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

"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 1982 to 1997. O'Boyle argues that these astounding results have come only with the heavy price of employees' lives, blighted under the tyranny of "Neutron Jack" Welch, so named for his bomb-like ability to eliminate staff without disturbing surrounding operations. During Welch's reign, hard-nosed success tactics--unblinking downsizing, ruthless acquisition negotiations, and the virtual abandonment of manufacturing in favor of the more glamorous entertainment and financial services industries--coexist with scandals like price-fixing, pollution, and defense contract fraud. Sure to spark controversy, this gripping, comprehensive account begs the greater question: Is Jack Welch's GE a model company for business in the next century, or is it time to change the way the world does business? "Smoothly written and thoroughly researched." --USA Today "This book makes a valuable contribution to our understanding of corporate America. . . . Thomas F. O'Boyle persuades you that GE--Jack Welch's GE--brings bad things to life. In abundance." --Washington Monthly

However important the magic of wands, brooms, cauldrons, potions, and spells might be to the vivid story telling of [the Harry Potter] books, it is merely incidental to their philosophy of life…. I can’t count the number of times I’ve heard someone in a business context say something like “I wish I could just magically solve all these problems” or “I’ll try my best to deal with this, but remember, I’m no magician.” What is particularly interesting is that the most difficult problems that the people in Harry’s world face are rarely solved with just magic, but rather by the use of intelligence, reasoning, planning, courage, determination, persistence, resourcefulness, creativity, fidelity, friendship, and many other qualities traditionally known by the philosophers in our world as virtues…. The meaning of life is not to be found in elixirs or incantations, secret words or exotic objects with esoteric powers, but in real moral virtue and the magic of what it can help us do….” J. K. Rowling’s novels about Harry Potter and the Hogwarts School of Witchcraft and Wizardry have captured the imaginations of people everywhere. In IF HARRY POTTER RAN GENERAL ELECTRIC, bestselling business author Tom Morris (IF ARISTOTLE RAN GENERAL MOTORS) uncovers the values and timeless truths that underlie Rawling’s hugely popular books and illuminate the lessons they offer to all of us in our careers and daily lives. But, you say, Harry Potter lives in a world of magic? What can we possibly learn to apply to our own careers and everyday lives? Morris shows that the most difficult problems Harry and his friends face are rarely solved by the use of magic alone. Rather, they are conquered by intelligence, reasoning, determination, creativity, friendship, and a host of other classic virtues–the very qualities, in fact, that make for success in every aspect of our lives. Blending an array of provocative examples from the novels with thought-provoking commentary on contemporary management practices, IF HARRY POTTER RAN GENERAL ELECTRIC offers readers a master’s course on leadership and ethics, told in an engaging and insightful way.

In October 1964, Ronald Reagan gave a televised speech in support of Republican presidential nominee Barry Goldwater. "The Speech," as it has come to be known, helped launch Ronald Reagan as a leading force in the American conservative movement. However, less than twenty years earlier, Reagan was a prominent Hollywood liberal, the president of the Screen Actors Guild, and a fervent supporter of FDR and Harry Truman. While many agree that Reagan's anticommunism grew out of his experiences with the Hollywood communists of the late 1940s, the origins of his conservative ideology have remained obscure. Based on a newly discovered collection of private papers as well as interviews and corporate documents, The Education of Ronald Reagan offers new insights into Reagan's ideological development and his political ascendancy. Thomas W. Evans links the eight years (1954-1962) in which Reagan worked for General Electric—acting as host of its television program, GE Theater, and traveling the country as the company's public-relations envoy-to his conversion to conservatism. In particular, Evans reveals the profound influence of GE executive Lemuel Boulware, who would become Reagan's political and ideological mentor. Boulware, known for his tough stance against union officials and his innovative corporate strategies to win over workers, championed the core tenets of modern American conservatism-free-market fundamentalism, anticommunism, lower taxes, and limited government. Building on the ideas and influence of Boulware, Reagan would soon begin his rise as a national political figure and an icon of the American conservative movement.

Prologue By Philip D. Reed And Charles E. Wilson.

Chronicling his 13 years as CEO of Circuit City during its most successful time and sharing his insightful analysis of its downfall, Alan Wurtzel imparts a wisdom that is a must-read for anyone even remotely interested in business. “Good to Great to Gone illustrates the vital importance of listening to your customers. Without them your company has nothing.” ―Tony Hsieh, New York Times bestselling author of Delivering Happiness and CEO of Zappos.com, Inc. How did Circuit City go from a Mom and Pop store with a mere $13,000 investment, to the best performing Fortune 500 Company for any 15-year period between 1965 and 1995, to bankruptcy and liquidation in 2009? What must leaders do not only to take a business from good to great, but to avoid plummeting from great to gone in a constantly evolving marketplace? For almost 50 years, Circuit City was able to successfully navigate the constant changes in the consumer electronics marketplace and meet consumer demand and taste preferences. But with the company’s subsequent decline and ultimate demise in 2009, former CEO Alan Wurtzel has the rare perspective of a company insider in the role of an outsider looking in. Believing that there is no singular formula for strategy, Wurtzel emphasizes the “Habits of Mind” that influence critical management decisions. With key takeaways at the end of each chapter, Wurtzel offers advice and guidance to ensure any business stays on track, even in the wake of disruption, a changing consumer landscape, and new competitors. Part social history, part cautionary tale, and part business strategy guide, Good to Great to Gone: The 60 Year Rise and Fall of Circuit City features a memorable story with critical leadership lessons.

Famous "Work-Out" change-management tool explained by the people who helped develop it. GE's legendary Work-Out program played a key role in the company's phenomenal success over the past decade and has been implemented in many other organizations. Now three executives and consultants who developed the original Work-Out approach at GEoften working directly with CEO Jack Welchdiscuss the inner workings of Work-Out and their experiences at successfully implementing the program at GE. Filled with effective assessment and decisionmaking tools, The GE Work-Out provides concrete and realistic guidance for anyone who wants to implement Work-Out and break down bureaucracy and hierarchy within an organization.

Born in Jamestown, New York, Willis R. Whitney (1868-1958) was the longtime director of General Electric’s Research Laboratory and is widely considered one of the fathers of industrial research. He graduated from MIT in 1890 to become assistant professor of chemistry there. In 1896, he received his Ph.D. from the University of Leipzig under Wilhelm Ostwald. Having grown dissatisfied with purely academic work, he jumped at the opportunity, provided by Elihu Thompson in 1900, to become director of the newly created GE Research Laboratory. The laboratory was “to be devoted exclusively to original research.” “It is hoped,” a 1902 report stated, “that many profitable fields may be discovered” and so it was: when Whitney took over, GE needed more economical lamp filaments and the laboratory developed a new form of “metallized” carbon which gave 25% more light for the same wattage, the first radical improvement in Edison’s incandescent carbon filament. Millions of the new lamps were sold in a single year. The laboratory’s many other contributions include the tungsten lamp, several applications for wrought tungsten (replacing platinum targets in X-ray tubes and platinum contacts in spark coils, magnetos and relays) and the Coolidge X-ray tube in a wide range of sizes. Whitney’s broad scientific knowledge, ability as a chemist and resourcefulness as an experimenter lay the basis for all the work of the laboratory. He stepped down as director in 1932. He was a member of numerous institutions including the American Institute of Electrical Engineers, American Society of Electrochemical Engineers, National Academy of Sciences, British Institute of Metals, and National Research Council, and he received many honors, such as the Willard Gibbs Medal in 1920, the Perkin Medal in 1921, the Gold Medal of the National Institute of Social Sciences in 1928, and the AIEE Edison Medal in 1934 for “his contributions to electrical science, his pioneer inventions, and his inspiring leadership in research.” “Whitney invented modern industrial research... George Wise re-creates much of the anxiety and excitement of the decades when business discovered science and vice versa.” — David Diamond, The New York Times “Wise has not simply written biography and a story of the research laboratory at General Electric but also a great deal of General Electric history and history of technology as well... The author’s technical and scientific presentations are generally lucid and accessible to the layperson.” — Martha M. Trescott, Journal of Economic History “[A] book of many strengths. Most immediately apparent is the very high quality of the writing. As a skilled biographer, Wise succeeds in bringing the reader into the life of an interesting and important individual... Wise does not neglect the personal side of Whitney’s life, including his unhappy family situation and his personal illnesses... The primary focus, however, is on his work at GE, work the author expertly fits into broader patterns of science, industry and society in early twentieth-century America.” — James H. Madison, Journal of American History “[A] thoroughly researched and lucidly written book... Wise’s book makes important contributions to the understanding of the origins of industrial research and the development of science in the American context.” — John K. Smith, Technology and Culture “George Wise effectively develops the foundation for an interesting and in-depth view of a man who made an outstanding contribution to industrial research, while at the same time suffering personal disappointments and fighting a continuing battle with recurring mental depression... Wise’s book is warm, personal, and rich in historical background; it provides a view into the life of the individual who set the stage for industrial research in America.” — Alfred A. Bolton, Academy of Management Review “[An] important book... Wise’s portrayal of Whitney is acute and sensitive. Moreover, it demonstrates that the depiction of industrial scientists as either alienated and unhappy academics-in-exile or mindless minions of the giant corporation is overly simple... Wise has produced a first-rate study of a pioneering establishment that should be read by anyone interested in the crucial relationships between science and modern industry.” — Larry Owens, Business History Review “[A] turning point in the long-neglected history of industrial research. [N]ot merely outstanding... [a] definitive work that establish[es] critical standards for future research in this field... beautifully crafted... a sensitive and insightful biography of Willis R. Whitney.” — Edwin T. Lawton, Jr., Isis “Wise has accomplished perhaps the most difficult task before any biographer — successfully connecting his subject’s historical significance with the deeper elements of his humanity. This humanity is described with a biographer’s sympathy and a historian’s sophistication... Wise writes with sympathy and often charm, drawing not only from substantial archival records but also from dozens of interviews carried out with Whitney’s associates and workers... This biography will not only be the standard study of Whitney, but it will also provide a useful model and guide for all students of the key institutions of modern science.” — Robert Friedel, British Journal for the History of Science