Jack Welch, one of the most successful CEOs popularised a process of identifying competent people in the organisation by means of a vitality curve. This model has also been referred as the 20-70-10 model. The most productive managers/workforce belonged to the 20% bucket, the remaining 70% were the managers that powered the organisation and played critical roles of sustaining it and the last 10% of the managers were ineffective and needed to be weeded out. He created a culture of meritocracy and pioneered the concept of stack ranking in GE.GE as a company was an organisation driven by human capital and he established systems and structures in place to manage people effectively. Although this system resulted in 28 fold increase in earnings and 5 fold increase in revenue during the period 1981 to 2001 there were a number of drawbacks that resulted in highly competent employees moving to other organisations.GE was serving as a CEO power house where competent leaders were trained and developed for other corporates to head hunt. Evaluate the pros and cons of focusing on the vitality curve and give your recommendations for managing sustained high performance?