Jack Welch creates the new way to give an energy to do the reformation from the past time condition. The idea to change way and to give a new energy are having goal how to boost organization getting progress a step ahead and give emotional energy to staff to give the space for growing up of ideas, the ideas about product and service, the idea about customer and organization. The new way of organization it could hope exist throughout the challenge of time.

In the way of doing change, a manager could do the action to use his mind, feeling and motivation to do everything. A manager could do his job as a conductor he does the better thing than just make a calculation. To do a chance, General Electric used to Analytic Tools to take a view on seeing about the intellectual capabilities, motivation capabilities, and motivation to take a risk.

Jack Welch creates the work-out program, where the division head listen to: ideas and critics from their staff. And the division head comes to their staff bringing the answer. It’s good strategy creating two way communications. The staff will see the working of their boss leadership and managerial. Now your credibility as manager will be testing on your leadership, vision and mission as a manager.

For Jack Welch the revolution is talking about the leadership to all people to make a better world, to create again a big company for one department in the company, or the public sector institution such as school or hospital. Jack Welch is a rich man by the future vision on the big ideas. The change is influence all living levels. The living goes dynamic and every one could do adopting into change. The change is a challenge and the change is opportunity to use.

To be a manager you should have a vision about marketing strategy. The marketing strategy brings a company to get the profit and also exist in the competition of market. The marketing strategy will go to be the mortal combat.

The idea is very important to use changing organization, idea about norms and strategy, idea about practice to increase, idea to a little thing and idea for the big changing.

Type 1: shares our values; makes the

numbers — sky’s the limit!

Type 2: shares the values; misses the

numbers — typically, another chance, or

two.

Type 3: doesn’t share the values; doesn’t

make the numbers — gone.

Type 4 is the toughest call of all: the manager who

doesn’t share the values, but delivers the numbers. This

type is the toughest to part with because organizations

always want to deliver and to let someone go who gets

the job done is yet another unnatural act. But we have to

remove these Type 4s because they have the power, by

themselves, to destroy the open, informal, trust-based

culture we need to win today and tomorrow.

We made our leap forward when we began removing our

Type 4 managers and making it clear to the entire company

why they were asked to leave — not for the usual “personal

reasons” or “to pursue other opportunities,” but for not

sharing our values. Until an organization develops the

courage to do this, people will never have full confidence that

these soft values are truly real.