Leading Transformation (Spanish version)

(1) Be disciplined. This means nesting initiatives within one another and staying away from new ideas that don't fit. (2) Soak. Effective leaders don't instantly react to emerging trends; they read, contemplate, and listen until they believe to their cores that the world is profoundly changing. (3) Make it existential. Every time Immelt drove a big change, he treated it as if it were life or death. (4) Be all in. You can't regard a transformation as an experiment. (5) Be resilient. Transformation requires staying power, and leaders need a thick skin to see it through. (6) Be willing to pivot. Even as you're making a major commitment of resources, you need to accept that you're unlikely to get the strategy perfect out of the gate. (7) Embrace new kinds of talent. GE now has more senior people from outside the company than at any time in its history and has increased its employment of women, minorities, and workers from outside the U.S. Immelt's legacy at GE will be a complicated one. During his tenure, earnings tripled and market share reached record highs, yet the P/E ratio plummeted and the stock price underperformed--no doubt in part because the payoff from some of his bets won't be clear for a long time to come. The package includes two companion articles. "GE's Global Growth Experiment" examines how GE balanced serving local needs with the economies of worldwide scale. "Reinventing Talent Management" looks at how the company is using analytics to augment its core HR processes.