Our company supplied for a company name testing service

Our company  supplied for a company name testing service

Chinese language expert to do name testing. Consist only 2 type of question, "Does this name reminds you of anything positive or negative?", "Does this name sounds positive or negative?".

Management book translation from English into Chinese

Title: THE JACK WELCH LEXICON OF LEADERSHIP P A R T O N E Evolution of a Leader: The Welch Years Final Krames Part 1 7/25/01 4:11 PM Page 1 Final Krames Part 1 7/25/01 4:11 PM Page 2 Why a Jack Welch Lexicon of Leadership? Lexicon (lek-si-kon): (1) A dictionary; (2) A stock of terms used in a particular profession, subject, or style; a vocabulary. —THE AMERICAN HERITAGE DICTIONARY In his two decades at the helm of GE, Jack Welch did more to add to the leadership literature than any other CEO of the modern era. Not only did he give more thought to the business of leadership,Welch devised principles, strategies, and tenets to lead by. In creating one of the world’s most competitive corporations, Welch created his own lexicon, a new language that gave voice to the new methods and strategies that transformed GE from a century- old bureaucracy into a global juggernaut. The Jack Welch Lexicon of Leadership is alphabetically organized and includes more than 250 of the words, ideas, concepts, tools, and strategies used or created by Welch and GE between 1981 and 2001. Some listings, such as “Boundaryless,” have already found their way into the everyday language of business. However, there are dozens of terms that have received less attention but also played a vital role in advancing Welch’s leadership agenda. For example, while most managers have heard of Six Sigma, there has been less written about Master Black Belts and Green Belts. In similar fashion, Work-Out?,Welch’s sweeping cultural initiative, has garnered the spotlight in countless books and articles, while other 3 Final Krames Part 1 7/25/01 4:11 PM Page 3 concepts associated with the program, such as “high hards” and “rattlers,” have received far less attention. Many of the entries in the Lexicon were indeed the brainchild of Jack Welch and GE. However, it is worth noting that the book includes dozens of entries that were not invented by the GE chairman but have some unique and pertinent Welch application. For example, the entry for confidence does not include a literal definition, but instead explains why Welch felt that “instilling confidence” was one of his key responsibilities. In addition, to fully grasp why the GE chairman attributed such weight to confidence building, readers will learn the origins of Welch’s own self-assurance, as well as the role it played in crafting his vision for GE. The goal of the Welch Lexicon is threefold: 1. To give readers a guided tour of the language and strategies of all things Welch. Readers will gain valuable insights into the key management ideas that consumed Welch, while also learning the significance of these concepts and programs. The most important terms are clearly designated (with the Six Sigma icon) so readers know which Welch words and strategies formed the centerpiece of his leadership ideal. For example: 4 THE JACK WELCH LEXICON OF LEADERSHIP σσσσσσ Bureaucracy: Productivity’s enemy.Welch told his people to “fight it, kick it.” The GE CEO fought a two-decade war against bureaucracy with initiatives like boundaryless and Work-Out. GE’s list of values specifically addressed the company’s intolerance for bureaucracy (it was at the top of the list for many years), and stressed the importance of building an organization of trust, excitement, and informality. Welch recognized the adverse effects of bureaucracy and knew that unless he rid the organization of the worst of it, GE would never become a legitimate global competitor. Final Krames Part 1 7/25/01 4:11 PM Page 4 2. To impart additional insights into Welch’s key companywide initiatives. During his tenure,Welch launched four growth initiatives (globalization, Six Sigma, Product Services, and the e-Initiative) and one behavioral initiative (Work- Out). All key initiatives are explored at length, as are the key terms associated with each initiative. For example, not only is Welch’s Six Sigma initiative explored in depth but so are more than three dozen terms associated with that watershed program (e.g., Defects,Variance, etc.). 3. To chronicle the evolution ofWelch’s leadership thinking. Wherever possible, dates and chronology are included to help trace Welch’s evolution as a leader.Many of Welch’s key concepts and programs evolved over the years, and that chronology often played a major role in implementing a particular program. For example,Welch said that Six Sigma would not have been possible without Work-Out, the behavioral program that helped GE become a more boundaryless place in the late 1980s and early 1990s. The ultimate goal is to create a dictionary that is much more—a road map of the language and programs employed by the GE CEO in launching the many revolutions that earned Jack Welch the sobriquet of world’s greatest manager (although Welch dislikes the term “manager”—he prefers “leader”). It is intended to be a complete reference that can be read in its entirety or accessed for individual entries. An Incredibly Brief Welch History Welch, an only child, was born in 1935 and raised in Salem, Massachusetts. An avid sports enthusiast as a child, he credits the lessons he learned in a “scrappy place” called the “Pit” (the neighborhood gravel pit turned into a makeshift park) with forging his THE JACK WELCH LEXICON OF LEADERSHIP 5 Final Krames Part 1 7/25/01 4:11 PM Page 5 leadership abilities. He later attended the University of Massachusetts at Amherst, and then went on to the University of Illinois, where he received a Master’s degree and a doctorate in chemical engineering. In October 1960,Welch joined GE in the plastics division in Pittsfield,Massachusetts. It was there that he formed his leadership ideal.Working in that exciting, fast-paced environment,Welch said, “Bureaucracy could not form, just as ice could not form in a swiftly moving stream.” (Despite this environment, Welch almost quit in 1961 when he received what he called a “lousy” $1000 raise that brought his income to only $11,500.) In the beginning, there were only two employees, which prompted Welch to liken his part of GE to a “corner grocery store.” In a neighborhood grocery store, you know the customers’ names, what they buy, who they are.Welch believes that confidence thrives in an informal arena. That metaphor would stay with him as he moved up the corporate ladder, becoming the company’s youngest general manager at age 33.Welch’s predecessor, Reg Jones, started searching for his successor in 1974, six full years before his retirement, and although the original list of 96 candidates did not include Welch, his name was added to the final list of contenders (see Succession Planning). In 1980, GE announced the name of it’s eighth CEO: 45-year-old John Francis Welch. On the day of the announcement, corporate America was in a tailspin. Interest rates were skyrocketing and the economy was sandwiched between two recessions. The stock market was in a shambles, emerging from its worst period since the 1930s. The Dow 30, which had first pierced 900 in the mid- 1960s, was at 937. And GE, one of America’s premier corporations, wasn’t doing much better. Despite the fact that Reg Jones was voted the best CEO by the Fortune 500 CEOs, GE’s stock, when adjusted for inflation, had lost half of its value over the previous 10 years. 6 THE JACK WELCH LEXICON OF LEADERSHIP Final Krames Part 1 7/25/01 4:11 PM Page 6 What happened next has been well-documented:Welch tells a colleague of his bold plan to launch a “revolution” and spends his first years reinventing the company. In the early 1980s he performed a brand of corporate surgery that shocked even GE insiders, selling off more than 200 businesses and acquiring 70, including the $6 billion acquisition of RCA.Welch transformed GE from an aging industrial manufacturer into a diverse, global juggernaut. In doing so, he helped corporate America regain its once heralded position as the world’s most valuable competitor. Not since Alfred Sloan revamped GM’s bureaucracy half a century earlier has one corporate leader had such a great impact on a large corporation. While much has been written about the Welch initiatives that became his trademark (e.g.,Work-Out, Boundarylessness), there has been less ink devoted to his basic tenets of business.Welch has consistently stated that “business is simple” and that “informal is a huge deal.” Simplicity and informality are as much a part of the Welch lexicon as “Work-Out” and “Boundarylessness.”When he speaks of his greatest accomplishments, he doesn’t talk about GE’s financial record, instead focusing on the “softer” aspects of leadership.

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