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Jack Welch, at GE had set a new benchmark for his peers from corporate world. Jack Welch was the only son of an Irish American rail road conductor in Salem ,Massachusetts(USA),who joined GE in 1960, as a fresh junior engineer after completing his PhD Programme. Though he was earning $10,500 per year as salary package at 24, he wanted to earn $30,000 by 30 and began thinking of becoming CEO of GE one day in mid -40s. In fact, Jack had put his mind, heart and his gut into the 40 plus years of service at GE and had created the greatest people factory in the world, a learning enterprise with a boundary less culture.Jack wanted GE to become “the most competitive enterprise on Earth”. His objective was to put a small company spirit in a big company body to build an organization out of an old line industrial company that would be more high-spirited, more adaptable and more agile than companies that are one fifth of GE’s size. Jack was so optimistic about his own ambitions that he actually wrote in 1973, in his performance review column about his long range career objective, to become CEO of GE. GE was a $25 billion corporation, earning $1.5 billion a year, with 404,000 employees. It had a triple –A balance sheet and its products and services permeated almost every part of the GNP, from toasters to power plants. His ultimate winning mantra was to be “No #1 or No.#2” in their markets of business. Jack had his clear cut strategy: Three circle concept. He divided his business into three categories: core manufacturing, technology and services, representing three circles. Any business outside the circles would be fixed, sold or closed. He believed in the best. He wanted to create a first-class place where people could stay, work and interact. Jack Welch introduced key initiatives- in services, six sigma and e-business, which ultimately transformed one GE business to another around the globe. One of the best practices, which Jack introduced in GE was “ Vitality Curve”, based on differentiation of its employees in “top 20”, “the vital 70” and “the bottom 10” categories. The under performer had to go.Such differentiation finally gave A,B and C players. The ‘A’s are people who are filled with passion. The ‘B’s are the heart of the company and are critical to its operational success, and finally, ‘C’ players are the one who cannot get the job done. Hence don’t waste time on them , was Jack’s belief. Thus Jack,who had a vision and foresightedness to uplift GE to scale new heights and became iconic in American corporate world.