Comments on: $210,000,000 Is Enough to Soothe Any Ego http://www.reformingprojectmanagement.com/2007/01/04/725/ The magazine for the project age Fri, 04 Jul 2008 13:38:44 +0000 http://wordpress.org/?v=2.0.5 by: John Schell http://www.reformingprojectmanagement.com/2007/01/04/725/#comment-12312 Mon, 08 Jan 2007 11:15:27 +0000 http://www.reformingprojectmanagement.com/2007/01/04/725/#comment-12312 Interesting how times change--read all the praise for Mr. Nardelli's leadership in Business Week's March 6 2006 edition: http://www.businessweek.com/magazine/content/06_10/b3974001.htm (If the link doesn't work, go to Business Week online and search for "Renovating Home Depot"). Interesting how times change–read all the praise for Mr. Nardelli’s leadership in Business Week’s March 6 2006 edition:
http://www.businessweek.com/magazine/content/06_10/b3974001.htm
(If the link doesn’t work, go to Business Week online and search for “Renovating Home Depot”).

]]> by: John Leeper http://www.reformingprojectmanagement.com/2007/01/04/725/#comment-12271 Fri, 05 Jan 2007 14:23:35 +0000 http://www.reformingprojectmanagement.com/2007/01/04/725/#comment-12271 Actually, if the press reports are correct, it is the shareholders who have held the board accountable. the board acted out of fear of being held liable for the bad performance of the company under Nardelli. The big question is when will the make up of the board change? I find it interesting that there are so many people that believe that if a manager at GE achieves a high level of senior management within GE that it is a ceritication of high level business leadership that can be transferred to any business. GE is not retail. They are terrible at even producing retail products: look at the frequency of repair records for GE applicances. GE is a very particular type of business. They train their people in-house to run their business: some of those skills trasfer to other areanas. Thier biggest asset is that they are percieved as the "best" so they attract the "best" as prospective employees. They retain the "best" through training and competion. As the up or out process continues, the top level that get passed over move to other companies where they have had a mixed record. Nardelli made a good deal for himself when he came in. Langone made another bad deal: he should stop hiring talent. His talent is not in picking leaders. Actually, if the press reports are correct, it is the shareholders who have held the board accountable. the board acted out of fear of being held liable for the bad performance of the company under Nardelli. The big question is when will the make up of the board change?

I find it interesting that there are so many people that believe that if a manager at GE achieves a high level of senior management within GE that it is a ceritication of high level business leadership that can be transferred to any business. GE is not retail. They are terrible at even producing retail products: look at the frequency of repair records for GE applicances. GE is a very particular type of business. They train their people in-house to run their business: some of those skills trasfer to other areanas. Thier biggest asset is that they are percieved as the “best” so they attract the “best” as prospective employees. They retain the “best” through training and competion. As the up or out process continues, the top level that get passed over move to other companies where they have had a mixed record.

Nardelli made a good deal for himself when he came in. Langone made another bad deal: he should stop hiring talent. His talent is not in picking leaders.

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