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. 

Ownership Transition - Key Buyer Risks
While different, buyers of a construction business have just as many risks as sellers. Deeply understanding the risks for both parties is a great start to creating the foundation of a deal.
Related Article
My Talent Promise - To Everyone
Talent is the biggest constraint that most contractors will face over the next decade. Every manager needs to get exceptionally clear on the promises they will make to those around them.
Related Article
Private Equity and Construction
All of the trends that are changing the construction industry today require economies of scale and capital to truly take advantage of. Private Equity firms are seeing that trend and taking a bigger interest in the construction market.
Related Article