Jack Welch And The Motivation Of - Sstawski

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The University of ChicagoGraduate School of BusinessJack WelchAnd the Motivation of.Bus 399-81Power & PoliticsProf. Richard LarrickMichael DulbergJudson PaschenSteven SprindisSacha Stawski

Michael DulbergJudson PaschenSteven SprindisSacha StawskiTABLE OF CONTENTSTABLE OF CONTENTS1MAIN BODY OF ANALYSISHypothesisIntroductionGoals and usion2236101314APPENDIX / ATTACHMENTSAppendix 1 - GE - The companyAppendix 2 - GE's Business PortfolioAppendix 3 - GE ValuesAppendix 4 - Work-Out - GE's Culture of LearningAppendix 5 - Extract from the 1996 Letter to Share Owners on Six SigmaAppendix 6 - GE Growth ModelAppendix 7 - The Performance StoryAppendix 8 - The Human StoryAppendix 9 - Changes in GE's Business Portfolio between 1981 and 1992Appendix 10 - The GE Transformation & Earning Profile with Cost ReductionsAppendix 11 - GE Organization 1981Appendix 12 - GE Organization 1992Appendix 13 - GE Organization 199316171819202122232425262728Bibliography291

Michael DulbergJudson PaschenSteven SprindisSacha StawskiHypothesisJack Welch has made General Electric Corporation (GE) into one of the world’s most successful companies.Through the use of goal setting, empowerment, and communication Welch transformed a complacent behemothinto an energized company ready to face world competition. Through an analysis of the techniques employed byWelch one can gain a better understanding of how to motivate outstanding performance in any organization.IntroductionWhen Jack Welch became CEO of GE in 1981, he set out to reenergize one of America’s largest companies (seeAppendix for GE company and product background information). Through a revision of GE’s mission and values(see Appendix), Jack Welch grew GE from a 24 billion company to into a 74 billion company, ready to facecompetitors and future challenges. Welch realigned goals and motivation, forcing managers to stretch to previouslyunknown limits. Any company not number one or two in their industry was divested or closed and though sometimesperceived to be a destroyer, he restructured GE into one of the world’s most staid corporations (see appendix for adetailed outline of the human story, the performance and divestiture/acquisitions story).Jack Welch’s management and motivation approach included three main areas:1.) Goal setting and preparing the company on a corporate level for its competitive challenges;2.) Empowering employees at all levels of the organization; and3.) Communicating his new goals and visions through the entire organization, using such tools as extensive training0programs, newly formed teams and 360 review processes.Different aspects of Jack Welch’s management tactics, in terms of motivating employees to bring about change,can be compared and contrasted with some of the cases analyzed during this quarter.These includeempowerment tactics used by Anita Roddick; “de-powerment” tactics used by Lyndon Johnson (LBJ); a reduction ofbureaucracy and secrecy, as well as an opening of communication channels, such as advocated by Kissinger;issues related to benefiting millions at the cost of thousands and acting for the achievement of some greater “good”,as discussed as part of the Robert Moses case; and communication and mass motivation issues as discussed inthe Xerox cases. Some of Welch’s other tactics can be directly related to topics discussed by Pfeffer, Cialdini and2

Michael DulbergJudson PaschenSteven SprindisSacha Stawskiothers, includingwherebyGE employeesan analysiswere givenof resources,an over-reachingsources stretch-goalof power, allies,and permittedlocationstowithindo whatevercommunicationit took to networks,reach thereciprocation,target.He wasformalableauthority,to demonstratereputation,the andsuccessperformanceof “planfulny. Welch set company wide goals, as well as specific performance objectivesfor individual companies and divisions. He often supplemented his goal setting by creating a sense of competitionwithin the organization, as well as against all competitors.Early on in Jack Welch’s career with GE, he exercised the use of goals and competition to drive above averageperformance. In 1968, at the age of thirty-three, Welch was promoted to the position of General Manager of GE’sLEXAN and NORYL plastics lines. His goal was to convince the market that both Lexan and Noryl could be used asreplacements for more traditional materials such as steel or glass.Typical GE protocol would have been toseparate the two lines and to position each for different markets so that no sales-territory-overlaps occurred.Bucking the old protocol, Welch told each group of sales people to attack the entire market and compete head-tohead. The strategy worked well for all parties. With Welch at the helm, GE Plastics earnings grew at 34% annually,compounded revenues in 1991 reached 4.7 billion and employees felt they were part of a winning, competitiveteam.Similarly, in 1980, when Jack Welch was elected to the position of CEO for GE, he continued his competitivestrategy to motivate performance in business units by requiring them achieve either number one or number twostatus in terms of market share in their respective fields. Many of GE’s businesses were already number one ofnumber two in their market areas and yet Welch and his management team continued to set goals, which would notonly keep them in those positions, but which would further grow their lead.Constantly striving to stay ahead of his competitors stokes Welch’s competitive fires. To achieve GE’s leadershipposition and to drive constant growth, Welch required goals and stretch-goals to be set throughout the organization.thHis stretch-goal philosophy developed from his readings of Johannes von Moltke, a 19 century Prussian generalwho outlined strategy as something with a simple, far reaching set of goals which could be achieved through adynamic organization not limited by strike guidelines. Welch preached a philosophy he called “planful opportunism,”3

Michael DulbergJudson PaschenSteven SprindisSacha Stawskiwhereby GE employees were given an over-reaching stretch-goal and permitted to do whatever it took to reach thetarget. He was able to demonstrate the success of “planful opportunism” with the expansion of LEXAN into theworld market. In the early 70’s LEXAN was only produced and marketed in the U.S. Welch created a stretch-goalof dramatically expanding LEXAN’s sales into the world market. He secured the necessary 55 million funding tobuild a plant in Holland and soon thereafter succeeded in growing global sales significantly. The stretch-goalsucceeded, and in 1977 GE generated 26% of its revenues overseas. Not only has Jack Welch demonstrated“planful opportunism”, but many of his senior leaders have chosen to adhere to the same philosophy.Welch continued to use stretch goals to drive performance throughout the company. In one instance, Welchchallenged John Trani, the head of GE's Milwaukee based GEMS unit, to increase production speed by a factor offive. Trani's pursuit of this goal, while never quite reaching it, resulted in strong growth in both production and sales.In another example, Welch required the newly hired head of productivity, William Sheeran, to achieve 5% annualproductivity. Sheeran never attained the lofty goal, however his efforts resulted in increasing productivity to over2%. Finally, Welch used the same technique in an effort to improve product quality. Welch introduced GE to SixSigma, a defect reduction program. GE had been operating at 3.5 sigmas, but that wasn't enough for Welch, hewanted six sigmas (nearly twice the national standard). (See Appendix for additional information on quality and SixSigma). In all these cases, Welch consistently set far reaching goals in an attempt to move the company in hedirection he wanted. While not all goals may be reached, Welch reinforced the notion that advancing towards thosegoals was still considered success and rewarded managers accordingly1.Another way of looking at Jack Welch’s attitude towards management and motivation in terms of goal setting maybe compared to what is often referred to as “the boiling frog syndrome”. When a frog is placed in a pot of water inwhich the heat is slowly turned up, it will not recognize the rising temperate, remain complacent and eventually boilto death. Analogously, Welch sees GE as being the frog placed in the world pot of water. The water temperaturearound GE is slowing rising and GE is getting hotter. If GE does not react to the temperature increases related tocompetition, it will boil to death as does the frog. If GE leads the market however, throws itself right into the pot ofboiling water, it will jump right back out, just like a frog would do, if thrown directly into a pot of boiling water. While1“With the push for quality has come a new warrior class within the company: Green Belts, Black Belts and Master Black Belts– the new management samurai of global competition If you don’t have a belt, you won’t get promoted [and] Welch hastied 40 percent of each manager’s bonus to progress toward quality results.”4

Michael DulbergJudson PaschenSteven SprindisSacha Stawskiothers maycontrolstimulateworkers,individualssit andbutwaitinsteadto complacently,constructivelyto ssescharacterizedheat riseandaroundpromotethisthem,as acreatingmoreJack motivatedWelcha llGEWorkrightininto mployeesshockingmeetingstheweresystemwhereself otivated ccountabilitygoals.was enforced.“The people with whom I have been associated have worked hard, enjoyed it more, although not pectfromaccomplishingmorethan et.Employeeshavereceivedsatisfactionof beingair theirWhen Welchbecametheend,of GEhe foundthatthe companywas stilltheorganizedthe wayit hadablebeentowhenGE2possible.”concerns,whilethe thecompanybenefitedfrom insightsin the byWork-Out.Under Jackwas foundednearturn ofhasthegreatlycentury.Specifically,it was sharedrepresentedan overwhelmingnineWelch,layersGEofWelch realized that he could motivate higher levels of performance by setting goals that were much higher than theStretchbeganto realizethat thehumanare thenotGoalmachinesthat eachpersonthe potentialto enhancemanagementbetweenshopbeingsfloor andCEO.This andbureaucracyleadto an hasunresponsive,inwardfocusedNormal Goalmanagers would have set for themselves. These “stretch-goals” often caused the managers to outperform theirproductivity.Knowinghow tofounduse thisresourcecanonly give the withcompanya competitiveedge,it canmake eachcompany whoseemployeesgreatdifficultyin notcommunicatingone another.In fact,if GE’smassivecostBoriginal targets. The phenomenon that helped increase performance was the “slope of satisfaction” joined withemployeefeel moreimportant inrestructured,the productionprocessand thusthatmorestructure wasnot dramaticallyanalystsprojectedGEmotivated.would become unprofitable by the end ofAinternal competition focussed on gaining a leadership position in world markets.1982 (See Earnings Profile – With Cost Reductions diagram in appendix).Start4“The only way to be more competitive was to engage every mind in the organization” “We hired the arms5and backs and legs of people for years, and we never knew the brains came for free.”The slope of satisfaction (pictured in the diagram below) refers to the incremental level of satisfaction a personWelch addressed this issue by eliminating whole layers of management (see appendix for 1981, 1992 &1993“We proved that productivity is not a matter of cut and burn. It has nothing to do with whips and chains. It’sgains fora eachadditionalunit ofefforttowardsa goal. The slopeincreasesas theyoupersonapproachesgoal.neverending processthat’sbasedon empowerment.It’s bottomwhathappensget movingpeopleexcitedtheandSlopeof satisfaction:a personstartstowardhis goaltheleftandendwhenof the curveorganizationalcharts), consolidatingoverlappingjobsand atbusinessunits,forcingemployeesat upwardevery level toto6aboutfindingsolutionstotheirproblems.”the right toward the stretch goal. The slope of satisfaction can be demonstrated by noting that the level ofTherefore, as a person gets close to reaching a goal he is more motivated to try to close the gap between thesatisfaction(distancetheownY axis)points wasA andis equal tonecessarythe level ofsatisfactionpointtake moreresponsibilityforontheirwork.betweenIf somethingnotBabsolutelytheyeliminatedbetweenit (very muchB and the Normal Goal. However, the effort exerted (distance on the x axis) to get from point A to B is muchcurrent level of performanceand thetarget. Furthermore,he is employeeslikely to continuestrivingfor the goalbecause ltsand thecompany.Anofgreaterdidthanto get Restaurant”).from pointB toforthetheNormalGoal.Therefore,as a persongetsanalysiscloseralike Xeroxin the“Dining atexertedthe a toandgoal the incremental satisfaction increases for each additional unit of effort. This helps drive a person to reachincremental satisfactiongained isstrategythoughthighlightsto be worthadditionaleffort. However,if thegoalwhenis seeminglyempowermentas a managementthe thepotentialimprovementsthat can bemadeyou takehis goals.eliminatedunnecessary reports. In the past, it had not been unusual for business managers to request daily reportsunachievable,likelihoodthe ideaspersonor completingtheistaskRelief and stressoftenfull advantage theof thethoughtsofandof undertakingall employees.The followinga listisofreduced.ways empowermentcan benefitthat contained so much detail that the reports often produced a 12-foot high stack of paper. The sheer mass ofaccompanygoal setting. Relief is felt if the goal is achieved, but stress is encountered while trying to reach the goalanorganization:detailed information made a mastery of the details impossible thereby 3rendering the information relatively useless.Welch played upon these emotions in the application of his goal setting . Because Welch set such extreme stretchor if the goal is not reached.In the plantequipmentoperators becameresponsiblefor employeesthe quality theof theirownresponsibilitywork, reducingthe need for1. neededByempoweringan organizationgivesultimatefor theirgoals, heto incent people,effort towardthese seeminglyunattainable targets.He rewarded peopleby givingown work. If they share the company’s goals, they do not need much supervision. Cost will beinspectors. Ineffect,andemployeesgiven the abilityto eliminatethose aspects of their job that were uses if theymade greatprogresstowards thewillgoals,evenunnecessary.if they did not reach them. This succeeded in driving2. Employees become motivated to perform their jobs optimally. The old managerial habit ofand thus unnecessary.An importantaspectof this hasbeen theWork-Out,openedthe ofcommunicationimposingpeoplegoalshas heirpeople to workbeyondideastheironoriginalandresulteven ofif theydidthosenot reachstretchgoals Welchoftenrecognizedvitality. When a person develops his own ideas for how the work should be done, he will takechannels necessaryto leto the training campsownershipof hisworkandwill em for superiorperformance.Employeesthateventhey oftendidenthusiasm.not reach theWelchstretch goals,understood that the power of command could not get him the loyalty he sought. He strove tointroduced byXerox thein itsmindsattemptstosubordinatesreinvent itself). let them come up with the best ideas for getting theliberateof histhey still performedat theirhighestpossible level andand therefore enjoyed personal satisfaction, (as understood byjob done.Largeproductivityimprovementswill oftenaccompanyMaslow 3.in hishierarchyof needs)in their attemptsto reachthe goals.the empowerment of employees. Foryears management had assumed that they always knew the best ways to do things. TheyThe Work-Out(alsoworkerssee appendix)has beenan empowermentconceptgreatlysuccumbedfavored by toWelch.Thousandsofforcedto do thingsthe waythey wanted, sothe workersthe willsoftheir bosses and did as they were told. However, what management often overlooks is the factGE employeesopportunityget togetherand timesharetheirideas, thoughtsand doingknow-how,whilehavebuilding andthatgettheanworkers,who tospendmuch morethanmanagementactuallythe work,Empowermentgreat ideas for improving the processes and productivity of the work they are performing.fostering a Whenmore givencreativeand teamoriented atmosphere.ThecompanyWork-Outcommunicationanda chanceto implementthese ideas, thewillencouragesoften experiencelargeWhen Welch took over GE, he had a vision of creating an organization where people at all levels could be heldproductivity improvements. This point was illustrated in the Ingersoll-Rand case we ngoal beingto drive aboveaverageteam performance.By providingeach teamduringIngersoll-Randwas tryingto improvetheir grinder theysolicited theresponsible for their own work, and in the end make decisions for the betterment of their job. The goal was not toinput of all members from design to production, resulting in a revolutionary new tool design.member with the opportunity to contribute his ideas to the decision making process, Jack Welch’s hoped to3“Jack will chase you around the room, throwing arguments and objections at you Then you fight back until he lets you doTheWashingtonPost,1997,withwhatyou want --- and it’s clear you’ll doeverythingyou canto Marchmake it28,work.It’sTalkinga ritual. ManagementIt’s like signingup.”Chairman Welch 2formerGE executiveremembering being “in the box” with Jack WelchControl Your Destiny of Someone Else Will, TichyAandSherman,19935678

Michael DulbergJudson PaschenSteven SprindisSacha Stawskicontrol workers,stimulate4.individualsThe organizationbut insteadto constructivelytowillliberatebe ablechallengethem.to implementWelchtheir bossescharacterizednew ideasand fasterpromotethis andas acreatingwillmorebe motivatedmucha l WorkinCommunicationto the market. In the old GE, ideas had to be approved by many layers of management pends30%ofdiscussedhis timeonandleadershiphadto employeesbe entombedinwherefactsandresearchif they hadanychanceofbeingimplemented.Inenforced.the“he even“Boundaryless behavior” and the elimination of unnecessary communication filters are the key phrases to describenew GE, the person who comes up with the idea will have much more power and latitude toteaches a developmentprogramat Crotonvilleforbattleseniortheleadersonce a week”. “Once exclusively attended by highimplement theidea withouthaving tobureaucracy.Jack Welch’s attitude towards communication. He encourages input from every employee7, from the factory floor toEmpowermenthasaCEOtwo-wayEmployeeshavethe satisfactionofincludingbeingtowhenair hiredtheirGE executives,it hasbeenexpandedbyto receive5,000receivedGEannually,everyone8 beenWhenWelch becametheofgoalGEstreet.he Welchfoundthe companywasemployeesstillthe wayit hadablebeentheexecutivesuite . TofacilitatesettingandthatempowermentwithinGE, organizedWelch neededto establishclearlinesGEofAlthough it is difficult to measure the results of empowerment, GE believes that the success of the company in theconcerns,whilethe thecompanygreatlybenefitedinsightssharedin the byWork-Out.UnderGEas managerornearpromotedto thatrank.Everythree fromweeksso Welchchoppersoverto pitchhisJackideasto a unicationin theorganization.He realizedthat employeescometo GE withmanydifferent experiencesandfuture will prove that it was the right decision to make. The key question therefore is to find out how leaders like11Stretchbeganto realizethat them,humanbeingsare thenotGoalmachinesandthatcalledeachthe potentialto enhancegroup andthen debaterough-and-tumble,inan reaucracyleadtobackgrounds,an. hasunresponsive,inwardfocusedbackgrounds. betweenHe did notwanttofloortakeandaway fromthe Thisbenefitof those variousas muchas reshapeNormalWelch decide that empowerment is theright Goalstrategy and how they in general decide if it is the right strategy toproductivity.Knowinghow tofounduse this resourcecan notonly give the withcompanya competitiveedge,it canmake eIn fact,if GE’smassivethem withGEmanagers,philosophies.This isgreatnot tothatin hewantedworkforceof another.robots.Justactually,costhe“Newfor example,cometosayCrotonvilleaboutsix amonthsafter theirpromotions–thetimeoppositeenough forimplementat their companies.Bthemmade mistakes.They comewith projectedcritiquestheir motivated.performancefrom unprofitablesubordinatesbyand end ofemployeefeeltomoreimportantin the productionprocessand becomewants freewasthinkers.One of his restructured,objectives wasto motivatepeopleto GEthinkwouldoutsidethe boxand challengethethe statussupervisors. They learn what they’veto change. They discuss issues inA being doing wrong and promise12teams, partly so they know they’re not alone in their experience.”1982Profile –channelsWith CostReductionsdiagramappendix).have been an important tool in this regard.quo. (SeeOpenEarningscommunicationbetweenWelchand hisinemployeesStartOne way“Theto decideon this isto envision a very hierarchical organization and an empoweringorganization. Our4only way to be more competitive was to engage every mind in the organization” “We hired the arms5 open up all other ommunication,healsowantedtobacksworkand legsof peoplefor years,and wenever knewthethe abilitybrains camefree.”These channelsin bothdirections,givingemployeesto airfortheirconcerns and work towards astudies of Lyndon B. Johnson are a demonstration of a very authoritarian organization (proxy for the characteristicscommunicationchannels.The purposewas toallowlayersthose ofwhowere doing theworkto get inwithanybodyWelchaddressedthis y&1993consensusaction.They feel that“Weforprovedthat productivityishelpnot adidmatterof thecutandburn.andIt hasnothingto againdowithemployeeswhips andIt’s whatareof a hierarchicalorganization).Johnsonall ofthinkingexpectedhissubordinatesto chains.do exactlyhea nt.It’sempoweredwhat happenswhenget movingpeopleexcitedSlopeofsatisfaction:a oucurveupwardand tothatwouldhelpthem getthejobdone.peopleweretoatbetheynotbecrippledby yto6directlythe dingtosolutionsto theirthecontributingrightthegoal.slope fear,of satisfactioncanbeneed.demonstratedby notingthe levelnotoftold them.He towardmotivatedhis subordinatesthroughintimidation,andHe hired themto dothathis ointsA andis equal tonecessarythe levelofsatisfactionbetweenpointcommunication.One offorthefirstWelchdidto increasewas tocutout all managersthattake moreresponsibilitytheirwork.betweenIf tedit (very muchB andNormal Goal.However,effort exerted(distance oncompanythe x axis)fromShop.point AAnitato B Roddickis muchto thinkfor thethemselves.In contrast,antheexampleof an empoweringis esultstheemployeesand the company.Anofgreaterthantheeffortto getfrom pointBtofortheNormalTherefore,asmanagement.a subordinatesandpassedit upGoal.thelineto nnecessaryfinancialdata lieved that she could get the most out of her employees if she sold them on her vision but then encouraged freeempowermentas a management strategy highlights the potential improvements that can be made when you takegoals.hisusedto goingdirectly to reports.the sourcewhenhewantedquestionanswered,so he didnot want9 iteliminatedunnecessaryIn thepast,hadhasnota donebeenunusualfor inbusinessmanagersto middlerequestmanagementdailyreports. Heeverythinghis powerto communicatedirectlywithcandidly, evenwhen doing so maysting”thinking within the organization. The result of her philosophy is a group of very happy and motivated employees andfull advantage of the thoughts and ideas of all employees. The following is a list of ways empowerment can benefitstandingin the sowaymuchof suchdirectByproducedgaining sucha greatdealof accessto ation.the reportsoftena 12-foothighstackofThe withsubordinatesasoften aspossibleandpaper.participatingin theWorka creative and customer focused organization. Though Lyndon Johnson may have been successful in some terms,an organization:thecompanyemployeeshadthe abilityoftotheperformtheirjobs muchbetterrenderingand werethemotivatedby theirsuccesses.detailedinformationmadea ss.Out (previouslydiscussed).Anothercomponentof therebyWelch‘shas beenhisWelchplayed uponthese emotionsin themajorapplicationof his goalsetting3. communicationBecause Welchphilosophyset such extremestretchthere can be little doubt that, especially in today’s society, most would prefer to work for an organization such as theInthe plantequipmentoperatorsbecameresponsiblefor employeesthe quality theof theirownresponsibilitywork, reducingthe need for1.toByempoweringpeople,an organizationgivesultimatefor dto incenteffort towardthese seeminglyunattainable targets.He rewarded peopleby givingBody Shop, where employees feel that their knowledge is being leveraged and combined in the most useful way.own work. If they share the company’s goals, they do not need much supervision. Costwill be0reviewbetween ationchannelthat Welchopenedupofwasinspectors.Ineffect,given the abilityto eliminatethoseaspectstheirthejob360that wereunproductivereducedlayersof managementbecomebonuses if theymadeandgreatprogresstowards thewillgoals,evenunnecessary.if they did not reach them. This succeeded in driving2. Employees become motivated to perform their jobs optimally. The old managerial habit ofbossand unnecessary.his subordinates.Employeesspendtimedirectlywiththeir bosseswhichand aregivenveryclearinformationandthusAn osophyat o workbeyondtheironoriginalgoalsandresultevenif theydidnotreachthegoals WelchoftenrecognizedBased on this, it seems that empowerment (combined with some form of accountability and goal setting) would bevitality. When a person develops his own ideas for how the work should be done, he will takeaboutsuccessesor failuresin theiraboutwork,innovativeincluding changebeing toldif supervisorsthinktheywould betobetteroff elsewhere.channelsnecessaryto sCrotonvilleisownershipno ticipateinWelchteamof traininghisworkand willperformthat(onceworkwithenergythemfor yattendeesoften didenthusiasm.notreach thestretchbuildinggoals,the clear choice for most organizations, especially very large organizations. No matter how intelligent a businessunderstood that the power of command could not get him the loyalty he sought. He strove toEmployeesarealsoin allowedto toevaluatetheirbosses. A better understanding of job responsibilities ).exercisesandmandatestohighesttacklerealGE levelproblems.Welchusesasideasa hubforliberatetheof hissubordinatesandthemcomeup Crotonvillewiththe bestfor gettingthetheystill performedat ction,(as communicationunderstoodbyleader may be, he/she cannot plan to make all of the decisions for the company by himself/herself and still expectjob done.performance combined with the ability to be a participant in the evaluation process have been instrumental rotonville,managersthe GE goalsForand value3.Largeimprovementswill alloftenaccompanythe indoctrinatedempowermentwithof employees.Maslowin hishierarchyof needs)inattemptsto GEreachthe goals.arethat the company will be successful. Today’s leaders must learn to nurture the creativity and intelligence of theiryears management had assumed that they always knew the best ways to do things. Theymotivatingemployeesandappendix)gaining theirsupportduringperiods ofconceptmassivegr

Empowerment 6 Communication 10 Criticisms 13 Conclusion 14 APPENDIX / ATTACHMENTS _ Appendix 1 - GE - The company 16 Appendix 2 - GE's Business Portfolio 17 Appendix 3 - GE Values 18 Appendix 4 - Work-Out - GE's Culture of Learning 19 Appendix 5 - Extract

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