
The notes stay with the company history and the life facts they record, and they stop before a later table of terms.
The notes take up Jack Welch’s Jack: Straight from the Gut, the book they read under its Korean title, Endless Challenge and Courage. General Electric, they write, began in 1878, after Edison invented the incandescent lamp, as a firm founded to turn that invention into a commercial product. It then widened into many fields and has contended, in the standing they record, for the lead in household appliances, finance, power equipment, aircraft engines, medical devices, and a broadcast network.
In 1981, when a young Jack Welch became CEO, GE was still thick with bureaucracy and held to a complacent corporate culture. Through large-scale restructuring and the spread of a more flexible organizational culture, they write, he turned the firm into a quicker, more elastic company.
The result, as they put the figures, was this: the company’s value, which had stood at twelve billion dollars in the early 1980s, rose during the roughly twenty years of his tenure to four hundred and fifty billion — some forty times.
The notes then turn from the firm to the man. He was born on 19 November 1935 in Peabody, Massachusetts. His parents were of Irish descent, and second-generation Americans.
His father, they write, spent his life as a conductor on the commuter train that ran between Newburyport and Boston. The raising of their only son, Jack Welch, was taken on by his mother.
In 1977, on being promoted to an executive post in a GE affiliate, he began to work at headquarters. From 1984, they write, he introduced new changes. The notes leave the subject there, before a later table of terms. The same Korean report, in a longer form, is on CampusDown.
Last updated 15 November 2026
General Electric, they write, began in 1878, after Edison invented the incandescent lamp, as a firm founded to turn that invention into a commercial product. It then widened into many fields, and has contended, in the standing they record, for the lead in household appliances, finance, power equipment, aircraft engines, medical devices, and a broadcast network.
In 1981, when a young Jack Welch became CEO, GE was still thick with bureaucracy and held to a complacent corporate culture. Through large-scale restructuring and a more flexible organizational culture, they write, he turned GE into a quicker, more elastic firm. The company’s value, which had stood at twelve billion dollars in the early 1980s, rose during his roughly twenty years in office to four hundred and fifty billion — some forty times, as they put the figures.
He was born on 19 November 1935 in Peabody, Massachusetts. His parents were of Irish descent, second-generation Americans. His father spent his life as a conductor on the commuter train between Newburyport and Boston; it was his mother who took charge of raising their only son. In 1977, on being promoted to an executive post in a GE affiliate, he began to work at headquarters. From 1984, they write, he introduced new changes. The notes stop before a later table of terms.
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