The Fortune 500’s success at “optimizing at will” has come at a cost. To survive in today’s fast-paced global economy, it’s time to focus the ability to “grow at will.” You need to install a Growth Operating System.
Ask a Fortune 500 CEO, “How many $50 million companies did you launch last year?” The answer should be: “many.” A great company should be teeming with growth. But more likely than not, the answer you’ll get is: “zero.”
Why is new growth not common at large enterprises packed with talent, capital, expertise and scalable leverage? There is a simple way to understand the challenge in terms of battling processes: New to Big vs. Big to Bigger.
General Electric Co. is near a deal to sell its appliance business to China’s Haier Group for more than $4 billion, according to people familiar with the matter, after GE’s previous effort to sell the unit for a lower amount was blocked by antitrust regulators.
El grupo General Electric ha elaborado un plan de reestructuración, tras el cierre de la compra de los negocios de transporte de energía de Alstom, que incluye un ajuste de plantilla que podría afectar a unos 6.500 empleados en Europa -unos 500 de ellos en España- en dos años.
Fuentes de la compañía han confirmado a Efe que General Electric presentó ayer el plan de reestructuración al comité europeo de representantes de los trabajadores (IRS), con el que ahora se abrirá un periodo de consultas.
eneral Electric (NYSE:GE) agreed to buy Metem to boost its turbine engine competitiveness, wrapping up yet more M&A in a notably busy year for the conglomerate.
Parsippany, N.J.-based Metem is a privately held company that provides technology that improves turbine efficiency. Terms of the deal, which is expected to close in Q1 of next year, weren't disclosed.
Let’s be honest: November isn’t the best time to visit Helsinki. But the gloom that envelops the Finnish capital every autumn didn’t stop some 15,000 visitors from descending on Slush, one of the world’s largest tech gatherings, which drew 1,700 startups this year as well as Google, Nokia and GE.
In this day and age, you can easily share photos through Dropbox, notes in Evernote, or spreadsheets via Google Drive with anyone. But good luck helping two doctors at two different hospitals to see the same patient records online. Instead, when a patient goes to a medical center for the first time, they often have to repeat tests they've undergone before—such as a computerized tomography (CT) scan, which uses X-ray technology to produce cross-sectional images of the body.
Scientists at GE Global Research (GRC) are working with the U.S. Department of Energy to develop a super efficient desalination machine that fits in the palm of the hand.
This innovative solution involves the shrinking of a steam turbine originally designed to generate electricity. It’s also the perfect example of what GE calls the GE Store, the idea that sharing ideas across businesses can quickly lead to breakthroughs.
If successful, the system could reduce the cost of water desalination by as much as 20 percent. That would begin to break down the cost barrier that has prevented more desalination systems from being built.
People have been making things from iron and steel for more than 3,000 years. Machines built from their alloys have landed on the Moon and reached the very bottom of the ocean. But engineers like GE Aviation’s Sanjay Correa now believe that “we’re running out of headroom in metals.”
He and his team at GE say that a new class of materials called ceramic matrix composites (CMCs) is set to revolutionize everything from power generation to aviation, and allow engineers build much more powerful and efficient jet engines before the end of the decade. “This is a huge play for us,” Correa says.
GE employs people in 175 countries across a half dozen industries and in more time zones than we can keep track of. So you might think modifying the culture at a company this vast from a this-is-how-we’ve-always-done-it methodology to one that rewards risk taking would take a lifetime.
But it’s taken Janice Semper, who works in GE’s HR department, less than 18 months to significantly modernize the company’s processes. And now she’s evangelizing the radical shifts her innovation team has been able to implement at GE.
Ever since people started building things, many of us have burned with an even greater desire to take them apart.
But few can top photographer Todd McLellan and Ryan D’Agostino, editor-in-chief of Popular Mechanics. They get to the bottom of big and complicated things on a monthly basis.
