Hot Seat
What I Learned Leading a Great American Company
Impossibile aggiungere al carrello
Puoi avere soltanto 50 titoli nel carrello per il checkout.
Riprova più tardi
Riprova più tardi
Rimozione dalla Lista desideri non riuscita.
Riprova più tardi
Non è stato possibile aggiungere il titolo alla Libreria
Per favore riprova
Non è stato possibile seguire il Podcast
Per favore riprova
Esecuzione del comando Non seguire più non riuscita
14,66 € per i primi 30 giorni
Offerta a tempo limitato
Attiva il tuo abbonamento Audible a 0,99 €/mese per 3 mesi per ottenere questo titolo a un prezzo esclusivo riservato agli iscritti.
Offerta valida fino alle 23.59 del 29 gennaio 2026.
Dopo 30 giorni (60 per i membri Prime), 9,99 €/mese. Puoi cancellare ogni mese
Risparmio di più del 90% nei primi 3 mesi.
Ascolto illimitato della nostra selezione in continua crescita di migliaia di audiolibri, podcast e Audible Original.
Nessun impegno. Puoi cancellare ogni mese.
Disponibile su ogni dispositivo, anche senza connessione.
Dopo esserti registrato per un abbonamento, puoi acquistare questo e tutti gli altri audiolibri nel nostro catalogo esteso, ad un prezzo scontato del 30%
Ottieni accesso illimitato a una raccolta di oltre migliaia di audiolibri e podcast originali.
Nessun impegno. Cancella in qualsiasi momento e conserva tutti i titoli acquistati.
Hot Seat
Letto da:
Robert Petkoff
Acquista ora a 20,95 €
-
Letto da:
-
Robert Petkoff
A proposito di questo titolo
In September 2001, Jeff Immelt replaced the most famous CEO in history, Jack Welch, at the helm of General Electric. Less than a week into his tenure, the 9/11 terrorist attacks shook the nation, and the company, to its core. GE was connected to nearly every part of the tragedy—GE-financed planes powered by GE-manufactured engines had just destroyed real estate that was insured by GE-issued policies. Facing an unprecedented situation, Immelt knew his response would set the tone for businesses everywhere that looked to GE—one of America’s biggest and most-heralded corporations—for direction. No pressure.
Over the next sixteen years, Immelt would lead GE through many more dire moments, from the 2008–09 Global Financial Crisis to the 2011 meltdown of Fukushima’s nuclear reactors, which were designed by GE. But Immelt’s biggest challenge was inherited: Welch had handed over a company that had great people, but was short on innovation. Immelt set out to change GE’s focus by making it more global, more rooted in technology, and more diverse. But the stock market rarely rewarded his efforts, and GE struggled.
In Hot Seat, Immelt offers a rigorous and raw interrogation of himself and his tenure, detailing for the first time his proudest moments and his biggest mistakes. The most crucial component of leadership, he writes, is the willingness to make decisions. But knowing what to do is a thousand times easier than knowing when to do it. Perseverance, combined with clear communication, can ensure progress, if not perfection, he says. That won’t protect any CEO from second-guessing, but Immelt explains how he’s pushed through even the most withering criticism: by staying focused on his team and the goals they tried to achieve. As the business world continues to be rocked by stunning economic upheaval, Hot Seat “takes you into the office, head, and heart of the man who became CEO of GE on the eve of 9/11, and then led the iconic behemoth for sixteen fascinating, and often turbulent, years. A handbook on leadership—and life” (Stanley A. McChrystal, General, US Army [Retired], CEO and Founder, McChrystal Group).
Ancora nessuna recensione