Jack Welch - Short and Long Term

We exist to help contractors build stronger businesses for the next generation.

D. Brown Management Profile Picture
D. Brown Management
May 10, 2018 2 minute read
Share

That is not only our mission at D. Brown Management but should also be the mission of EVERY leader within a construction business.  

Quote: You've got to eat while you dream. You've got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. Jack Welch Retired Chairman and CEO of GE

Leaders must be focused on balanced execution across both functional areas and time horizons for truly sustainable growth.  

  1. Developing Your Talent
  2. Winning Quality Work
  3. Building Quality Projects
  4. Keeping Score
  5. Integrating Your Supply Chain
  6. Leveraging Technology

Within each of those functional areas leaders must balance out short-term execution while investing in their long-term vision.  This balancing act is extremely difficult when management teams are all stretched thin.  

Jack & Suzy Welch do a great job of describing this balance in Winning and The Real Life MBA.  

An experienced but unbiased 3rd party can be invaluable in helping your team remain balanced in their thinking and execution. 

Build Your Most Valuable Asset
There are five main value levers that contractors can pull to truly increase the value of the business as measured in long-term return on capital and valuation during a succession.
Related Article
Correlation Between Safety Culture and Profitability and Growth
There is a high correlation between contractors that have consistently GREAT safety records and consistently GREAT profitability, growth,morale and talent retention.
Related Article
The Basic Math of Business Transitions
Ownership succession for a construction business is complex. Sometimes it is best to back up and look at a really simple model to keep the three primary parties focused on what is truly important.
Related Article