và nhân viên của công ty không phù hợp vào một trong các vòng tròn biết rằng GE tương lai của họ đã được hạn chế tốt nhất. Tất cả các công ty bên ngoài vòng tròn sẽ được cố định, đóng cửa, hoặc bán. Ba Circles chiến lược quan trọng bởi vì nó đã tập trung vào một công ty cần một trọng tâm chiến lược. | 188 THE JACK WELCH LEXICON OF LEADERSHIP and employees of companies not fitting into one of the circles knew that their GE future was limited at best. All companies outside the circles would be fixed closed or sold. The Three Circles strategy was significant because it gave focus to a company that was in dire need of a strategic focus. The company seemed to be in everything causing critics to call GE a conglomerate. The Three Circles strategy was an important step in remaking GE into a global competitor see Hardware Phase . Mistakes per Million The maximum number of defects allowed as measured by Six Sigma. By achieving this goal a company produces error-free products percent of the time. THE JACK WELCH LEXICON OF LEADERSHIP 189 Transform Relationships What Welch has said will happen as a result of the Internet. The GE CEO said that both customer and supplier relationships will be enhanced in the new digital world as both will enjoy the fruits of productivity gains brought on by the new communication medium. Transformational Leader Framework The change paradigm that helped GE transform itself from a hierarchical bureaucracy into one of the world s most competitive companies. The change model consisted of three acts awakening envisioning and rearchitecting. Tree Diagram Another tool in the Six Sigma movement it is a graphical depiction of a broad goal that is mapped out into layers of detailed actions. A tree diagram can help link broad features and satisfaction components to specific characteristics and requirements. Trust An important component of Welch s software phase. Welch s vision for GE always included an open trusting environment in which everyone feels free to contribute new ideas. Once Welch established trust in the company with his WorkOut initiative GE became a more open place. After WorkOut employees felt free to speak out which helped break down the boundaries that had existed for years. Once bound-arylessness was in place the stage was .
