When Sharoda Paul finished a postdoctoral fellowship last year at the Palo Alto Research Center, she did what most of her peers do — considered a job at a big Silicon Valley company, in her case, Google. But instead, Ms. Paul, a 31-year-old expert in social computing, went to work for General Electric.
General Electric has been slow to announce new customers for the smart-grid-as-a-service offering it launched in late 2011. But that doesn’t mean it’s not filling up its dance card with small municipal and rural cooperative utilities interested in a subscription-based smart grid -- or that the market for this kind of novel deployment may not be nearing an inflection point.
General Electric just announced it has acquired API Healthcare, a company that sells software to hospitals to improve productivity.
The strategic buy-up is in line with GE’s overall strategy to bolster efficiency in hospitals. In June of 2013, the industrial giant announced it would set aside $2 billion for its burgeoning health care practice.
Financial terms of the deal have not been disclosed.
En el curso del año 2013, GENERAL ELECTRIC ha desarrollado FastWorks, un programa construido sobre los principios de la Lean Startup. Más de 1.000 ejecutivos han sido formados en dichos principios y se han lanzado más de 100 proyectos FastWorks en los Estados Unidos, Europea, China, Rusia y America Latina.
On an eerily balmy first day of winter last Saturday, when the temperature hit a record 71 degrees Fahrenheit in New York City, Tim Grob steered his black electric Tesla S sedan into the parking lot of Brooklyn’s new Whole Foods supermarket. He parked next to a towering green Sanya Skypump and plugged in.
General Electric and Siemens AG compete with each other in key sectors including healthcare, industrials and energy. And in recent years, the two firms have been investing heavily in growing private companies across their competing areas of interest.
With new technologies and markets including the Internet of Things and big data now impacting, disrupting and creating opportunity for their core businesses, we wanted to analyze some high-level trends on where the two conglomerates have been investing over the past four years.
Sherlock Holmes and his literary sidekick, Dr. Watson, meet for the first time in a chemical lab, right after the detective identified a substance that can reveal the protein hemoglobin present in the red blood cells. “I’ve found it! I’ve found it,” Holmes is shouting as Watson walks in. “Why, man, it is the most practical medico-legal discovery for years. Don’t you see that it gives us an infallible test for blood stains.”
Day in and day out, engineers GE’s Peebles Test Operation subject jet engines to the FAA equivalent of a Tough Mudder race. From the giant GEnx to the tiny HondaJet, the engines must endure hurricane-force winds, bird strikes, heavy rain, hail, ice blasts and other extreme hardships to be certified for flight by aviation regulators. Like any endurance athlete, they consume a lot of calories to power through the course; as much as 200,000 bathtubs of jet fuel annually, or 10 million gallons.
Alzeimer’s disease (AD) is a type of dementia that impacts memory, language, visual and spatial abilities, thinking and behavior. Symptoms typically develop slowly and get worse over time.i The illness is the sixth leading cause of death in the United States, and the fifth-leading cause of death for individuals age 65 and older. It has no cure. Current FDA-approved treatments only address Alzheimer’s symptoms.
GE had a problem. Its researchers were inventing a lot of interesting ways to eke out more power from already installed wind turbines—a software adjustment, adding a vortex-inducing strip of metal, and so on—but customers weren’t buying. Nevermind that GE carefully analyzed how much more their customers could make, and how fast they could pay off the investment.
