General Electric

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General Electric

“O’Boyle has researched and written a monumental book that must be mandatory reading for all CEOs and any individual concerned with business ethics.” –The Philadelphia Inquirer

“Superb . . . a spirited study of General Electric, and of it is once in a while brilliant, occasionally bungling, but always remorseless boss, Jack Welch.”                        

–Chicago Sun-Times

With convincing passion and meticulous research, Thomas F. O’Boyle explores the forces behind General Electric’s rise to the top of Wall Street, questioning if GE, with chief executive officer Jack Welch at the helm, is still “bringing good things to life.”        Welch–explosive, profit-hungry, and pragmatic–catapulted GE’s stocks to the top, up 1,155 percent from 1982 to 1997. O’Boyle argues that these awful results have come only with the heavy price of employees’ lives, blighted underneath the tyranny of “Neutron Jack” Welch, so named for his bomb-like capacity to eliminate staff without disturbing surrounding operations. During Welch’s reign, hard-nosed success tactics–unblinking downsizing, remorseless acquisition negotiations, and the virtual abandonment of formulating in favor of the more glamorous amusement and financial services industries–coexist with scandals like price-fixing, pollution, and defense contract fraud. Sure to spark controversy, this gripping, comprehensive account begs the dandier question: Is Jack Welch’s GE a model company for business in the next century, or is it time to modify the way the world does business?

“Smoothly written and exhaustively researched.” –USA Today

“This book makes a priceless contribution to our understanding of corporate America. . . . Thomas F. O’Boyle persuades you that GE–Jack Welch’s GE–brings bad things to life. In abundance.”         –Washington Monthly

O’Boyle, an editor at the Pittsburgh Post-Gazette, holds Welch personally responsible for respective scandals over the years at a good deal of of GE’s multifarious appendages, from contract fraud in it is defense business (later sold) to faked crash tests of GM trucks on Dateline NBC. Welch’s single-minded devotion to winning drives his subordinates to cut corners, O’Boyle suggests, even though the author offers little proof to implicate Welch in these or other lapses by a few of GE’s 276,000 employees.

O’Boyle is genuinely more fascinated in nailing Welch for numerous of America’s social problems. He believes that mass layoffs at GE in the 1980s made downsizing fashionable. GE’s success in improving share holders encouraged other corporations to curry favor with Wall Street while ignoring their affect on the rest of society. The results have been catastrophic for a lot of families and communities. So even in good times, American workers are plagued by a sense of insecurity. O’Boyle implies that Welch’s pernicious influence may be seen in the divorce rate and even in the paranoia that formulated the bombing of the Tulsa federal building.

Yet O’Boyle is not a class warrior or know-nothing populist. He recognizes that the drive and ruthlessness of persons like Jack Welch have saved America from the economic stagnation of a Germany or Japan. Thorough in it is reporting and finely written, At Any Cost is a plea for a kinder and gentler corporate capitalism, one mindful of it is social consequences. O’Boyle does not have all the answers, but he raises indispensable questions. –Barry Mitzman

From Publishers WeeklyWelch, who became CEO of GE in 1981, has been upheld by a great deal of as the quintessential corporate chieftain, a reputation he gained by regularly increasing GE’s sales, net income and stock price. But O’Boyle argues in this scathing examination of Welch’s tenure to date that GE’s growth has come with a heavy price?especially to the company’s employees. According to O’Boyle, an 11-year veteran of the Wall Street Journal and presently assistant managing editor of the Pittsburgh Post-Gazette, Welch compares business with war: any tactic is permissible as long as it leads to higher profits. This philosophy, O’Boyle explains, was used to warrant Welch’s rounds of downsizing as well as his demands that all GE division managing directors meet quarterly financial targets or peril being fired. In such an atmosphere, the author contends, it isn’t surprising that Welch’s GE has been implicated in scandal and questionable business practices, such as the company’s role in the price-fixing of industrial diamonds with DeBeers, the falsification of profits at one-time GE subsidiary Kidder Peabody and GE executives’ involvement in defense contract fraud (known as the Dotan affair). O’Boyle describes the remorseless way GE fought whistle-blowers who exposed, among other things, GE’s repeated violations of Nuclear Regulatory Commission rules in it is nuclear plants. Ultimately, O’Boyle believes that GE and Welch will be footnotes equated to visionary companies such as Motorola, Intel and Microsoft. Pictures not seen by PW. 75,000 original printing.
Copyright 1998 Reed Business Information, Inc.

From BooklistWhen one thinks regarding General Electric in the 1980s, the word downsizing comes to mind. Downsizing has become very common, but for one of America’s greatest companies, it was shocking, to say the least, as CEO Welch sought to expunge the word loyalty from the corporate vocabulary. O’Boyle’s study of Welch is loaded with contradictions, acknowledging the business community’s assessment of him as “decisive” while at the same time pointing out his focus on more short-term goals at the expense of loyal laborers and more low-key, long-term customers. It is hard not to see Welch as the quintessential 1980s and 1990s CEO: his ruthlessness (employing Prussian military proficiencies in his pursuit of profit), his disloyalty to communities (slicing jobs in Schenectady and elsewhere to the bone), and his selling missteps (mistakenly permitting company exercises to be opened up to public scrutiny by putting faulty refrigerators on the market). A well-researched, in-depth look at the personality of a driven man and how his company came to reflect his best and worst qualities. Joe Collins

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Most helpful client reviews

37 of 42 persons found the following review helpful.
GE”s Sad Affair With Downsizing-Frank Jakubowicz
By Robert F. Jakubowicz
When GE’s massive downsizing took place in Pittsfield, MA, I was a frustrrated local official attempting to find out what was going on. GE officials furnished little information. Eventually it was thought the GE will have to have done it to plainly stay competitory in the new global economy. Thomas O’Boyle furnishes the answer. The layoffs and plant closings were Jack Welch’s idea of a corporate revolution. He was at the cutting edge of a major business doctrine which discarded post-WW II corporate paternalism in favor of downsizing chic. Layoffs and plant closings, formerly the last choices of businesses in trouble, became fashionable fiist choices in the pursuit of higher profits. Welch, according to O’Boyle, formulated a work place of purposeful occupation insecurity. The earnings outcome mattered more than people. GE managing directors had to hit a home run to be number one in profits or they were out. This quest to be number one, wrote O’Boyle, was a major reason for GE, as one of the Pentagon’s 100 biggest defense contractors, to become the leading corporate criminal in cheating the government to show more spectacular profits. GE could have remained in my city and stayed competitory in comsumer electronic products, but the profits would not have been high sufficient for Welch’s quest to be number one. My city is a long way from recovering from the economic blow of losing with regards to 9, 000 GE jobs. I take severe issue with such revewiers as NY Times, Roger Lowenstein that O;Boyle is wrong and that , “America has reaped a huge dividend (from the layoffs and plant closings): the added goods and services that GE’s former workers bestow in other lines of work” Mr. Lwenstein will have to come to my city to see how wrong he is. Unfortunately GE’s corporate exercises are now the standard for business in this country. And so long as GE’s and other share holders are happy with their returns on a surging stock market these corporate exercises will continue. However, O’Boyle has shown the bad effects of this corporate exercise and one has to hope that hope that in the end a great deal of corporate leaders, and there are galore according to O’Boyle, who will commence to realize they have a responsibility to their workers and the community and not only stockholders. O’Boyle raises the interesting question of who will follow Welch soon as the new CEO at GE and more significantly what will be his management style. GE does not have to be number one in profits. It may and must show the way in leading us back to a corporate world of responsibiltiy for it is laborers and the communities it does business in. I hope the next GE leader takes O’Boyle’s book badly and tries to remedy the bad employee and communtiy exercises of Welch

51 of 62 humans found the following review helpful.
It is easy to look rich when you do not pay all the bills.
By B. King
The public sensing of Jack Welch’s tenure at General Electric has been that he concentered business effort on his company’s core competencies, and thence rewarded the long term stockholder with outstanding financial returns. Tom O’Boyle peers behind the curtain to disclose the darker side of Wizard Welch and his disastrous tenure at one of America’s great industrial treasures. Yes, Welch increased GE’s stock value; but Welch did it with a draconian management style that failed to compensate all of the bills along the way. It is easy to look rich when you don’t compensate your bills.

O’Boyle identifies some of the unpaid bills, including:

1) The humane cost of GE’s massive layoffs througout the 1980′s. Welch embraced and principally extrapolated the “layoff” approach to business: lay off bodies, save money, show more profit. But for each dollar the company profited, others lost. Much of the cost of the layoffs fell on individuals, families and communities that saw jobs at US-based GE operations vanish. This caused untold hardship to both families and governments, which had to rebuild shattered lives and communities. Not all survived, literally.

2) Welch took a rich and deep GE culture of exploration and development into technical fields, and utterly gutted it. GE’s R&D abilities formerly covered a spectrum from steam turbines to appliances to jet engines to railway locomotives. Under Welch, GE’s R&D arm became so weak and atrophied that the company’s product lines lost the once commanding technical lead they formerly enjoyed. The company’s future is betrayed. (Not satisfied with plainly gutting GE’s R&D, Welch purchased RCA and stripped it is summations as well. Only NBC television remains in the GE fold as a major, former-RCA asset. Shockingly, NBC spends more each year to broadcast basketball games than GE spends on R&D. It is so sad, when you think that the only man-made object ever to leave the solar system, Voyager spacecraft, carries a camera that bears the RCA logo.)

3) GE’s continuing failure to clean up the PCB’s and radioactivity it has left behind in it is numerous manufacturing operations; while at the same time making a business unit out of cleaning up PCB’s and other pollution for other customers. The unpaid bills likewise do not include the humans who stay afflicted with industrial sicknesses from their exposure to chemicals in the GE workplaces over the years.

These are just a few of the topics. The book is profound, and will shock the unitiated. O’Boyle is a historian of American industrial history. He takes the reader on a trip through time, from the laboratories of Edison; to the early workshops of Ford; to the mills of Carnegie; to Tom Watson’s IBM; to Rickover’s nuclear navy; and so much more.

O’Boyle expended eleven years with the Wall Street Journal, and he knows how to dig out the story and tell it in the best journalistic style. Also, as the notes reveal, O’Boyle has met and talked with a great deal of of the luminaries and leaders of American and European industry of this era. O’Boyle has captured the essence of an American tragedy, which was GE’s abandonment of it is research-oriented, formulating bequest to satisfy the ego of one man.

Jack Welch started at GE retail plastics, and he has become his own product. It seems that Jack Welch, who came into control of one of the nation’s biggest industrial enterprises, genuinely wanted only to run a credit card company as his life’s ambition. Today he has his wish, but the nation has lost.

9 of 11 people found the following review helpful.
Guidance from On High?
By A
Is the most profitable and valuable US company spiritually dead? That seems to be Thomas O’Boyle’s thesis in “At Any Cost.” His riveting book is the original that I have read which chronicles the dark side of Jack Welch’s restructuring of the General Electric Company. In an introductory note, O’Boyle expresses regret that Welch and other executives “were unwilling to be interviewed” or to respond to his severe attempts to solicit their remarks to issues and worries raised in his book. His note is to explain the exceedingly negative views of Welch and GE that O’Boyle gleaned from mountains of court and government records and from consultations with restructuring and down-sizing loosers. Predictably, corporate and business reviews dismiss the book as “muckraking.” It is also predictable, however, that this book will have an affect on the eventual substitute of Welch and re-restructuring of GE.

Although O’Boyle closes his book speaking of Welch and GE in the past tense, I believe that his goal to be attained is to help. If O’Boyle and Welch haven’t, I urge these Irish-Catholic gentlemen to read “The Spirit of Democratic Capitalism” by Michael Novak, a leading Catholic theologian. I am not a student of such matters, but Novak’s and O’Boyle’s books arrived on my bedstand almost simultaneously as result of utterly unrelated activities. The possibleness that this confluence of books was ordained prompts me to portion my observations.

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