{"id":36993,"date":"2024-01-03T11:40:22","date_gmt":"2024-01-03T03:40:22","guid":{"rendered":"https:\/\/damakey.com\/?p=36993"},"modified":"2024-01-22T11:42:06","modified_gmt":"2024-01-22T03:42:06","slug":"the-man-who-broke-capitalism","status":"publish","type":"post","link":"https:\/\/damakey.com\/?p=36993","title":{"rendered":"The man who broke capitalism"},"content":{"rendered":"\n
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\u201cWelch employed three main tools in his crusade: downsizing, dealmaking, and financialization. He is best known for the first of these. Upon taking over, he instituted a series of mass layoffs that destabilized the American working class\u2026.<\/p>\n\n\n\n

When he couldn’t fire workers outright, Welch devised other ways to wash GEs hands of the responsibilities that come with being an employer. Welch championed offshoring and sent thousands of union jobs overseas to countries like Mexico, where labor was cheap. And he reveled in outsourcing, turning to other companies to provide back-office functions like accounting and printing\u2026\u201d<\/p>\n\n\n\n

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\u201cThe second main weapon Welch employed in his quest to make GE the world’s most valuable company was dealmaking. Through compulsive mergers and acquisitions, he transformed GE from a proud domestic manufacturer to a cash-spewing collection of unrelated businesses, unleashing an M&A boom that would extend well beyond GE and lead industries from media to finance to become more concentrated and less competitive. GE made nearly 1,000 acquisitions during Welch’s tenure, spending some $130 billion buying up companies. At the same time, GE sold some 408 businesses for about $10.6 billion. No company had ever done so many deals so quickly. The biggest of these took GE far from its industrial roots. Often, the deals were disasters. Sometimes, Welch quickly sliced up the companies he bought, then sold them off for parts. Yet even when the results were less than optimal, dealmaking served several of Welch’s greater goals. Welch wanted every business GE operated to be number one or number two in its respective category. If it couldn’t achieve that, it would be jettisoned. “Fix it, close it, or sell it,” he would say. By selling companies-even ones that were regarded as central to GE’s identity-Welch was able to retain only what he believed were the most profitable businesses, even if they had little to do with GE’s legacy manufacturing operations. And with his relentless acquisitions, he took out competitors and consolidated industries, gaining market share while pushing GE to expand in every direction imaginable.\u201d<\/p>\n\n\n\n

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\u201cThe third dark art that Welch mastered was financialization. GE was an industrial company when Welch took over. By the time he retired, the company derived much of its profits from GE Capital, which was essentially a giant unregulated bank. Welch got the company into all manner of risky debt instruments, insurance products, and credit cards\u2026\u201d<\/p>\n\n\n\n

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\u201dBut while Welch made GE the most valuable company on earth, his strategies ultimately destroyed what he loved so dearly. Not long after he retired, GE fell into a spiral of decline set in motion by Welch’s short-term decision-making. Within months of his departure, it became clear that GE was deeply troubled, and in a matter of years, the corporation was falling apart. His handpicked successor tried to replicate Welch’s success by following the same playbook, but it was a losing strategy. Welch’s underinvestment in research and development caught up with the company as it failed to introduce new, innovative products. A habit of incessant dealmaking resulted in a series of bad trades that burdened the company with money-losing divisions when it could least afford the losses. And the quest for ceaseless growth in the finance division led GE to become a major holder of subprime mortgages just in time for the financial crisis of 2008. At its nadir, GE needed a $139 billion rescue from the Obama administration and an eleventh-hour investment from Warren Buffett to stave off collapse. GE stock fell 80 percent in the years after Welch retired, becoming the worst performer in the Dow Jones Industrial Average. Finally, in 2021, executives announced a plan to break up GE, separating what was left of the company into three distinct corporations, and abandoning Welch’s world-conquering aspirations once and for all.\u201c<\/p>\n\n\n\n

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\u201cIn recent years, some business leaders have come to realize the damage that Welchism has wrought. Instead of pursuing profits at any cost, a new generation of executives is beginning to express a renewed commitment to serve not just shareholders, but all stakeholders, including workers, communities, and the environment. They recognize that if they don’t pay wages that create a strong middle class, the economy will ultimately grow weak. They understand that companies that leave their communities polluted and impoverished will wither before long. And by gently downplaying the importance of the stock market, they are even questioning the very measure of success that was so sacrosanct to Welch.\u201d<\/p>\n\n\n\n

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\u2026\u2026<\/p>\n\n\n\n

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\u5982\u679c\u8aaa\u7cbe\u6e1b\u4eba\u4e8b\u3001\u8cfc\u4f75\u3001\u91d1\u878d\u5316\u662f\u5a01\u723e\u8a31\u7684\u767c\u660e\uff0c\u4e0d\u5982\u8aaa\u4ed6\u662f\u5728\u7f8e\u570b\u3001\u82f1\u570b\u653f\u5e9c\u6240\u63a8\u52d5\u7684\u300c\u65b0\u81ea\u7531\u4e3b\u7fa9\u300d\u3001\u300c\u5168\u7403\u5316\u300d\u5927\u7e9b\u4e4b\u4e0b\uff0c\u505a\u5f97\u66f4\u65e9\u3001\u5fb9\u5e95\u7684\u7f8e\u570b\u57f7\u884c\u9577\u7f77\u4e86\u3002<\/p>\n\n\n\n

2008\u5e74\u7f8e\u570b\u6b21\u8cb8\u7206\u767c\u7684\u5168\u7403\u91d1\u878d\u5371\u6a5f\uff0c\u7d42\u65bc\u8b93\u4eba\u770b\u5230\u4e86\u300c\u65b0\u81ea\u7531\u4e3b\u7fa9\u300d\u3001\u300c\u5168\u7403\u5316\u300d\u7684\u5f0a\u75c5\u4e86\uff0c\u9020\u6210\u554f\u984c\u7684\u91d1\u878d\u696dCEO\u5750\u9818\u9ad8\u85aa\u537b\u8b93\u5927\u5bb6\u5fc5\u9808\u5192\u90a3\u9ebc\u5927\u7684\u98a8\u96aa\uff0c\u6240\u8b02\u7684\u300c\u80a5\u8c93\u300d\u7684\u8b70\u984c\uff0c\u4e00\u6642\u751a\u56c2\u5875\u4e0a\u3002<\/p>\n\n\n\n

\u7f8e\u570bCEO\u7684\u5e73\u5747\u5e74\u85aa\u57281980\u5e74\u662f185\u842c\u7f8e\u91d1\uff0c\u5230\u4e862000\u5e74\u81a8\u8139\u52302150\u842c\u7f8e\u91d1\uff0c\u800c\u5728\u540c\u671f\u9593\uff0c\u7f8e\u570b\u5de5\u4eba\u7684\u5e73\u5747\u85aa\u8cc7\u624d\u589e\u52a012%\u3002\u90a3\u9ebc\u5a01\u723e\u8a31\u6703\u5e36\u52d5\u7cbe\u6e1b\u4eba\u4e8b\u3001\u8cfc\u4f75\u3001\u91d1\u878d\u5316\u7684\u98a8\u6f6e\uff0c\u4e0d\u5c31\u662fCEO\u81ea\u80a5\u7684\u904e\u7a0b\u55ce\uff1f<\/p>\n\n\n\n

\u8981\u8ffd\u6c42\u80a1\u6771\u9577\u671f\u6700\u5927\u7684\u5229\u76ca\uff0c\u5c31\u4e0d\u80fd\u53ea\u770b\u5230\u5c0d\u80a1\u6771\u77ed\u671f\u7684\u6700\u5927\u5229\u76ca\uff0c\u7576\u5982\u662f\u89c0\u4e4b\u3002<\/p>\n\n\n\n

*\uff1aDavid Gelles, \u201cThe man who broke capitalism,\u201d 2022, Simon & Schuster<\/p>\n\n\n\n

2023\/1\/3 The man who broke capitalism Damakey<\/p>\n","protected":false},"excerpt":{"rendered":"

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