Jeffrey Immelt
Jeffrey Immelt
Jeffrey Robert "Jeff" Immeltis an American business executive. He is currently the chairman of the board and chief executive officer of the U.S.-based conglomerate General Electric. He was selected as GE's CEO by their Board of Directors in 2000 to replace Jack Welch upon Welch's retirement from GE. Previously, Immelt had headed up GE's Medical Systems divisionas its President and CEO...
best days economy economy-and-economics grow recovery
even if the economy does not recover, and to grow more if a recovery does take place. Our best days are ahead.
across building explore forefront further goal growth key knowledge middle plan promote strategic successes technology transfer
At the forefront of GE's 2006 strategic plan is the goal to further promote growth, employment, transfer of knowledge and technology across the Middle East. Building on the successes of 2005 in the region, we will explore development opportunities in these key areas.
decent growth
We feel like we've got a decent sense of where the growth is going to come from.
deliver earnings excited growth prepared remain
We remain prepared to deliver double-digit earnings growth in 2001, but most importantly we're excited about how well GE is positioned for the future,
businesses clarity clearer create enhance external financial greater growth line mirror operate providing reporting services sight
This will create a clearer line of sight on how our financial services businesses operate and enhance growth, ... Our external reporting will mirror this organizational structure, providing greater clarity for investors.
events face growth horizon meet tragic
We will meet our commitments in 2001 in the face of a recession, the tragic events of 9/11 and many other disruptions in the economy. What's more, we only see double-digit growth on the horizon for 2002 and beyond.
cash flow growth healthy orders performing plan
We are right on plan for the year. Our growth initiatives are performing well, our fundamentals are solid, our orders are up, and we have a healthy cash flow stream.
anybody behind ceo high leader moral performance stand standards
I'm responsible for this company. I stand behind the results. I know the details, and I think the CEO has to be the moral leader of the company, ... I think high standards are good, but let's not anybody be confused, it's about performance with integrity. That's what you have to do.
frustrated stock
Everybody's frustrated on the stock price. I know I am.
calls few impact tough
I made a few tough calls in 2005 that may have had a short-term impact on the stock.
company culture days enron great hours leadership record seven talking
I'm out talking about this company seven days a week, 24 hours a day, with nothing to hide. We're not Enron -- we're a 110-year-old company that has a great record of high-quality leadership and a culture of integrity.
amount invested money people time tremendous
Any time we invested in the people in India, we made a tremendous amount of money.
community connect eye factory move people shut
You're going to have to look people in the eye and say, 'We've got to shut this factory and move it to China,' ... then in the afternoon, go out in the community and connect with people.
business model parts reduced shines slower strength
The strength of the GE model really shines during slower parts of the business cycle, ... have reduced GE's sensitivity to business cycles.