By the mid-1980s, Jack Welch has been totally transformed General Electric with more than 300 of downsizing and acquisitions since the beginning of the decade. Welch insisted that his business units to be number one or number two in their markets, and have the power to companies and leanness and agility of small ones. However, although Welch managed restructuring GE, as he wished, staff morale was low. The case focuses on raising productivity Welch, continuing to remove layers of management, and allows employees to have a greater voice in their own affairs.
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by Christopher A. Bartlett, Kenton W. Elderkin Source: HBS 24 pages. Publication Date: June 28, 1991. Prod. #: 391248-PDF-ENG
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