Jack Welsh, the former leader of GE, repeatedly stressed it was the company’s
diversity that was its greatest strength. By diversity he referred to both its varied
business divisions and its multicultural employees. While the popular manage-
ment thinking of the 1980s and 1990s was to focus on a core business and “stick
to the knitting,” Jack Welsh helped the multifocused conglomerate GE to thrive.
He did it, in part, by taking best practices from one division, reworking them,