economics degree. After graduating from Harvard, Bartlett joined the ranks of the
professors at Harvard, and went on to publish a number of works over his career. “Since joining
the faculty of Harvard Business School in 1979, his interests have focused on the strategic and
organizational challenges confronting managers in multinational corporations and on the
organizational and managerial impact of transformational change. He served as faculty chair of the
International Senior Management Program from 1990 through 1993, and as area head of the
School's General Management Unit from 1995 to 1997.” (Christopher A. Bartlett - Faculty -
Harvard Business School). Together, Bartlett and research assistant Meg Wozny created a perfect
duo. Bartlett had the expertise and Wozny assisted him by meeting with sources, and compiling
data for the books that they co-authored.
Statement of Core Problems
When Jack Welch took control over GE in 1981, he saw a different path for GE then he
had witnessed under late Reg Jones. Though GE had stood out of the pack in previous years,
Welch was going to have to lead the company through turbulent times, as the economy at that
time was not as strong as GE experienced in the 1970’s. Welch had to come up with a plan that
would take GE into the next decade, and he did not see the current business structure of that time
as the means to get them there. Welch would first have to lock in what he saw as the
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4. GE Review
organizational goals of GE’s future; goals which would give GE the results that he wanted. An
obvious hurtle to Welch, was the redundancies and time exhausting processes which he felt were
slowing down the efficiency and thus productivity of the company. To overcome this first
obstacle, Welch began to completely tear down the organization structure at GE, changing the
system of tasks, reporting, and authority relationships within which GE functioned. The first
major accomplishment for Welch was the elimination of the middlemen between him, the CEO,
and the individual businesses that GE owned and operated. GE’s configuration was completely
rewritten, and a lot of upper level “salaried” positions were eliminated, as well as lower level jobs
over the years of reconfiguration at GE.
Another problem that Welch would have to face, was the culture shock within the
organization at GE after losing so many positions, employees, and getting rid of the old processes
and structures. Jack Welch was aware that the new structure he had created would not work as
intended unless the individual people fulfilling the tasks at GE were dedicated to the change, and
were empowered with the methods of operation necessary in order to feel that they are working
towards the same attainable goals. Realization of this problem, again, is yet another reason why
Welch was an excellent leader; he managed people by allowing them to feel a part of the team.
The modernized culture at GE became one of openness among managers and subordinates. An
arrangement which afforded innovation to come from an unexpected shadow, or that one rising
star, who previously had no means to an audience. Though he was no pushover, Welch is
presented as an open-minded, entrepreneurial-spirited leader and saw the importance of investing
in new concepts. This was not just by accident; he seemed to see it as a necessary quality for a
multi-versital business such as he envisioned GE to be.
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Recommendations
Jack Welch’s concept had a lot of great presence in modern business, economics, and
multinational corporations across the board. There is very little, if any, that I would even consider
changing, let alone anything that I could justly “recommend”. One thing that I gathered from the
article, which may be of concern, is that the same entrepreneurial spirit that drove Welch to great
discovery could very well have drove GE to failure just as easily. All I would point out, is that
when investing in research and development, do not spread the company out too thin.
When Welch first took on the position as CEO with GE, the first thing that he did was to
tear it down to the frame; trimming GE down of the non-essentials. At the rate that Welch was
going with regards to the globalization, and branching out in terms of products and services,
Welch may have very well been creating a monster. It seems to me, that GE could only expand
itself so much until it would have begun to suffer the same inefficiencies that it first had at
Welch’s inauguration.
Analysis
From an economic stand point, GE played an interesting role during the fluctuant times of
the 1980’s and 90’s. In order to survive, the company was changed drastically, resulting in the
elimination of thousands of jobs. In the short run, this would only search as a negative proponent
to the environment in which GE was conducting business. However, in the long run, GE ended up
growing exponentially. The financial gains of the company stimulated surrounding businesses with
which GE worked with, and even created more jobs and currency flow.
An important note in reviewing this article is that Jack Welch’s strategy was to create long
term growth by slow and strategic long term transformations at GE. Welch could have easily just
fired everyone on a whim, and put things back together as he went. However, he chose to listen,
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he chose to learn, and he chose to grow. This is evident in his slow change plan, because he
adjusted it over time, as he witnessed the formation of his structure throughout the process.
Lastly, and most important of all, Jack Welch understood the importance of
communication. His plan to have the employees give their proposals to the manager, while the
manager’s boss was behind him, out of sight, was brilliant. It was obvious that Welch did not
want to throw anything to chance when it came to the next big idea. He wanted to hear them from
any and everyone, including past employees and colleagues. I am a strong believer in the fact that
interpersonal communication within the office and external communication are crucial to the flow
and growth of any successful organization.
Buttoning it up
In closing, I gathered a wealth of information covered in class throughout this article. Jack
Welch was a great example of a transformational leader and took advantage of strategic
leadership by keeping an open mind and an open eye to the opportunities in GE’s environment.
He appeared to have the charismatic ability to gain the trust of his subordinates, which may have
helped eliminate any potential leadership neutralizers. With great insight to the future of GE, and
a laid out plan, Welch was able to break GE down and build it up; bigger, better, and stronger
than ever before. After his two decades as CEO, Welch was able to leave in 2001 with the proof
of his career as a great leader looking back at him.
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References
Bartlett, Christopher A., and Meg Wozny.GE's two-decade transformation Jack Welch's
leadership. Boston: Harvard Business School Pub., 2000. Print.
Christopher A. Bartlett - Faculty - Harvard Business School. (n.d.). Harvard Business School
Faculty & Research. Retrieved August 20, 2013, from
http://www.hbs.edu/faculty/Pages/profile.aspx?facId=6419
Griffin, R. W., & Moorehead, G. (2012). Organizational behavior: managing people and
organizations (10th ed.). Mason, OH: South-Western/Cengage Learning.
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