Flannery insisted on transparency and honesty and tried to communicate that to his employees in his weekly iPhone-created video message, when he openly answered their questions. His tone and outlook on management were pragmatic. GE had the tools and would fix itself, he told employees, but it wouldn’t be easy or enjoyable. Under Flannery, the message reverberating around the headquarters and the entire company was: no more success theater. In other words, no more pretending that broken software was working. No more making deals at any cost. No more pretending that vague concepts and metrics
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