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Winning [Ganar - Spanish language] (Spanish Edition)
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** Spanish-language edition **
Covering the most recent changes and newest economic realities, this book identifies certain core fundamentals of good business management. Information regarding organizational, competitive, and personal issues is included, as are chapters containing theoretical information and case studies.
Explorando los cambios m¨¢s recientes y las nuevas realidades econ¨®micas, este libro identifica los fundamentos centrales e inmutables de los negocios bien manejados. Los cap¨ªtulos incluyen informaci¨®n sobre temas de organizaci¨®n, temas competitivos y personales, y as¨ª como aspectos te¨®ricos y ejemplos verdaderos.

If you judge books by their covers, Jack Welch's Winning certainly grabs your attention. Testimonials on the back come from none other than Warren Buffett, Bill Gates, Rudy Giuliani, and Tom Brokaw, and other praise comes from Fortune, Business Week, and Financial Times. As the legendary retired CEO of General Electric, Welch has won many friends and admirers in high places. In this latest book, he strives to show why. Winning describes the management wisdom that Welch built up through four and a half decades of work at GE, as he transformed the industrial giant from a sleepy "Old Economy" company with a market capitalization of $4 billion to a dynamic new one worth nearly half a trillion dollars.

Welch's first book, Jack: Straight from the Gut, was structured more as a conventional CEO memoir, with stories of early career adventures, deals won and lost, boardroom encounters, and Welch's process and philosophy that helped propel his success as a manager. In Winning, Welch focuses on his actual management techniques. He starts with an overview of cultural values such as candor, differentiation among employees, and inclusion of all voices in decision-making. In the second section he covers issues around one's own company or organization: the importance of hiring, firing, the people management in between, and a few other juicy topics like crisis management. From there, Welch moves into a discussion of competition, and the external factors that can influence a company's success: strategy, budgeting, and mergers and acquisitions. Welch takes a more personal turn later with a focus on individual career issues--how to find the right job, get promoted, and deal with a bad boss--and then a final section on what he calls "Tying Up Loose Ends." Those interested in the human side of great leaders will find this last section especially appealing. In it, Welch answers the most interesting questions that he's received in the last several years while traveling the globe addressing audiences of executives and business-school students. Perhaps the funniest question in this section comes at the very end, posed originally by a businessman in Frankfurt, who queried Welch on whether he thought he'd go to heaven (we won't give away the ending).

While different from the steadier stream of war stories and real-life examples of Welch's first book, Winning is a very worthwhile addition to any management bookshelf. It's not often that a CEO described as the century's best retires, and then chooses to expound on such a wide range of management topics. Also, aside from the commentary on always-relevant issues like employee performance reviews and quality control, Welch suffuses this book with his pugnacious spirit. The Massachusetts native who fought his way to the top of the world's most valuable company was in many ways the embodiment of "Winning," and this spirit alone will provide readers an enjoyable read. --Peter Han

Customer Reviews:

  • Good thoughts from a great leader
    This item arrived quickly and in good condition. Jack Welch is a great leader, but some of his ability and ideas about leading cannot be conveyed on the written page....more info
  • Great Business Book
    I think that it is a very good business book. Jack Welch is been an icon in the business industry and his shares can help to improve anyone performance. ...more info
  • Outstanding management book
    This is a book that is a must read for managers who are growing as leaders. I found lots in common with Louis Gerstner's book on 'Who says elephants can't dance?' about leadership in large organisations - Jack Welch at GE and LVG at IBM.

    The main points of his book are:
    1. Mission statements should not be generic statements that could apply to every company. They should answer one question - How do we intend to win in this business. GEs is being 'the most competitive enterprise in the world by being No 1 or No 2 in every market - fixing, selling or closing every underperforming business. Values similarly need to spec out the required behaviours. Bank One's value on customer first was expanded as follows:
    a) Never let profit centre conflicts get in the way of what is right for the customer
    b) Give customers a good, fair deal. Do not maximise short term profits at the expense of builing those enduring relationships
    c) Always look for ways to make it easier to do business with us
    d) Communicate daily with your customers. If they are talking to you they can't be talking to competitors
    e) Don't forget to say thank you

    Welch also forcibly states that these need to be backed up or they will just become platitudes.

    2. Candor brings people into the discussion, generates speed, cuts cost. But very few organisations practice candor
    3. Differentiation treatment of stars, the middle and underperformers is vital to keep the best motivated and get rid of the dead wood which is required for a healthy company
    4. Get everyone involved. People should not be scared of speaking out in front of their bosses.

    5. At the leadership stage it's about developing leaders, leaders get people excited and optimistic, leaders establish trust with candor, transparency and credibility, leaders have the courage to make unpopular decisions and take gut calls, leaders probe and push with curiousity that borders on suspicion, making sure that their questions are answered with action, leaders inspire risk taking by setting an example, leaders celebrate successes.

    6. When hiring look for acid tests (integrity, intelligence and maturity) and 4E 1P (positive Energy, ability to Energize others, Edge the ability to make tough decisions, Execution and Passion). For hiring leaders you need to check for authenticity, ability to see around corners, the penchant to surround themselves with people better than themselves and heavy duty resilience. When interviewing look for people who start peppering you back with questions, trust your gut, exaggerate the challenges of the job to weed out low commitment, REALLY check the referees. According to Welch you should know within two years whether you got the right guy. If you had just one question to ask you should ask why the person left the previous job.
    7. People management - elevate HR, use rigorous, non bureacratic appraisals monitored for integrity with the same intensity as Sarbannes Oxly, use money, recognition and training to motivate and retain, face straight into charged relationships with unions, stars, sliders and disrupters, treat the middle 70 like the heart and soul of the company, design a flat organisation
    8. Separations - Fire for integrity violations and spread the news, when firing on performance - no surprises and minimize humiliation.
    9 Change - Only when required, get rid of resisters
    10 Crisis management - Assume it's bad, assume that EVERYTHING will eventually be public knowledge, assume that you will be portrayed in the worst possible light, assume that the company will survive stronger for the wear
    11 Strategy - Come up with a smart, realistic way to gain sustainable advantage (who are the competitors large small and large, current and future, is it commodity? growth curve? what are the drivers of profitability? Competitor SWOT - R&D, Sales force? culture? who are the customers adn how do they buy?), put the right people in the right jobs to drive it forward, seek out internal and external best practices and implement and improve them. Strategy involves making choices.
    12. Budgeting - Use budgets to stretch and inspire not to negotiate. Base appraisals on market share and growth over base, not on targets.
    13, New businesses - Spend upfront and put in most passionate people in leadership roles, make a hue and cry about it, give the venture more freedom than less, fight for resources if required.
    14. M&A - no such thing as a merger of equals, cultural fit is as important as strategic fit, don't give away too much in negotiations, integrate boldly and quickly, don't 'conquer' your acquisition, don't pay so much that it can never be recovered, get over your angst and resistance fast if you are an employee
    15. Six sigma - improve processes by reducing variability. Huge gains to bottom line and customer satisfaction.
    16. The right job (like the people, opportunities to grow, options for the future, your own choice, interesting work content)
    17. Getting promoted - Overdeliver, don't burden your boss into campaigning for you, manage your relationships with your subordinates, head major company initiatives, search out inputs and mentors, have a positive attitude and move it around, don't let setbacks break your stride.
    18. Bosses - Don't be a victim. Over the long term you'll get everything if you take responsibility for it.
    19. Work life balance - If you're a boss make work so engaging that people want to spend less time at home. If you're an employee overdeliver so that you can get what you want in terms of a work life. If you constantly publicly struggle with the balance you will get pigeon holed as ambivalent, entitled, uncommitted, incompetent or all of the above. You prioritise and you compromise. They are your decisions so deal with them and don't bother others about them.

    ...more info
  • Jack Welch - More Lessons from a Master
    Once again Jack Welch explains the fundamentals of his business philosphy that helped make him and GE the huge successes that they are. He often clarifies the confusion created by his earlier writing while expanding on the concepts. His insights give every manager tools for running their own businesses.

    As to his discussion on personal careers, I found my self losing interest. It is hard to take a man that never worked for another company too seriously on this subject. I wouldn't say that there is no value in this section of the book; it just doesn't merit the same attention.

    Overall, it is mandatory reading for today's CEO....more info
  • Great Advice From A Highly Successful And Experienced CEO
    The writing style is excellent: simple and straight to the point. It's full of great advice from the icon of CEOs in the 80s and the 90s. Highly recommended!...more info
  • Winning, but maybe at the wrong game
    I wish Jack Welch a long life, but he may be the first to show that a person on his deathbed can wish that he had spent more time at the office. Work was, and still is, his great passion, and being a successful businessman is the only thing he ever wanted in life. Other than playing some golf and cheering for the Red Sox, he developed no hobbies or outside interests. "My kids were raised, largely alone, by their mother," he admits.

    Of course he was a successful businessman, spectacularly successful in fact, and learning from that success is the whole point of the book. He is a bright man, and both from his career at GE and his business contacts elsewhere, he knows a lot about what works and what doesn't in the corporate world. His basic views on hiring, firing, and motivating employees are already widely emulated in the business world, and he explains them well here, with lots of examples. His emphasis on candor in the workplace, instead of people withholding information or criticism as the organization heads for a false and potentially disastrous consensus, was my favorite chapter. And for someone who never left the fast track to success, Welch has excellent advice on handling setbacks and dealing with bad bosses.

    Considering that the book is for highly educated professionals, the style of the writing is surprisingly light and simple. Sentences are short and often end with exclamation points. Chapters are broken up into sections that are only a few pages long. I'm not complaining, mind you. I read much of the book in a noisy cafeteria during my lunch break, and it would be nice if all authors realized that reading usually isn't done in monastery-like conditions. However, some of the subjects Welch tries to address, like Six Sigma and corporate mergers, require more intellectual heft than this format is able to provide. The book's front cover blurb, "No other management book will ever be needed," is an unkept promise.

    Learn from Jack Welch; there's certainly a lot of wisdom in the book. But don't be exactly like him. Pursue a hobby, volunteer in your community, and raise your children....more info
  • "Calling it like it is"
    Do you have the courage to "call it like it is"? So many businesses, and managers struggle with this concept. Often, it seems so much easier to simply gloss over the real issue, managers want to be "liked", have friends and staff that look up to them as leaders they like and that means often not saying what needs to be said, or doing what is difficult. Jack Welch gives it to the reader "like it is", and implores managers to use candor to get the change required to move businesses forward.

    Jack doesn't just push managers to use fear to motivate though, in fact, he rightfully points out the concept of 20/70/10. Every business will have 20% at the top, 70% in the middle and 10% at the bottom. GREAT leaders work with the middle 70%, get under their skin and motivate them to love the challenge of coming to work everyday, exhausting their positive output to push staff to be their BEST everyday, and to love doing it. But the bottom 10%, those who would rather text-message and surf the internet than actually work? What to do with them? If you have a candid organization, where dealing with true issues dominates the conversations, these bottom feeders know JUST WHERE THEY STAND, and they either get their act together, or the manager does them a favor by letting them go. It's not mean it's not nice, it's about winning, If you want to out-perform, you need the best players. Such a simple, hardened truth so many manager lose track of - yet Jack reminds us it is the core of performance.

    I highly recommend this book for all managers and leaders....more info
  • High on the "Stories from Utopia" bookshelf
    This is a pleasant to read book that unfortunately has (almost) nothing to do with corporate reality. A better title for it would have been "Winning in Utopia". Admittedly, I don't have 40 years experience but I changed tack a couple of times yet never found a corporation where Jack's word come even close to describing how it works. Reasoning in "game theory" terms makes me think the vast majority of companies are very, very unlike what Jack describes. Jack himself inadvertently gives this away when recounting the story of the Q&A session with about 5000 HR professionals. In Utopia, the Chief HR sits right next the CEO, but when asked about their companies, only a few out of 5000 Real World Chief HR officers rise their hands acknowledging to having such a privileged position. I am most willing to admit that GE is an exception (that's probably part of why it's one of the most valuable companies in the world).

    In the Real World, "candor" gets you stabbed and killed. Because most aspiring leaders know that, nobody takes the risk. Perfoming solidly might earn you "chits" but you can easily squander a year of solid performance by candidly speaking out one truth that proves inconvenient to your boss. On the other hand, sucking up to your boss consistently earns you large amounts of chits with less risk. Bosses are human too, they can't help but be pleased when flattered. In big organizations from the real world, middle managers feel like small cogs, the interests of their immediate boss are much closer to them than those of the distant and fuzzy concept of "Acme, Corp.", the company they are working for and which pays their salaries. Moreover, bosses have bosses too, so promoting "energetic, energizing, edge, execute, passionate" people would involve needless risks. Much better to promote their chums, guys that "get it", made in their image, loyal as they themselves are loyal to their own bosses. When you think of it, this is a proven system, it was called "feudalism" and thrived for several centuries. In our modern world it's the system that makes the various mobs (Cosa Nostra, Camorra, N'drangheta, etc.) compete so successfully. Admittedly, it doesn't work so well when there's fierce competition, but then you can still call on the politicians to protect your industry, which is what happens most of the time ...

    So, read this book but for your own sake, make sure you are working for an Utopian company before trying to apply any of Jack's recommendations, or else you're a dead man and you won't be able to sue Jack for it ... ...more info
  • Management teextbook
    Written with candor and clarity, Winning is a must read for senior executives and middle managers. You learn how to create a winning culture, and an environment where those who do their best and are equipped for the job are rewarded. I especialy appreciated Jack's 20/70/10 rule, and his views on how to expand an organization while managing risk. Buy this book and read each and every page....more info
  • leading is learning by doing
    Jack Welch made a staggering entry with his book straight from the gut. His new Book concentrates on the managing principles. He is the person who manages people and capital in the right direction. Winning concentrates on the three main aspects of his managing philosophy. It is about your company, the competition advantage and your career.
    He explains his leadership and how to hire and manage people in the organisation. Leadership is supporting people with financial means and acknowledgement. His key to success is to reward people in an appropriate way. He had three basic elements of his vision of leading a company. That is values, condor, and differentiation. On this he builds his winning triangle. The book offers a variety of ideas to solve a problem or to make business simple. But it takes a plan, courage and the ambition to get things work. Winning is all, it makes us serene and wealthy. Jack Welch gives us a good advice to follow on in life.
    ...more info
  • Clarifying Business
    This book can be largely digested by most people out there. You don't need an MBA to pick up on the points that Jack makes. His abrupt, simple-but-thoughtful and clear advice is refreshing and relevant. Very thought provoking and motivating....more info
  • Entertaining and Educational
    I learned a lot from reading this book. Much more than from many of the more traditional (and boring) management texts that we were required to study at college. I particularly like the way Welch pulls no punches. On discussing GE's venture in fund management and private equity, Welch says "there are more mediocre people making money on Wall Street than anywhere else in the world", or "thankyou is not a word you hear very often on Wall Street", when describing the Christmas Eve million dollar bonus payouts to Wall Street Equity Fund managers and brokers.

    It's entertaining as well, which forced me to read it cover to cover in a few days. I'm glad I invested the time into reading this book. You should too....more info
  • Winning = Winner
    Not only do I think every person with any form of staff management in their job makeup should read this book... I also think anyone who works with anyone else (yes I mean you & him & all of them) should read the chapter on candor. Brilliant stuff.

    Kirsty Dunphey, author: Retired at 27, If I can do it anyone can...more info
  • How to Win Explained Well

    I thoroughly enjoyed reading WINNING. The book provides individuals insights, even tactics on how to be successful, particularly in a profession. The aim of the book is to answer the question, "How can I win?" for individuals and organizations.

    I will now provide some highlights of the book I found to be particularly useful.

    How to Win as an Individual?
    Candor and a positive attitude, both will earn one credibility, trust, and admiration

    Leaders (managers) must evaluate performance , coah teams, and build self-confidence in individuals to be effective. It is critically important for Leaders to establish trust. See the above on how to win.

    How to Hire?
    Look for Integrity, Intelligence, and Maturity in individuals. A very important note is that individuals can be mature at any age and immature at any age. Do not stereotype young or old people regarding their maturity because of their age. Look for the 4 Es in a person, which are
    (1) ENERGY
    (2) Ability to ENERGIZE others
    (3) EDGE (courage)
    (4) EXECUTE (accomplish goals)

    and also one P, which is PASSION.

    People Management
    To effectively manage people, an organization needs to take people seriously. Human Resources needs to be elevated in an organization to a position of substantial power, possibly equal in importance to the CFO. Further, reliable mechanisms must be in place to reward top performers with money, recoginition, and training. HR must closely look after the development and growth of an organizaiton.

    How to Part Ways
    You will have to read the book, but Jack and Suzy Welch discuss how to part ways with individuals due to integrity violations, economic downturns, and nonperformance.

    How to Deal with Change?
    Change for the sake of change is "stupid." Change is ultimately good, necessary, and important. However, while undergoing change, particularly radical changes, a clear purpose or goal must be communicated.

    Dealing with Crisis Management
    In the book, steps and assumptions are outlined to effectively deal with an organizaitonal crisis.

    In the book, strategy is defined as "making clear-cut choices about how to compete." To accomplish this end, you must examine the market, competition, yourself, the future, and possible winning moves to win.

    (I really loved this chapter). An organization needs the right budget process! "Compensation for individuals and busiensses is not linked to performance against budget. It is linked primarily to performance against the prior year and against the competition, and takes real strategic opportunities and obstacles into account" (p. 198).

    Mergers and Acquisitions
    Assess the cultural fit as well as the strategic fit. The cultural fit of the two companies is equally if not more important than the strategic fit.

    How to Find the Right Job?
    Look at the people involved, opportunities, options, ownership, and work content of the position.

    Amass mentors, see how to win.

    Bad Bosses
    Refuse to be a victim! Ride it out. If you deal with a bad boss, you will be ultimately rewarded (perhaps).

    Work-Life Balance
    Set priorties at work, at home, in your life. If you can, when at work, work. When not at work, play. The more you blend the two, the more stressed you will become.

    Tying Up Loose Ends
    In regards to China, discern the opportunities for your company, not the negatives.

    Quotas in organizations are a disaster. Never appoint irresponsible people to responsible positions. All organizations should be a meritocracy, and people should ascend on merit.

    The European Union (EU) in the long-term will be beneficial for the world.

    Sarbannes-Oxley Act is beneficial but a bit extreme and requires a few important revisions.

    I think the book is definitely worth reading. I truly enjoyed the insights provided in the book about managing GE. If I may say so, I believe Jack Welch is a positive realist. He believes in people, and that is made obvious throughout the book. I think he was an excellent and honest manager, and it is very important for people who want to win to read WINNING; it explains how to do it. ...more info
  • Winning Recipe
    Jack Welch gives a comprehensive guide to winning in business. He provides practical advice on a broad array of topics to include: Leadership, people management, change management, setting strategy, crisis management, and budgeting. He gets personal too, giving tips on how to find the right job and how to find the proper work life balance.

    Jack's approach to budgeting is enlightening. He advocates setting targets, but compensating based on performance against last year and against the competition. This ensures energy is not wasted on efforts to come up with magic numbers and playing the common budgeting games. Rather, the focus is on finding opportunities for growth and eliminating obstacles. Wouldn't it be nice if your company followed a similar process?

    There is much to learn in this one.

    Nick McCormick - Author, Lead Well and Prosper: 15 Successful Strategies for Becoming a Good Manager...more info
  • Management teextbook
    Written with candor and clarity, Winning is a must read for senior executives and middle managers. You learn how to create a winning culture, and an environment where those who do their best and are equipped for the job are rewarded. I especialy appreciated Jack's 20/70/10 rule, and his views on how to expand an organization while managing risk. Buy this book and read each and every page....more info
  • Empowerment for others
    Jack Welch has done a great job in sharing his philosophies on how to be a business success. In particular, I found his insights on empowering the people around you to make yourself a better leader very inspiring. If it does nothing else, it outlines a very subtle message to keep your own ego in check if you want to reach the pinnacle of achievement that so many of us want. Also, from a strictly business aspect, his thoughts on acting with integrity are pretty much on point.

    If Jack lives his personal life completely the same way he does his business life, I can't help to think that he would be even more successful. Overall, I enjoyed perusing through the pages of Winning. Jim Fargiano, author of The Spoken Words of Spirit: Lessons From The Other Side...more info
  • A book with lots of good information on running a successful business
    I read Jack Welch's book, Winning, and knew this would be a wonderful book to give as gifts to my children, who at the time had graduated college with degrees in business, or soon would have the degree. I thought seeing how to run a business successfully from the 'boss's perspective would be a good eye-opener.

    For me, as I was just starting a new business, I appreciated what Welch had to say, and I took a lot of notes. One of the encouraging parts I remember from the book included perseverance, passion, success is about attitude, spread the positive attitude, having a direction, execute and get the job done. ...more info
  • Winning-Jack Welch
    The overall content was good, but i wish they would have used an actor's voice because the recorded voice was distructing because he sounded like he had a cold. ...more info
  • Guru to the MBAs, false prophet to the working grunt
    He has his bits of general good advise, but nothing really wildly new except his enthusiam in regurgitating it. However, many of his philosophies seem like simplitic generalizations from the executive 30,000ft level. It's easy to come off like a fearless leader, full of direction, when it's other 'human resources' below you're squeezing like lemons for the needed juice of 'change', 'cost reductions', etc. He doesn't get into details of actually getting it done too much, which is typical of these high-power executive types. Doesn't sound like somebody who's really acquainted with the bloody, dirty nuts-and-bolts details of the low-level grunt world. His piece on dealing with Communist China is exemplary of this: why, we'll just re-invent ourselves perpetually to always be ahead of them... right! His point of view is that of Julius Cesar high up in his emperor's stand, whereas life looks a lot different if you're one of the gladiators or christians down in the sand waiting for his thumb signal!

    ...more info
  • Disappointed in the end
    Excellent book until I finished the work-life balance chapter... Please correct me if I am wrong, but what I read was, it is okay to lie to your people or trick them into coming to work for you... and that everyone knows company literature is not based on real culture, facts and beliefs...
    ...more info
  • Good Book...I've read better...I've read worse
    This is a decent book. I had to stop and ponder on a lot of the points he made and how it could be applied in my own business to which it has helped in one degree or another. As far as any negative reviews about the book, perhaps there was a bit too much fluff and not enough substance. In regards to all the negative reviews that have been written about this book, a quick search on Amazon of virtually any book will yield both 5 and 1 star reviews. It is all relative, I don't believe there are trully any business, management, self-help-type books honestly deserving of 5 stars....more info
  • a management bible-second testimony
    After long times of management career Mr. Welch, simply and briefly gives some tips for a successful business environment,hence; it is not an "that`s it book" Most of the styles of management can`t be applied to international and oversees company cultures....more info
  • Insight in Welch
    Welch was and probably is a great leader. Unfortunately, doing things well often doesn't not translate into teaching them well. Sometimes, even the opposite is true. Welch grants access to a great deal of his own thinking and the perspective he brought to his leadership in his book "Winning". Unfortunately, the program he prescribes in the book never gets any deeper into an organization's workings than the corner office. The book is laden with black and white adages, many of which come off as a bit strident. "The first E is positive energy" and other similar edicts really don't exactly illuminate what to do as a leader. It would be interesting to know what the experience was of working under this man (better yet, even multiple tiers under him). But that insight is not forthcoming in this book. So as a sort of intellectual autobiography, the book is fascinating. As a manual for actually winning in business it is far less useful or interesting.

    Amie Devero, Author of Powered by Principle: Using Core Values to Build World-Class Organizations...more info
  • Winning
    This is the best business book on the shelf. Organizations should make this required reading for all managers and employees....more info
  • Inspiring Management Book
    If you are looking for ways to win in your workplace, you'll have to do more than read this book. But if you want some simple, yet powerful and proven management practices, this is the book for you. I also recommend Eightstorm: 8-Step Brainstorming for Innovative Managers, as a dessert after consuming this 'Winning' main-course....more info
  • Unintended Usefulness of this for an Outsider
    I am retired teacher of English literature etc. I could not possibly have been good or expert in the world of business, commerce, management, etc. But this book was a marvelous armchair tour of that whole unknown world. Actually a world whose expertise I respect--but I do not regret that I missed its rat-race. Indeed, who would want to enter fast-track Business as presented here--except to (A) amass enough money to retire from it early (and do more integral things in life?), while along the way to (B) have an outlet for one's military and sportive instincts: "how to win and cream the competition by going all-out." Even though at the end of the day, what integral results of true value?........more info