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书名：Winning  杰克韦尔奇：赢 
作者：Jack Welch
出版社名称：HarperCollins
出版时间：2007
语种：英文
ISBN：9780061240171
商品尺寸：10.6 x 2.4 x 17.1 cm
包装：简装
页数：372 （以实物为准）

杰克·韦尔奇管理经典，畅销十年；
代表一个时代历久弥新的传世管理之道；
畅销两百万册的经典读本
韦尔奇执掌通用电气21年管理艺术的总结与升华
赢不仅仅是“好”，而是真正“伟大的”。
巴菲特、比尔·盖茨联袂推荐：“有了《赢》，再也不需要其他管理著作了。”
在本书中，韦尔奇结合亲身管理实践及大量鲜活的案例，将其在工作与生活中“赢”的智慧倾囊相授，内容涉及商务活动的诸多层面，包括商业的要旨、企业领导的管理智慧、普通员工的求职与晋升之道，以及如何实现工作与生活的平衡。
◎切实的使命感——公司使命既要给大家一个清晰的方向，以赢得商业利益为导向，也要让人们充满壮志雄心，感觉到自己是伟大事业中的一部分；
◎公司如何才能赢？——要搞清楚自己的优势和劣势，明白自己能够在哪种竞争中赢得游戏；
◎培养领导力——在你成为领导者以前，成功只同自己的成长有关，在你成为领导者以后，成功都同别人的成长有关；
◎合适的工作——选择自己喜欢做的事情，确信与自己喜欢的人一起工作，然后全心全意地投入其中；
◎获得晋升——交出超出别人期望的业绩，拓展自己的工作范围，不要劳驾老板动用政治资本来保护你；
◎寻找平衡——在工作之外，弄清楚你想从生活中得到什么，在工作中，明白自己的老板需要什么；
◎在本书中你还能看到：由好的选手组成的队伍能赢，因此你要发现和留住好的选手；不要思虑过头，以致延误行动；不管你处在什么业务部门，都要不断与别人分享自己的学习经验；保持积极向上的态度，并要感染他人；永远不要把自己当作受害者；还有很重要的一点，那就是保持快乐。
Jack Welch knows how to win. During his forty-year career at General Electric, he led the company to year-after-year success around the globe, in multiple markets, against brutal competition. His honest, be-the-best style of management became the gold standard in business, with his relentless focus on people, teamwork, and profits. And now he has written a book that clearly lays out the answers to the most difficult questions people face both on and off the job.Winning is destined to become the bible of business for generations to come.
Anyone who has a passion for success will find Welch’s optimistic, no excuses, get-it-done mind-set riveting. Packed with personal anecdotes and written in Jack’s distinctive no b.s. voice,Winning offers deep insights, original thinking, and solutions to nuts-and-bolts problems that will change forever the way people think about work.
Review
“Manager of the Century” ——Fortune
“Now is the time.”——New York Times
“A candid and comprehensive look at how to succeed in business - for everyone from college graduates to CEOs.” ——Bill Gates, chairman, Microsoft Corporation 
 “When you talk with Jack about management, his energy and passion fill the room.”——WARREN E. BUFFETT, chairman, Berkshire Hathaway

Winning《赢》是CEO杰克•韦尔奇所有著作当中享负盛名也是畅销的一部，是其掌管通用电气21年管理智慧的精华结集。
赢，是所有人都在追求的目标——在商业竞争中赢得合作，在管理中赢得信任，在工作环境中赢得尊重，在家庭生活中赢得爱，在人生历程中赢得价值感。
在杰克·韦尔奇看来，赢不仅仅是“好”，而是真正“伟大的”。当一个公司盈利的时候，它的每一个员工也能获得长足的进步，他们拥有更多的工作和创业机会，对未来充满自信，有钱送孩子上大学，获得更好的医疗服务，退休生活也能有更好的保障。赢的结果能够惠及所有人，让世界变得更美好。
为了分享赢的智慧，杰克在书中和盘托出自己数十年的管理心得和人生智慧。他从管理的基础谈起，告诉管理者如何建立企业真正的价值观和认同感，让每个人都得到发言权和尊严。同时，从公司内部结构层面的办事流程、预算管理、员工招聘与解聘等诸多日常工作，到公司战略层面的并购扩张、创造优势等宏观问题，再到个人职业生涯层面的如何找到适合自己的工作、平衡生活与工作的矛盾等，他都逐一提出了自己独特而富有智慧的解决方案，帮助你和周围的人更从容地面对未来的挑战。
Jack Welch knows how to win. During his forty-year career at General Electric, he led the company to year-after-year success around the globe, in multiple markets, against brutal competition. His honest, be-the-best style of management became the gold standard in business, with his relentless focus on people, teamwork, and profits.
Since Welch retired in 2001 as chairman and chief executive officer of GE, he has traveled the world, speaking to more than 250,000 people and answering their questions on dozens of wide-ranging topics.
Inspired by his audiences and their hunger for straightforward guidance, Welch has written both a philosophical and pragmatic book, which is destined to become the bible of business for generations to come. It clearly lays out the answers to the most difficult questions people face both on and off the job.
Welch’s objective is to speak to people at every level of an organization, in companies large and small. His audience is everyone from line workers to MBAs, from project managers to senior executives. His goal is to help everyone who has a passion for success.
Welch beginsWinning with an introductory section called “Underneath It All,” which describes his business philosophy. He explores the importance of values, candor, differentiation, and voice and dignity for all.The core ofWinning is devoted to the real “stuff” of work. This main part of the book is split into three sections. The first looks inside the company, from leadership to picking winners to making change happen. The second section looks outside, at the competition, with chapters on strategy, mergers, and Six Sigma, to name just three. The next section of the book is about managing your career from finding the right job to achieving work-life balance.
Welch’s optimistic, no excuses, get-it-done mind-set is riveting. Packed with personal anecdotes and written in Jack’s distinctive no b.s. voice,Winning offers deep insights, original thinking, and solutions to nuts-and-bolts problems that will change the way people think about work.

杰克·韦尔奇（Jack Welch），1935年11月19日出生于马萨诸塞州塞勒姆市。1960年毕业于伊利诺伊大学，获化学博士学位，毕业后加入通用电气塑胶事业部；1971年底，韦尔奇成为通用化学与冶金事业部总经理，并不断晋升。1979年8月成为公司副董事长，1981年4月，年仅45岁的杰克韦尔奇成为通用电气历史上年轻的董事长和CEO。从入驻通用电气起，在20年间，他将一个弥漫着官僚主义气息的公司，打造成一个充满朝气，富有生机的企业巨头。在他的领导下，通用电气的市值由他上任时的130亿美元上升到了4800亿美元，也从全美上市公司盈利能力排名第十位发展成位列全球第一的世界ji大公司。2001年9月退休。他被誉为“很受尊敬的CEO”，“全球第一CEO”，“美国当代成功伟大的企业家”。
Jack Welch was born in Salem, Massachusetts. He received his B.S. degree from the University of Massachusetts and his M.S. and Ph.D in chemical engineering from the University of Illinois. He began his career with the General Electric Company in 1960, and in 1981 became the company’s eighth Chairman and CEO. During his tenure, GE’s market capitalization increased by $400 billion, making it the world’s most valuable corporation. In the last half of the 1990s, GE was also consistently voted the most admired company in the world by Fortune magazine, and the Financial Times named him one of the three most admired business leaders in the world today. Upon retiring from GE in 2001, Mr. Welch published his autobiography, Jack: Straight from the Gut, an international bestseller. Mr Welch is currently the head of Jack Welch, LLC, where he serves as a consultant to a small group of Fortune 500 business CEOs and speaks to businesspeople and students around the world. He is an advisor to the New York City Leadership Academy for principals of New York City Schools.

BEAR WITH ME , if you will, while I talk about mission and values.
I say that because these two terms have got to be among themost abstract, overused, misunderstood words in business. When I speak with audiences, I’m asked about them frequently, usually with some level of panic over their actual meaning and relevance. (In New York, I once got the question “Can you please define the difference between a mission and a value, and also tell us what difference that difference makes?”) Business schools add to the confusion by having their students regularly write mission statements and debate values, a practice made even more futile for being carried out in a vacuum. Lots of companies do the same to their senior executives, usually in an attempt to create a noble-sounding plaque to hang in the company lobby.
Too often, these exercises end with a set of generic platitudes that do nothing but leave employees directionless or cynical. Who doesn’t know of a mission statement that reads something like, “XYZ Company values quality and service,” or, “Such-and-Such Company is customer-driven.” Tell me what company doesn’t value quality and service or focus on its customers! And who
doesn’t know of a company that has spent countless hours in emotional debate only to come up with values that, despite the good intentions that went into them, sound as if they were plucked from an all-purpose list of virtues including “integrity, quality, excellence, service, and respect.” Give me a break—every decent company espouses these things! And frankly, integrity is just a ticket to the game. If you don’t have it in your bones, you shouldn’t be allowed on the field.
By contrast, a good mission statement and a good set of values are so real they smack you in the face with their concreteness. The mission announces exactly where you are going, and the values
describe the behaviors that will get you there. Speaking of that, I prefer abandoning the term values altogether in favor of just behaviors. But for the sake of tradition, let’s stick with the common terminology.