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Lights Out
Since its founding in 1892, General Electric has been more than just a corporation: it was job security, a solidly safe investment, and an elite business education for top managers. GE electrified America, from lightbulbs to turbines, and became fully integrated into the American societal mindset as few companies ever had. And after two decades of leadership under legendary CEO Jack Welch, GE entered the twenty-first century as America's most valuable corporation. Gryta and Mann examine how Welch's handpicked successor, Jeff Immelt, tried to fix flaws in Welch's profit machine, while stumbling headlong into mistakes of his own. In doing so, they detail how one of America's all-time great companies has been reduced to a cautionary tale for our times. -- adapted from jacket
Summary of Thomas Gryta & Ted Mann's Lights Out
Please note: This is a companion version & not the original book. Sample Book Insights: #1 John Flannery, the man about to take over leadership of the most famous company in America, had come to see GE Power leaders on their home turf. Under the surface, however, GE was in total disarray. #2 Flannery was the new CEO of GE, and he had to get used to his new position. He had outperformed three rival executives to win the position, and his father had died just twelve days before his promotion. #3 Flannery knew that his tenure as CEO would last at least a few years. The board had given him some time to assess the company and make decisions on strategy. He wanted to change the company’s tone, and he knew that would mean changing its spin. #4 Flannery was shocked to find out that GE Power had run out of cash. The company's largest industrial business was stretched thin, and its profits seemed to exist only on paper.
Called to Account
Called to Account traces the evolution of the global public accounting profession through a series of scandals leading to voluntary or mandated reforms. Ever entertaining and educational, the book describes some of the most audacious accounting frauds of the last 90 years, and identifies the accounting standards and legislation adopted as a direct consequence of each scandal. While retaining favorite chapters exposing the schemes of "Crazy Eddie" Antar and Barry "the Boy Wonder" Minkow, this fourth edition includes new material describing the accounting problems at Carillion, Wirecard and Luckin Coffee. Students will learn that financial fraud is a global problem, and that accounting reform is heavily influenced by politics. With discussion questions, and a chart mapping each chapter to topics covered in popular auditing textbooks, together with supplemental PowerPoints for instructors, Called to Account is the ideal companion for classes in auditing, fraud examination, advanced accounting, or professional responsibilities.
Hot Seat
A fascinating and candid memoir about successful leadership from the former CEO of General Electric, named one of the “World’s Best CEOs” three times by Barron’s, and the hard-won lessons he learned from his experience leading GE immediately after 9/11, through the devastating 2008–09 financial crisis, and into an increasingly globalized world. In September 2001, Jeff Immelt replaced the most famous CEO in history, Jack Welch, at the helm of General Electric. Less than a week into his tenure, the 9/11 terrorist attacks shook the nation, and the company, to its core. GE was connected to nearly every part of the tragedy—GE-financed planes powered by GE-manufactured engines had just...
At Any Cost
"O'Boyle has researched and written a monumental book that should be mandatory reading for all CEOs and anyone concerned with business ethics." --The Philadelphia Inquirer "Superb . . . a spirited study of General Electric, and of its sometimes brilliant, sometimes bungling, but always ruthless boss, Jack Welch." --Chicago Sun-Times With convincing passion and meticulous research, Thomas F. O'Boyle explores the forces behind General Electric's rise to the top of Wall Street, questioning if GE, with chief executive officer Jack Welch at the helm, is still "bringing good things to life." Welch--explosive, profit-hungry, and pragmatic--catapulted GE's stocks to the top, up 1,155 percent from 19...
Corporate Communication
Provides an international and management perspective on the field of corporate communication Corporate communication plays an important role in higher-level management to help build and preserve a company’s reputation. This intangible yet valuable asset determines the net worth of a company and affects the success of its operations. Corporate Communication: An International and Management Perspective introduces readers to the broad environment of the modern extended organization and provides an understanding of the globalization process. It describes how economic, political, and cultural features of a country affect company decisions and communication and discusses various communication di...
At a Tipping Point
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The Man Who Broke Capitalism
New York Times Bestseller New York Times reporter and “Corner Office” columnist David Gelles reveals legendary GE CEO Jack Welch to be the root of all that’s wrong with capitalism today and offers advice on how we might right those wrongs. In 1981, Jack Welch took over General Electric and quickly rose to fame as the first celebrity CEO. He golfed with presidents, mingled with movie stars, and was idolized for growing GE into the most valuable company in the world. But Welch’s achievements didn’t stem from some greater intelligence or business prowess. Rather, they were the result of a sustained effort to push GE’s stock price ever higher, often at the expense of workers, consume...
Escaping the Growth Curse
Sustainable company growth isn't just a pipedream. This 3-part blueprint is your guide to avoiding the traps that cause growth to stall. As companies mature, their underlying growth naturally slows—this is called the 'growth curse'. It's a pervasive problem that plagues companies, CEOs, and board members alike. In order to safeguard a company's future, a strategic form of governance in which the board plays a more active role on behalf of all stakeholders, must be activated. This book is comprised of 3 parts. First it shows companies how to identify the traditional traps that hinder growth. The second part provides companies with a blueprint for building their board, defining long-term strategy, and adjustments necessary to serve continued growth. The final part delves into the specific ways that the board and executives must collaborate in relation to strategic renewal. Reimagining the limits of growth and how companies are run as a consequence provides an escape from the 'growth curse' at last.
