Jeffrey R. Immelt
Jeffrey R. 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...
NationalityAmerican
ProfessionBusinessman
Date of Birth19 February 1956
CountryUnited States of America
days handled looked lying wrong
I'd be lying if I didn't say there were days when I went back and said, 'I wish I'd done this. I should have done that. I handled this the wrong way.' But it's always in the motivation of getting better. I've never once looked in the mirror and said, 'Oh boy, can't do this one.'
best china companies course discerning france global market open
Is France a completely open market to G.E.? No, of course not. I think we're more discerning about China because it's China, and they're big, and they're more concerning. But the best global companies are ones that are nuanced.
enron era freedom individual marked
Enron and 9/11 marked the end of an era of individual freedom and the beginning of personal responsibility.
asked council obama
President Obama has asked me to chair his new President's Council on Jobs and Competitiveness.
business expertise great leaders provide
Business leaders should provide expertise in service of our country. My predecessors at GE have done so, as have leaders of many other great American companies.
america bought expect flat instead profits quicker somehow toward
Many bought into the idea that America could go from a technology-based, export-oriented powerhouse to a services-led, consumption-based economy - and somehow still expect to prosper. That idea was flat wrong. Our economy tilted instead toward the quicker profits of financial services.
collect crises leader mechanisms operating pattern september work
September 11 was horrific, but I've been through enough crises before that I had my own pattern as to how to collect facts, what a leader should do, how to communicate with people, how to set up operating mechanisms to work our way through it.
certain except future great invest learned risk
I have learned that nothing is certain except for the need to have strong risk management, a lot of cash, the willingness to invest even when the future is unclear, and great people.
behind companies fell gonna jack japan japanese learned sent
When I was a young guy, when I first started with G.E., Jack Welch sent us all to Japan because in those days Japan was gonna crush us. And we learned a lot about Japan when we were there. But over the subsequent 30 years, the Japanese companies all fell behind. And the reason why they fell behind is because they didn't globalize.
factories fallen seen site stuff visit
When you take over a company like GE, you think you're going to visit 100 businesses. You're going to go see the factories you haven't seen before. You're going to see a site in Texas and one in Canada and stuff like that. That has fallen by the wayside.
committed home largest producing remains united
As one of America's largest exporters, GE remains committed to producing more products in the United States, which is our home and largest market.
family people work
The one thing that people don't get about GE is that, to the people who work here, it's not a company. It's not just a job. You feel like you're part of a 120-year-old ever-growing, ever-improving family.
antiquated basically everybody means pay people policy rate tax
I think we should have basically the same tax policy that Germany, Japan, the U.K., everybody else has, which is a tax rate in the mid-20s and no loopholes. Zero. The U.S. has the most antiquated tax system. And that means some people are going to pay more taxes, and some people are going to pay less.
companies notion
I think this notion that it's the population of the U.S. against the big companies is just wrong.