Ge 100 Tage Gleitender Durchschnitt

General Electric Company Aktien Chart Real-Time After Hours Pre-Market News Flash Zitat Zusammenfassung Zitat Interaktive Charts Standardeinstellung Bitte beachten Sie, dass, sobald Sie Ihre Auswahl treffen, gilt es für alle zukünftigen Besuche bei NASDAQ. Wenn Sie zu irgendeinem Zeitpunkt daran interessiert sind, auf unsere Standardeinstellungen zurückzukehren, wählen Sie bitte Standardeinstellung oben. Wenn Sie irgendwelche Fragen haben oder irgendwelche Probleme beim Ändern Ihrer Standardeinstellungen begegnen, bitte email isfeedbacknasdaq. Bitte bestätigen Sie Ihre Auswahl: Sie haben gewählt, um Ihre Standardeinstellung für die Zählersuche zu ändern. Dies ist nun Ihre Standard-Zielseite, es sei denn, Sie ändern Ihre Konfiguration erneut, oder Sie löschen Ihre Cookies. Sind Sie sicher, dass Sie Ihre Einstellungen ändern möchten Wir haben einen Gefallen zu bitten Bitte deaktivieren Sie Ihren Anzeigenblocker (oder aktualisieren Sie Ihre Einstellungen, um sicherzustellen, dass Javascript und Cookies aktiviert sind), damit wir Ihnen weiterhin die erstklassigen Marktnachrichten liefern können Und Daten, die Sie von uns erwarten. EN 2015 Jahresbericht Es ist einfach, als Investor heute ungewiss zu sein. Die Weltwirtschaft ist lange auf Volatilität und kurz auf die wirtschaftliche Führung. Aber GE bleibt eine gute Investition. In einer komplizierten Welt sind wir einfacher und wettbewerbsfähiger. In einer unsicheren Welt, sind wir in der Verwaltung durch harte Zyklen geschult. In einer riskanten Welt haben wir kulturelle Kraft und viel Geld. Wir werden getestet. Unternehmen, die denken, dass sie perfekt sind, können Sie in Schwierigkeiten in dieser Umgebung bekommen. GE ist nicht perfekt, aber wir machen jeden Tag Fortschritte. Im Jahr 2015 haben wir weiterhin starke Maßnahmen ergriffen, die GE besser machen. Wir haben unser Portfolio umgestaltet, indem wir die meisten Finanzdienstleistungen beenden und gleichzeitig den Kauf von Alstom, unserem größten Industriekauf, abschließen. Dies beendet eine Periode, in der wir GE als Hightech-Führer neu fokussiert haben. Um dies zu tun, haben wir mehr als die Hälfte des Unternehmens verkauft, wo wir keinen Wettbewerbsvorteil hatten und unsere Kernvorteile wieder aufgebaut haben. Jedes GE-Geschäft beruht heute auf einem Fundament der tiefen Domänenkompetenz. Die kühne Strategie, GE Capital zu verlassen, kam von Keith Sherin und seinem Team. Der Plan war kompliziert, anspruchsvoll und riskant. Es war eine der größten Unternehmensumstrukturierungen in der Geschichte. Ihre Ausführung war einwandfrei. Der Umzug sagt viel über die GE-Kultur: Wir sind bereit, mutige Handlungen im Angesicht der Unsicherheit zu machen und unser Team setzt das Unternehmen vor ihre eigenen Interessen. Gleichzeitig haben wir unsere Transformation als führendes Unternehmen im industriellen Internet beschleunigt und zu einem Digital Industrial Company. Im industriellen Internet sehen wir die nächste große Produktivitätswelle für unser Unternehmen und für die Kunden, die wir bedienen. Wir sind ein Unternehmen, das in breite industrielle Übergänge investiert, und sie kommen nicht viel größer als die volle Anwendung von Daten und Analysen auf Maschinen und Systeme. Das Wesen von GE ist die einzigartige Fähigkeit, Wert aus dem Schnittpunkt der horizontalen Fähigkeit mit vertikaler Expertise zu schaffen. Konkurrenz über mehrere Unternehmen und Region der horizontalen Anforderungen strategische Agilität und Kultur, aber es ist zunehmend wertvoll. So schaffen wir Wettbewerbsvorteile von Größe und Vielfalt. Eine digitale Welt ermöglicht mehr horizontale Lösungen für Kundenproduktivität und interne Geschwindigkeit. Eine flüchtige Welt setzt mehr Prämie auf die Verringerung des Risikos durch Vielfalt, eine weitere horizontale Fähigkeit. Gleichzeitig müssen Unternehmen tiefer sein, um niedrige Kosten zu erledigen und Kundenergebnisse mit hohem Anteil an der Vertikalen zu erreichen. Neue Innovationen erfordern tiefe Wissenschaft und viele Male neue Fertigungstechniken. Es gibt nicht viele Unternehmen auf der Erde, die High-Tech-Infrastruktur-Systeme im Maßstab entwickeln können, eine vertikale Stärke. Die Maximierung der wertvollen Schnittstelle zwischen horizontal und vertikal ist institutionell, ein Teil unserer Führungsfähigkeit und eingebettet in unsere Kultur. Wie wir gegen unsere operativen Ziele von 2015 durchgeführt haben Non-GAAP Financial Measure. Siehe Finanzielle Maßnahmen, die Ergänzung U. S. Allgemein akzeptierte Rechnungslegungsgrundsätze (Non-GAAP-Finanzmaßnahmen) auf Seite 95 im Formular 10-K. Ausschließlich Alstom. Ohne Umstrukturierung und andere Gewinne. Executive Leadership Team Jeffrey R. Immelt Vorsitzender des Vorstands und Chief Executive Officer Bill Ruh Senior Vice President und Chief Digital Officer John G. Rice Vice Chairman und CEO, Global Growth Organisation Philippe Cochet Senior Vice President und Chief Productivity Officer Alex Dimitrief Senior Vice President Und General Counsel Vic Abate Senior Vice President und Chief Technology Officer Susan P. Peters Senior Vice President Human Resources Keith S. Sherin Vice Chairman, GE, und Chairman und Chief Executive Officer, GE Capital Jeffrey S. Bornstein Senior Vice President und Chief Financial Offizier Beth Comstock Vizevorsitzender Inmitten unserer Transformation haben wir gute Ergebnisse erzielt. Im Jahr 2015 haben wir unser Industrieergebnis je Aktie um 19 erhöht, unsere Segmentmargen um 80 Basispunkte erweitert und 33 Mrd. € an unsere Investoren zurückgegeben. Unsere industrielle Rendite auf das Gesamtkapital erhöhte sich um 290 Basispunkte auf 16,9. Wir haben auf dem Markt gewonnen und das Jahr mit 315 Milliarden im Rückstand beendet. Starke Ausführung spiegelte sich in unserem Aktienkurs wider. GEs-Gesamtbestandsrendite war 28 im Jahr 2015, über der Performance des SP 500, die um 1 wuchs, und der Industrieindex, der um 4 zurückging. Wir haben die breiteren Indizes in den vergangenen drei Jahren solide übertroffen, als wir um 64 wuchsen , Und fünf Jahre, als wir um 101 wuchsen. GE beendete das Jahr als das achte wertvollste Unternehmen der Welt. 1 Industrieller Betrieb EPS: 1.45 1.55 (Industrielle Vertikale) Organisches Wachstum von 2-4 Core Margin Expansion Corporate 2.0-2.2B Alstom .05 Appliances gewinnen .20 Restrukturierungsgewinne FX Auswirkungen (0.02) bei den heutigen Raten High-teens Industriesteuersatz 2 Free Cash Flow Dispositionen: 2932B 18B Kapitaldividende Dispositionen von 3-4B Netto PE von3 Cash Return to Investors: Um diese Performance zu sichern, müssen wir in anspruchsvollen globalen Märkten gewinnen. Manche sagen, wir sind in einer industriellen Rezession, aber ich weiß nicht wirklich, was das bedeutet. Ich lerne mehr von dem, was ich in einzelnen Märkten sehe und von Kunden höre. Die Rohstoffpreise sind deutlich rückläufig, vor allem durch das Überangebot. Ressourcenindustrie und Regionen sind Umstrukturierungen. Der Dollar hat sich gestärkt, vermutlich für einen längeren Zeitraum. Das macht Druck auf amerikanische Exporteure. Gleichzeitig ist die kommerzielle Flugreise auf Rekordhöhe. Healthcare Demografie und Zugang wird eine Erhöhung der globalen Ausgaben fordern. Und ein Drittel der Weltbevölkerung fehlt noch genügend Strom. Der globale Imperativ für verbesserte Infrastrukturinvestitionen hat sich nicht verändert. Wachstum ist verfügbar, aber du musst daran arbeiten. Was in diesem Zyklus einzigartig ist, ist die schwierige Beziehung zwischen Wirtschaft und Regierung, die schlimmsten, die ich je gesehen habe. Technologie, Produktivität und Globalisierung sind die treibenden Kräfte während meiner beruflichen Laufbahn. Im Geschäft, wenn Sie diese Änderungen nicht führen, werden Sie in der Politik gefeuert, wenn Sie nicht gegen sie kämpfen, können Sie nicht gewählt werden. Infolgedessen ist die meisten Regierungspolitik Anti-Wachstum. In den USA wollen wir Exporte, aber scheinen Handel und Exporteure weltweit zu hassen, Regierungen lieben kleine Unternehmen, aber dann regulieren sie zu Tode. Und so, wir verewigen einen Zyklus: langsames Wachstum, schlechte Schaffung von Arbeitsplätzen, Populismus, niedrige Produktivität, höhere Regulierung, schlechte Politik und langsameres Wachstum. Wir leben jetzt in einer Welt, in der die vielversprechendste Wachstumspolitik negative Zinsen ist. In der U. S. 2015 war das 10. Jahr in Folge, als das BIP-Wachstum nicht zu erreichen 3, ein Satz, der früher als unser Anspruch angesehen wurde. Wir versuchen nicht, einen Zyklus zu wählen, oder Zeit ein Markt, oder beschweren sich über Wahlen. Wir werden immer handeln, um mehr aus dieser Wirtschaft zu bekommen als unsere Kollegen. Wir glauben an Selbsthilfe. Wir aggressiv verwalten unsere Kostenstruktur, um auf Deflation zu profitieren. Im Jahr 2016 werden wir ein Rekordniveau der Umstrukturierung finanzieren. Wir haben eine sehr starke Bilanz mit überschüssigem Bargeld. Dies gibt uns die Möglichkeit, Wert zu schaffen: Rückkauf von Aktien, Stärkung Ihrer Dividenden oder Erwerb von notleidenden industriellen Vermögenswerten. Wir haben die Fähigkeit, unsere Industrieprodukte zu finanzieren, ein großer Vorteil, um unsere Kunden zu unterstützen. Wir können die Produktion auf die kostengünstigsten Regionen verlagern und auf Währung oder Überkapazitäten kapitalisieren. Und wir investieren weiter. Unsere langfristigen Verpflichtungen für RD, Globalisierung und Investitionen wie Alstom haben einen wertvollen Rückstand aufgebaut. Ich ermutige das GE-Team, mich nur darauf zu konzentrieren, was wir kontrollieren können, um belastbar und wendig zu bleiben. Als Ungewissheit sich vor Ihnen entfaltet, ist es das, was ich möchte, dass Sie sich an GE erinnern: Wir haben eine große Anzahl von Geschäften. Wir führen in dieser Ära größten Treiber für industrielles Wachstum und Produktivität. Wir haben operative Impulse und Bargeldflexibilität durch nachhaltige Ausführung unserer Unternehmensstärken. Und wir haben ein getestetes Team, das nur belohnt wird, wenn sie für Sie liefern. GE sollte eine sichere Investition in ein Meer der Volatilität sein. GEs Global New Directions Team CEO Jeff Immelts Kulturberatungsgruppe bestehend aus vielversprechenden GE Mitarbeitern aus der ganzen Welt Wir handeln. Wir lernen. Wir werden besser. Wir bestehen darauf, mehr zu sein als wir heute sind. Einige Unternehmen ziehen sich zurück, wir gehen vor, um die Digital Industrial zu werden. Jeff Immelt Treffen Sie das Team Transformation Ein fokussierter Industrieführer Vorwärts gehen wir als 130 Milliarden Hightech-Industrieführer, der mit starken Franchises gefüllt ist, die gemeinsam ein konstantes Wachstum mit hohen Margen und hohen Renditen erzielen. Jedes GE-Geschäft fördert die Unternehmenskraft in Technologie, Marke, Globalisierung und Dienstleistungen. In einer langsam wachsenden Welt gibt es keinen Fall für ein unfokussiertes Konglomerat. Kann jemand sehen, dass GE NBC oder Versicherung heute erwerben, Unternehmen ohne greifbare Passform Doch vor Jahrzehnten wurde dies applaudiert, und in den 1980er und 90er Jahren funktionierte es. GE Capital Historic Timeline tab Daten-Zyklus-Timeout0 Daten-Zyklus-Geschwindigkeit200 Daten-Zyklus-Pagertimeline. Cycle-Pager Daten-Zyklus-Pager-Vorlage Daten-Zyklus-Auto-Höhecalc GE Credit im Jahr 1932 gegründet, um Ratenkredite zu kaufen GE Geräte GE Credit unterzeichnet 8 Millionste Vertrag eingegebene Luftfahrtfinanzierung Handelsvergabe und Leasing startet Transformation Schaffung der digitalen industriellen überlegenen Leistung Powered by Der GE Store Der Store verbreitet Intellekt durch die Einberufung von fokussierten und rechenschaftspflichtigen horizontalen Räte. Unser Service-Rat ist seit ca. 20 Jahren in Betrieb. Es wird aufgeladen, unseren Dollar pro installierten Basis um 3-5 und 1 Milliarde Produktivität zu wachsen. In diesem Jahr werden wir uns darauf konzentrieren, den Anteil der alten Flotte, der Serviceanalytik und der fortschreitenden Reparaturtechnologie zu gewinnen. Unsere Geschäfte lernen voneinander. Der Speicher wird durch Prozesswerkzeuge unterstützt. Wir sind im dritten Jahr der Ausbildung unserer Teams auf FastWorks, ein Werkzeug, das die besten Lean Manufacturing und unternehmerische Geschwindigkeit kombiniert. Wir haben 30.000 der GE-Mannschaft geschult. Diese Arbeit wird angewendet, um die NPI-Kapazität, die Betriebsgeschwindigkeit und die variable Produktivität zu erhöhen. FastWorks wird immer so, wie wir arbeiten. Der Store ist auf einem Erbe der Führungsentwicklung aufgebaut. Wir haben einen gemeinsamen Satz von Führungserwartungen, umrahmt von den GE Beliefs. Wir haben zeitgenössische Führungsprogramme durch unser Crotonville Lernzentrum und entwickeln weltweit das Beste und das Hellste für unsere Talente Pipeline. Wir suchen ständig nach draußen, um neue Kenntnisse und Fähigkeiten zu gewinnen, die das Unternehmen stärker machen werden. Im Herzen des Films ist eine robuste Meritokratie. Wir fahren Margin-Programme im Store. Während wir Fortschritte bei der Steigerung der Service-Margen und zur Senkung der strukturellen Kosten gemacht haben, sind unsere Produktkosten zu hoch. Bei GE arbeiten wir mit einem 80 Milliarden Pool an Produkt - und Servicekosten. Unser Plan ist dreifach: Die doppelte Rückwärtsintegration erweitert unsere Sourcing-Deflation auf 1 Milliarde, fast das Doppelte, was es im Jahr 2014 war und zielen auf 900 Millionen Produktionsproduktivität. In Unternehmen wie Healthcare und Power, glauben wir, dass unsere Produktkosten in Zukunft durch ein besseres Design und erweiterte Supply-Chain-Strategien wesentlich niedriger sein können. Die Arbeit an Produktkosten zwingt uns, die Art und Weise zu ändern, wie wir über die Rückwärtsintegration nachdenken. Wir liefern derzeit etwa 30 Milliarden in Teilen, die wir entwerfen, und wir zahlen wesentlich mehr als sie kosten sollten. Mit einem riesigen und vorhersehbaren Rückstand bietet die Rückwärts-Integration eine erhöhte Marge-Chance. In Power, wir planen, Alstom Fähigkeit nutzen, um unseren Inhalt zu wachsen. In Aviation haben wir 5 Milliarden in die vertikale Integration bei hohen Renditen investiert. Wir führen in der Regel unsere Geschäfte gut, aber es gibt noch Raum für Verbesserungen. Im Jahr 2015 haben wir in Erneuerbare Energien, Energiemanagement und Teile von Healthcare investiert, um sie auf die Wettbewerbsposition zurückzuführen, die Sie von GE erwarten. Wir glauben, dass es eine beträchtliche Ertragskraft von einer verbesserten Betriebsleistung gibt, unabhängig von der Umwelt. Ein neuer, stärker gehebelter, teamorientierter Anreizkompensationsplan schafft noch mehr Ausrichtung und Rechenschaftspflicht. Die GE-Führer verdienen mehr, wenn wir die Ziele überschreiten, die mit dem Shareholder Value übereinstimmen. Und Auszahlungen sind weitgehend differenziert auf der Grundlage der Geschäftsleistung. Im Jahr 2015 reichten die Geschäftsauszahlungen von 63 auf 130 der Zielvergütung. Unsere Teams wollen gewinnen. Wir definieren, was es bedeutet, ein großes, globales Unternehmen zu regieren. Historisch war ein Tempel für Kritiken. Wir wollen es kleiner machen und die Auswirkungen des GE Store verstärken. GE ist ein operatives Unternehmen, so dass die Senior-Team wird immer gegenseitige Rechenschaftspflicht durchzusetzen. Aber gegangen sind die Tage, an denen die Leute zum Hauptquartier migrieren würden, um zu berichten und Anweisungen zu erhalten. Vielmehr müssen wir in der Welt der Ideen sein, damit wir zeitgenössisch und paranoid bleiben. Das ist hinter unserem Umzug nach Boston. Wir planen, unsere Unternehmenskosten niedrig zu halten, als 2 der Einnahmen, aber mit einem großen Einfluss. Der GE Store ist für Investoren wertvoll, ein wichtiger Grund, dass Sie GE besitzen sollten. Um all dies zu erreichen, begleiten wir eine Vereinigung der Vereinfachung. Ich habe ein Team von frühen Karriere-GE-Führern zusammengestellt, um mich auf unserer Vereinfachungsreise zu trainieren. Sie begeistern und motivieren mich, aber ihnen zuzuhören ist demütigend. Durch ihre Augen kann ich die böse Natur der Unternehmensbürokratie sehen, sie sind ein guter Spiegel für meine eigenen Fehler. Das GE, an dem sie arbeiten wollen, ist ein tieferes und einfacheres Unternehmen, in dem jeder die Chancen für die Aufnahme sieht. Ich will GE besser für sie machen. Vereinfachung ist wichtig, um die Digital Industrial zu werden. Wir verlassen die Welt der professionellen Silos, getrennte Tabellenkalkulationen und bürokratische Workflows zu agilen Teams, die Mission-basiert sind. Wir erkennen an, dass für die nächste Generation Geschwindigkeit und Vereinfachung gleichbedeutend mit Qualität und Innovation sind. Wir haben viele herausragende Leute gebeten, sich bei GE anzuschließen und vielversprechende Karrieren in IT-Unternehmen zu hinterlassen. Sie tun dies, weil sie unsere Vision für das Industrial Internet teilen. Ich habe ihnen versprochen, dass wir in Technologie und Kultur führen werden, dass wir nicht von alten industriellen Verfahren belastet werden, die nicht mehr ein Fundament für den Erfolg sind. Die Erreichung einer Vereinigungskultur ist ein strategischer Imperativ bei GE und wird unsere Führung für die nächste Generation definieren. Wie wir die Welt mit der Innovation stärken MAJOR PRODUCT STARTET Vereinfachung Für das Team Investoren Industrie brauchen Die globale Öl - und Gasindustrie ist in schwierigen Umständen tätig, vor allem mit dem starken Rückgang der Ölpreise in den letzten zwei Jahren. Da die Zeichen auf noch mehr Ungewissheit und Volatilität hindeuten, wird die Industrie wie nie zuvor das Beste aus jedem Vermögen machen, und von jedem Dollar investiert werden, während weiterhin die Aktivitäten sicherer werden. Dies kann nicht in ausreichendem Maßstab erreicht werden, indem man lediglich auf traditionelle Weise oder vertraute Technologien verbessert. Die Industrie braucht neue Mittel, um den verborgenen Wert an jedem Punkt der Produktion vom Reservoir bis zur Raffinerie zu erfassen. Die Herausforderung besteht darin, Leistung und Prozesse sicher und sicher über die gesamte Wertschöpfungskette zu optimieren. Unsere Lösung Die Antwort ist die digitale Technik, die Verbindung von Maschinen, Daten und Personen. Das machen wir bei GE Oil Gas, mit Ergebnissen, die Produktivität steigern und die Branche verwandeln. Mit unseren zweckgebauten digitalen Technologien führt die Ausrüstung besser und länger aus. Sensoren und Analysen bieten umsetzbare Erkenntnisse, so dass der Zustand der Ausrüstung ständig überwacht wird, ungeplante Ausfallzeiten auf ein Minimum reduziert werden und die Wartung präziser und präziser durchgeführt wird. Operationen werden durch das Wissen, das Kunden durch unsere digitale Technologie gewinnen, stark verbessert. Wenn Einsichten aus Geräten, Unterflur-Reservoirs und externen Datenpunkten zusammengeführt werden, werden operative Planung und Entscheidungsfindung effizienter und fokussiert mit entsprechenden Leistungs - und Sicherheitsleistungen. Mit Predix bieten wir nun Öl - und Gasbetreibern ein unternehmensweites Management-Armaturenbrett an, das bei sehr wettbewerbsintensiven Bedingungen einen entscheidenden Vorteil darstellt. Weitere Produktanwendungen sind: Field Vantage zur Überwachung und Vorhersage der Performance von Onshore-Feldern zur Optimierung der Produktion. Pipeline Management Solution für Datenintegration, Visualisierung und Analytik zur Steuerung des Pipeline-Risikos Unified Operations für vollständige Unternehmensansichten und Wissensmanagement für mehr Effizienz. GE Oil Gas setzt digitale Technologien in unsere eigenen Fertigungs - und Serviceeinrichtungen ein, um bessere Ergebnisse zu Zykluszeiten, Kosten und Qualität zu erzielen. In unseren brillanten Fabriken arbeiten Ingenieure aus 3D-Modellen und Rapid Prototyping, mit virtueller Validierung sowohl auf Komponenten - als auch auf Montageebene, um den Designprozess zu beschleunigen. Das bedeutet, dass wir den Öl - und Gasbetreibern keine schnelleren Lösungen liefern können, nicht auf unserem Fahrplan, sondern auf dem. Mit Analysensimulation, Analytik und Closed Loop Learning verbessern wir die Ertragsleistung und die Kosten der Qualität. Wir haben jetzt ein einziges, zentralisiertes System, um Produkt-Fertigungsdaten zu erstellen, zu verwalten, zu konfigurieren und zu integrieren. Wechseln wir unsere Kultur Wir stellen auch sicher, was wir predigen. Die Erkenntnisse, die wir aus Daten und Einsichten in Finanz-, Lieferketten - oder Personalressourcen ableiten, können unsere Entscheidungsfindung und Geschwindigkeit erhöhen. In unserer Belegschaftsplanung sehen wir, wie wir Talent mit der Flexibilität und Mobilität einsetzen, die für den besten Kunden benötigt wird. Finanzielle Algorithmen und ein zeitgenössisches CRM-Tool helfen uns, Treffen zu beseitigen, nur um der Berichterstattung zu begegnen und stattdessen Führungskräfte zusammen zu ziehen, wenn es umsetzbare Einsichten gibt, die uns helfen, Basiskosten zu verwalten oder in RD und Lokalisierung zu investieren. Unsere Datenseen helfen den Supply Chain Teams, gemeinsame Teile über Produktlinien zu vergleichen und ihre Kaufkraft und unsere Produktivität zu steigern. Wir verwenden auch die Weisheit der Menge, um Probleme zu lösen, ob intern oder extern. Crowd-Sourcing-Events haben kreative Wege aufgedeckt, um einfach auf allgemeine Verwaltungskosten zu sparen und sogar weniger Wasser im Kundenfeldbetrieb zu nutzen. Um weiterhin die Grenzen dessen zu unterdrücken, was Digital tun kann, haben wir eine Brigade von digitalen Botschaftern mit unterschiedlichen Hintergründen mobilisiert. Sie sind befugt, veraltete Praktiken herauszufordern, die von einem digitalen Ansatz profitieren werden. In all dem, da wir digitale Einblicke in einen lebenswichtigen Sektor bringen, sorgen wir dafür, dass die Konnektivität über Systeme die Sicherheit niemals beeinträchtigt. Eine Kultur, die durch digitale Innovation definiert wird, muss auch der unnachgiebigen Cyber-Sicherheit gewidmet sein. Wir bei GE Oil Gas beabsichtigen, zuerst bei der Begegnung mit diesem Standard zu sein. Energy Connections, CEO Industry Need Ein Drittel der Weltenergie wird von GEbut generiert, was die Energie sehr wenig bedeutet, wenn es außerhalb der Reichweite bleibt. Energy Connections verbindet die brillanten Maschinen, Gitter und Systeme, die Energie an die Menschen liefern und Orte, die es am meisten brauchen. Für uns beginnt ein Digital Industrial mit dem Kunden. Unsere Lösung Wir optimieren kontinuierlich die Kundenerfahrung und verbessern ihre betriebliche Effizienz. Um es den Kunden zu erleichtern, unsere Produkte und Dienstleistungen zu wählen, haben wir eine Reihe von Online-Lösungskonfigurationswerkzeugen ins Leben gerufen. Und durch die Verbesserung unserer konstruierten Produktkonfiguratoren für komplexe Produkte wie Schaltanlagen und Motorsteuerzentren, schneiden die Projektdurchlaufzeiten um bis zu 50. Die Erweiterung dieser Best Practices auf unsere Kundenbetriebe haben wir vor kurzem ein neues industrielles Steuerungsangebot, SCADA Edge, ins Leben gerufen IPC Es vereint GEs Proficy Überwachungssoftware und seine robuste industrielle Rechenplattform, die Daten von brillanten Maschinen sammelt, optimiert und verarbeitet. Jetzt können unsere Kunden jeden Aspekt ihrer Ladenumgebung, Ausrüstung und Ressourcen unter einer einzigen Glasscheibe überwachen und kontrollieren, die eine bessere Effektivität des Bedieners und weniger Ausfallzeiten aufweist. Innovationen in das Feld zu nehmen, erweitern wir unsere Software - und Netzautomations-Unternehmen, um bessere Ergebnisse für Stromversorger zu erzielen. Diese Lösungen reduzieren die Zeit, die es braucht, um die Ausrüstungsdaten zu sammeln, zu analysieren und zu interpretieren, 30 Reaktionszeiten zu reduzieren und die Reparaturkosten um bis zu 75 zu reduzieren. Kunden, die unsere Smart Digital Stationen benutzen, können die manuelle Verdrahtung und das Testen beseitigen Mehr als 40. Dies bedeutet eine vollständige Lebenszyklus-Arbeitskostenreduzierung von über 50 für Umspann - und Steuerungssysteme. Energy Connections nutzt Millionen von verbundenen Vermögenswerten und deren Erkenntnisse zur Unterstützung von unternehmenskritischen Echtzeit-Steuerungssystemen für das Pipeline-Management, Echtzeit-Energiemarktplattformen, Gasverteilungsanlagen und elektrischen Übertragungs - und Verteilungsnetze. Unsere Geoinformationssysteme verbinden mehrere Assets und verbessern die Leistung. Mit einem umfassenden Überblick über alle ihre Vermögenswerte haben Kunden die Fehlererkennungszeiten um 92 und Außendienstmitarbeiter um 40. Wir sind auch auf die nächste Stufe in Smart Grids. In Nizza, Frankreich, haben wir vor kurzem das Nizza-Grid-Demonstrationsprojekt abgeschlossen, das die Solarenergie effizient auf das Netz integrierte. In der maritimen Industrie helfen wir Kunden, ihre Flotten zu optimieren. Wir haben vor kurzem SeaStream Insight ins Leben gerufen, angetrieben von Predix. Diese Lösung sammelt und analysiert Daten über ein ganzes Gefäß und verwendet dann präskriptive und prädiktive Analysen, um Ausfallzeiten und Servicekosten zu reduzieren. Veränderung unserer Kultur Unser Team konzentriert sich ganz auf die Bereitstellung in einer digitalen Welt. Wir verwenden Produktlebenszyklus-Management-Tools, um Produktivität und Qualität zu erhöhen. 3D-Modellierungs - und Simulationswerkzeuge komprimieren den Entwurfszyklus für die Entwicklung neuer Produkte. Die Modelle sind durch das Digital Thread mit unserem Shop verbunden, um Produkteffizienz und Qualität zu gewährleisten. Einmal entworfen, werden diese Produkte in unseren brillanten Fabriken gebaut, wo sensorfähige Geräte, Automatisierung und digitale Kapazitäten Effizienz und Qualität verbessern und gleichzeitig Kosten senken. Ein Ergebnis ist, dass unsere neue Produkt-Zyklus und Inventar wird um 20a Zeichen des Fortschritts für unser Unternehmen zu verbessern, und ein Modell des Erfolges für unsere Kunden. GE Digital, Chief Commercial Officer Industriebedarf Bis zum Jahr 2020 werden alle kritischen Industrieanlagen angeschlossen und ein Exabyte (1 Million Terabyte) Daten pro Tag stehen zur Verfügung. Mittlerweile ist die Gesamtproduktivität der Industrieunternehmen von 4 in den letzten zwei Jahrzehnten auf 1 zurückgegangen. Die Kunden verlangen mehr als ein traditionelles Produkt - und Dienstleistungsportfolio. Sie erwarten Weltklasse-Erfahrungen und messbare Geschäftsergebnisse. Sie wissen, dass Daten und Konnektivität helfen können, ihre obere und untere Linie durch verbesserte Effizienz, Produktivität und Sicherheit zu wachsen, aber sie brauchen einen Partner, der ihnen helfen kann, ihnen zu sagen, wie. Geben Sie GE ein. Unsere Lösung GE Digital hat die Menschen, Prozesse und Technologien zusammengebaut, um eine breite Palette an digitalen Fähigkeiten zu liefern. Diese Fähigkeiten erbringen neue, überzeugende Geschäftsergebnisse für Kunden, wie mehr Leistung zu niedrigeren Kosten, bessere Gesundheits-Diagnostik pro Scan mit reduzierter Dosis und erhöhte Geschwindigkeit im Transport. Das Industrie-Internet ändert alles für unsere Industriekunden. Also für uns, es geht darum, unsere Kunden miteinander zu verbinden, sie Einblicke zu bekommen und sie optimiert zu bekommen, damit sie ihre Geschäftsziele liefern können. Ausgangspunkt ist die Entwicklung eines Digital Twindigital Models von Maschinen und Prozessen. Mit Sensoren helfen wir unseren Kunden, Daten von ihrem Vermögen an Predix zu übermitteln. Mit unseren Applikationen oder maßgeschneiderten Applikationen können wir Einblicke liefern, die es unseren Kunden ermöglichen, ihre Vermögenswerte und ihren Betrieb zu optimieren. Am wichtigsten ist, dass wir die kommerziellen Teams mit dem GE Store-Wissen über unsere Vermögenswerte und Lösungen aus der ganzen GE-Unternehmen, die Ergebnisse in einer Vielzahl von Branchen und Anwendungen geliefert haben, ermöglicht haben. GE Digital-Kunden können mit uns vertrauensvoll mit uns in Verbindung setzen, dass wir diese Produkte in unserem eigenen Unternehmen getestet haben, bevor wir sie auf den Markt bringen. Traditionelle Software-Unternehmen können nicht das gleiche bieten. Veränderung unserer Kultur In GE Digital haben fast alle unsere Mitarbeiter einen Softwarehintergrund und haben deshalb das, was wir als digitale DNA bezeichnen. Sie konzentrieren sich intuitiv auf Geschwindigkeit der Ausführung und schnelle, messbare Ergebnisse. Sie verstehen die Macht der Kunden - und Partnerökosysteme, und der potenzielle Multiplikatoreffekt, den diese Ökosysteme auf Skalierbarkeit und Wertschöpfung haben können. Mitarbeiter mit digitaler DNA konzentrieren sich hauptsächlich auf das Fahren von Kundenergebnissen und nicht auf den Verkauf von Produkten. Wir fahren diese DNA über GE durch Coaching, Training und führen durch Beispiel. Kunden erhalten nicht nur die tiefe industrielle Domäne Wissen und Know-how, die sie bereits von GE erwarten, aber sie sehen auch eine schnellere, agilere Unternehmen konzentriert auf die Bereitstellung von mehr Wert als je zuvor. Industriebedarf In der Luftfahrt kann der Betrieb der feinsten Motoren, Komponenten und Systeme, die überall auf der Welt hergestellt werden, durch den Einsatz von Daten und Analysen verbessert werden. Vor einer Generation, ein GE Aviation Ingenieur wäre auf der Schneide der Technologie mit kleinen Sätze von Daten gesammelt nach jedem Flug, um die Leistung unserer Ausrüstung im Service zu erhöhen. Dies war die Begrenzung der Technik zu der Zeit und die inhärente Begrenzung des Lernens. Heute entfernt die digitale Konnektivität diese Barriere. Unsere Lösung Unsere Fähigkeit, große Datenströme von Luftfahrtprodukten zu nutzen, bietet für unsere Kunden unglaubliche Einblicke und einen echten Betriebswert. Gemeinsam freigeben wir die Chancen, über unsere traditionellen Dienstleistungen hinaus mehr Produktivität zu generieren, Industriestandards für Cloud Computing zu schaffen und unsere Zusammenarbeit zu stärken, während wir an der Lösung ihrer härtesten Herausforderungen arbeiten. Wir schaffen ein neues digitales Skill-Set, das sich auf unsere Kunden konzentriert, Wettbewerbsfähigkeit, Schnelligkeit und Effizienz bei der Differenzierung unserer Produkte, Dienstleistungen und Beziehungen. Wir setzen Datenanalytik und neue digitale Technologien ein, um unsere eigenen Operationen voranzutreiben. Digitale Design-Tools, additive Fertigung, fortschrittliche automatisierte Bearbeitung und erweiterte Inspektion, alle ermöglichen unseren Betrieb, Partnern und Lieferanten drastisch reduzieren Zykluszeit bei gleichzeitiger Verbesserung der Qualität. Zum Beispiel sind unsere anspruchsvollsten Turbinenschaufel-Designkonzepte nun in zwei Wochen zu testen, nicht die neun Monate, die es einmal benötigt hat, dank Rapid Prototyping und 3D-Druck. In unseren Avionik - und Stromversorgungsunternehmen haben wir unsere Software-Entwicklungszykluszeit um 60 reduziert und dabei neue intelligente Modellierungswerkzeuge eingesetzt, die mit GE Global Research entwickelt wurden. Diese Werkzeuge analysieren, lernen und anpassen Software von Anforderungen an Code, damit unsere Ingenieure sich auf Geschwindigkeit auf den Markt konzentrieren können. Veränderung unserer Kultur Ein digitales industrielles GE Aviation-Geschäft bewegt sich in einem viel schnelleren Tempo mit dem Vertrauen und der Geschwindigkeit, die durch eine neue Realität ermöglicht wird, wo die Physik die Analytik trifft und unsere Kunden und Aktionäre gewinnen. Wo unsere Mitarbeiter lernen, geht nicht durch die Verfügbarkeit von Informationen, sondern durch ihre eigene Fähigkeit, gemeinsam die Herausforderungen dieser Generation zu lösen, und wir schaffen eine stärkere Kultur, in der Geschwindigkeit und Vereinfachung gleichbedeutend mit Qualität und Innovation sind. Nur GE kann die innovativen Technologien unserer globalen Unternehmen durch den GE Store nutzen, gemeinsam von den Chancen des Unternehmens profitieren und diese Lösungen für unsere Aviation Kunden weltweit einsetzen. GE Healthcare, CEO Industry Need Schätzungsweise 1 Zunahme der Gesundheitswesen Effizienz ein einziger Prozent würden 63 Milliarden jährlichen Gesundheitsausgaben weltweit sparen. So enorm wie diese Vorteile sind natürlich die Bedürfnisse im Gesundheitswesen weit über die Kostenkurve hinausgehen. Jede neue Verbesserung in der Medizintechnik kann dazu beitragen, Behandlungen besser zugänglich, erschwinglicher für Patienten und erfolgreicher in ihren Ergebnissen zu machen. Die Gesundheitswirtschaft verändert sich grundlegend, da sich Anbieter und Regierungen an Daten und Analysen wenden, um die klinische, operative und finanzielle Leistungsfähigkeit zu verbessern. Digitale Gesundheit ist die Integration von fortschrittlichen Hardware, Software und Next-Generation-Nassware die Daten in der DNA. Im Bereich der Medizin bedeutet das Industrial Internet ein besseres Bevölkerungsmanagement durch datengesteuerte Längsansichten, so dass die Anbieter die richtigen Behandlungen zur richtigen Zeit liefern können. Unsere Lösung GE Healthcare hat diese Umstellung auf die digitale Gesundheit in drei Schlüsselweisen vorweggenommen: Zuerst haben wir robustes digitales Know-how aufgebaut. Fünf tausend unserer Software-Ingenieure sind nun auf einem Ziel trainiert: Umwandlung von endlosen Datenströmen in umsetzbare Einblicke, die das Leben von jeder Verfeinerung des Wissens abhängen. Zweitens haben wir die digital-erste Denkweise auf interne Operationen angewendet. So wie die Kliniker weniger Zeit damit verbringen möchten, das System zu navigieren und mehr Zeit für Patienten zu sorgen, bevorzugen die GE-Mitarbeiter ihre Zeit und Energie für die Kundenbedürfnisse, anstatt sich mit unnötigen internen Zwängen zu befassen. So verbinden wir unsere eigenen kommerziellen Operationen mit der Supply Chain und Service Organisation auf einer einheitlichen digitalen Plattform, Clearing weg jede Roadblock, die uns von der Lösung unserer Kunden Probleme hält. Drittens haben wir Outcome-basierte Lösungen entwickelt, die weniger kosten und die Zeit der Kliniker besser nutzen. Bald werden Ärzte in der Lage sein, sofort durch Daten von Millionen von diagnostischen Bildgebungs-Scans zu durchsuchen, wodurch Krankheiten früher und genauer entdeckt werden. Mit der ersten branchenspezifischen Wolke GE Health Cloud, die von Predixtech Innovatoren angetrieben wird, können sich ein sicheres Ökosystem anschließen, in dem sie ihre Anwendungen aufbauen, einsetzen und vermarkten können. Diese Apps helfen Ärzten, komplexe Daten wie 3D-Imaging-Scans zu verwalten, während die klinische Zusammenarbeit so einfach und routinemäßig wie soziale Netzwerke ist. Innovationen in der Konnektivität machen den Unterschied in der modernen Gesundheitsversorgung. Radiologie-Abteilungen in Texas verwenden Datenanalytik, um Workflows neu zu gestalten, indem sie potentiell Millionen in die unterste Zeile bringen und gleichzeitig Wartezeiten und Patientenangst reduzieren. Krankenhäuser in Kenia und Indien kooperieren mit klinischen Spezialisten weltweit durch intelligente Geräte zur Verringerung der Mütter - und Säuglingssterblichkeit. Veränderung unserer Kultur In vielleicht kein anderer Sektor sind die Implikationen des Industrie-Internets mehr in Beweis oder vielversprechender als im Gesundheitswesen. Und kein anderes Unternehmen hat seine Kultur mehr angepasst als wir den besten Partner für unsere Kunden haben müssen, um die Herausforderungen zu lösen. Wir verlassen die Welt der professionellen Silos, getrennte Kalkulationstabellen und bürokratische Workflows, um Gemeinschaften von funktionsübergreifenden Teams zu bauen, die einen einzigen Fokus haben: Kundenergebnisse. We are investing in digital collaboration platforms that look and feel like social media, which creates instant connection between our commercial and services teams and fosters a customer-focused culture based on speed and trust. And we are leveraging this new internal culture to drive real external resultsoffering our customers more than just superior imaging and deep domain expertise, but also data analytics and innovative business models. In all this, we are building the future in life sciences, imaging and digital, and enabling the transformation of healthcare to value and outcome-based models. Industry Need Digital is a game changerone of the biggest strategic shifts of our lifetime. Everything is being transformed. Mobile tools are enabling a better way to perform locomotive service, analytics and software are facilitating smarter maintenance and longer uptime, and embedded software and controls are delivering game changing equipment performance. And the greater our own knowledge of how our products and industries are performing, the better we can serve each customer. Our Solution Through digital technology, we are able to bring direct and immediate improvements to our customers operations. A few examples: On our Tier 4 locomotive, the smartest on the market, more than 200 onboard sensors process over a billion instructions per second. Our smart locomotives evaluate mission-critical data such as train length and weight, track conditions and grade, and driver response time to determine the optimal and most fuel-efficient way to run. Our Trip Optimizer product brings 7-9 fuel efficiency to our customers, and this year reached 100 million auto-control miles. That alone has saved customers some 56 million gallons of fuel and 197 million in fuel costs, while reducing greenhouse gases by 628 kilotons. Our Movement Planner software solution looks at a railroads entire network and optimizes the routing of trains for improved capacity and velocity, without laying new track and infrastructure. It provides real-time train re-routing and network optimization based on current traffic and events. Inside our business, digital has transformed how we workgiving us greater speed and agility, a laser-focus on driving impactand has evolved our culture. In our factories, we have sensor-enabled machines and we leverage standard global systems. We are eliminating re-work, optimally routing repairs, reducing downtime and improving quality. This means better service to our customers and greater productivity all around. A good example is placing sensors on critical equipment to monitor vibration by doing so weve eliminated machine downtime, yielding productivity gains of 10-15 in those parts of the factory. With our Services teams, we are increasingly leveraging a computer-based Digital Twin of our equipment to analyze individual asset performance, prevent failure modes and optimize maintenance throughout its life. Because we already know the condition of locomotive engines through our digital models, we can route them for remanufacturing based solely on what needs to be repaired, rather than using a standard full remanufacturing spec for every engine. In our customers service shops, we know the exact maintenance to perform on a locomotive before it even comes in for repair. Changing Our Culture At GE Transportation, digital is not just another function it is a driving mission of the entire business. Digital is at the core of our DNA, and it is being infused into every part of how we work and how we think. We are breaking free of our traditional functions, with mission-based and agile teamsteams with singular purpose, empowered to leverage any discipline in our business to achieve their mission. These teams work toward critical outcomes such as reliability, customer uptime and design for valuemoving fast, focusing on what matters and leveraging every person. Digital is at the core of this approach, leveraging new cloud-based tools, data, analytics and Predix. For example, we have teams working with some of our largest customers on projects such as using video analytics for equipment inspection and leveraging advanced technology for real-time monitoring of rail integrity. More than ever, our success is critically aligned to that of our customers. And more than ever, because of our deep focus, technology and data science, our teams bring powerful solutions and performance to our industries. Industry Need Some of the worlds energy needs are very simple to state. Today, more than a billion people still live without electricity another two billion have inadequate supplies. And 20 years from now, global demand for electricity will increase by 50. Across power-intensive industries, utilities and power producers are seeking partners who can help them navigate through a complex and challenging environment and deliver the right balance of affordable, accessible, reliable and sustainable power. Our Solution At GE Power, we are fully engaged in the digital transformation of energy, building integrated software solutions for customers from generation through to transmission and distribution. Combined with our industrial know-how, our digital solutions span many forms of fuel sources of power generation and hardware helping customers connect every sensor, asset and piece of operational data to optimize outcomes across assets, operations and their entire business. We are leveraging all the creativity and insight of the GE Store and are the fastest growing portion of GEs digital portfolio. In 2015, we launched Digital Power Plant, a suite of software applications, powered by Predix, that helps deliver more power, higher reliability, greater efficiencies and lower emissions. The Digital Power Plant can generate up to 50 million of incremental value over the life of an existing plant, and up to 230 million for a new one. We are co-partnering with our customers to use Predix-powered software and digital solutions to solve their greatest challenges. One such partner is Qatars RasGas Company Limited, one of the worlds largest producers of liquefied natural gas. We are using GEs Asset Performance Management application to help them lower unplanned downtime, extend the life of their assets, reduce operating costs and optimize their supply chain. Another great example is Exelon, one of the largest and most innovative energy providers in the U. S. Exelon is one of our first customers to deploy the Digital Power Plant and implement a suite of enterprise-wide software technologies across three fuel sourcesnuclear, gas and wind. At the same time, we are transforming our very own business, creating end-to-end digital connections across our operations to benefit our customers. This Digital Thread weaves together several initiativesdesign system integration, model-based enterprise and virtual manufacturing. The advantages of the Digital Thread are enormous: allowing us to see more and to deliver better outcomes for our customers, while generating nearly 900 million in productivity savings over the next three years. Changing Our Culture In GE Power were changing the way we work embedding digital into everything we do. Leveraging a FastWorks mindset to empower employees to change their workspaces and create tools that facilitate collaboration digitizing our processes and creating end-to-end connections building brilliant factories that predict, adapt and react more quickly to better deliver for our customers. Our experience is showing that truly becoming digital requires a culture changean environment of openness, information transparency, trust, candor, speed and clear accountabilityall focused on being the best and most competitive in all that we do. This is what we stand for and in its essence is the new GE. Renewable Energy, CEO Industry Need In our Renewable Energy business, the capacity to collect, store and share large amounts of data, as well as modelling and analytical capability, is transforming an already-transformative industry. Our Solution The experience of machines in the field, captured in a constant flow of data, is informing equipment design, improving operational performance and guiding maintenance planning. The Onshore Wind Business has been pioneering digital systems, launching its Digital Wind Farm ecosystem in May 2015. Using the power of big data, wind farms are configured to maximize the performance of each turbine at each location according to the surrounding wind conditions. Their performance is monitored and adjusted in real time to ensure that the wind farm operates as efficiently as possible. Turbines are equipped with sensors that feed into GEs Predix software, which allows performance monitoring from data across farms or even entire fleets. As more data is collected, the system learns over time, becoming more predictive and hence more useful in setting preventive maintenance schedules. These capabilities have the potential to be rolled out all across our onshore and offshore wind operations. In the Hydro business, predictive technology has also been used to test components on-site, and thus optimize long-term performance. For example, Hydro performed dynamic stress testing on one blade of a customer turbine runner. Seventy pressure sensors and strain gauges took readings from across the blade, giving engineers precise knowledge of the turbines behaviour, and with that better knowledge of the entire plants performance. The ability to collect, store and process large amounts of information has also made for breakthroughs in data visualisation, so that Hydro customers can now make virtual visits to power plants before they are built, with a view to better operation and maintenance after they are built. Information taken from digital engineering drawings can be brought to life in full-scale 3D models that are used throughout the supply chain, from manufacturing and installation all the way through to service. The business is also adopting digital innovation in its manufacturing processes, producing its first test runner using 3D printing. Applications are everywhere, from better planning in the use of expensive cranes, to improving factory machine plans. Changing Our Culture Energy is an industry in transformationit must provide vital electricity to billions of people while also reducing greenhouse gas emissions. The Renewable Energy team feels a strong sense of purpose to enable reliable, accessible and affordable renewable power to people everywhere. You can feel the momentum as a new generation of employees, drawn by the renewable energy mission, bring a digital mindset to all aspects of their work. Employees such as Jean-Christophe Tawil, whose interest in 3D imaging led him to develop virtual hydro turbines and generators, that make on-site servicing more productive, and improve our total plant design process. More and more employees are looking at our operations, seeing opportunities for digital tools to improve our productivity and taking the initiative to act. They know that making renewable power more affordable will accelerate penetration and help tackle the energy challengefor the benefit of people everywhere. Simplification reinforces that outcomes matter. Companies need to blunt the momentum of corporate political correctness. It creates a sense that, if the processes are followed, outcomes dont matter. In this world, it is easy to lose a sense for priorities and proportionality. When political correctness invades business, you lose your competitive edge. It doesnt do any good to win awards for good governance if you are getting eaten alive by competitors. Our sole truth of performance is in the market, winning with customers and investors. Simplification is making GE safer. Integrity is the foundation of GE. But I take a broader view, not just a legalistic one. We want GE to be morally sound, but also strong. The way we keep GE safe is by having great engineers who design reliable products by taking cybersecurity seriously and holding senior leaders accountable to be cyber experts by having a strong balance sheet that is impregnable in a crisis by having open reporting of rule violations by seizing growth opportunities in an uncertain economy and by creating a culture of constructive conflict where everyone has a voice. This includes people who challenge procedures when they dont make sense. Simplification has helped us improve risk management through operational excellence, not by multiple reviews that cheapen accountability. Through simplification GE is more unified. It is important to take out layers so that leaders are in touch with their teams. We are reducing vertical reviews in favor of delegating decisions to experts who are closer to our customers. We have learned that even the best people will underperform when they have myopic goals. So we have simplified our metrics to better align our teams. GE has 333,000 employees working around the world. Simplification is essential to lead them with a unified purpose. A simpler company is faster. Lets face it, complex systems are put in place by bureaucrats to either stop progress or simulate perfection. FastWorks is becoming the way we work, favoring progress over perfection. Becoming the Digital Industrial will take multiple improvements. We are not exactly sure what every strategic step will look like. But, we will find out quickly we will learn and adapt to win. A simpler company is more empathetic. Simplification forces you to actually learn how your team works to care more about their tools and productivity. Doug Folsom leads GE Aviations 50-year-old Hooksett, New Hampshire factory, which embodies the best of GEs past and future. Here we have 700 motivated teammates driving a transformation in what we build and how we build it. They are embracing a fully digital factory, including new automated milling machines and 3D printing capability. More than half of GEs employees are associated with high-tech manufacturing. We are investing in their future, and they are delivering advanced technologies to our global customers. It requires investment and empowerment to create valuable manufacturing jobs. It is essential that GE continue to be relevant to the next generation of leaders. I have assembled a group of young leaders, whom I meet with frequently, to help me see GE through their eyes. It is my dream that every young person should want to come to work at our great company. I will never give up that dream. I have asked them to answer three essential questions: What does their GE do What should their GE look like And, Why not us What Does Our GE Do At our GE, every day we go to work to help save peoples lives. We solve the toughest problems in the world: lack of access to quality healthcare, power and water. When we put our minds into doing something that is right for our customers, nothing can stop us. We get it done. And we act with unyielding integrity. We do what we say we are going to do. We said we wanted to build a GE Store to leverage technology, growth markets and services, and we are doing it. We said we would take risks and offer the market game-changing technologies, and we are doing it. We said we would transform GE into a Digital Industrial company that offers superior customer outcomesand we are doing it Our GE recognizes that the global marketplace is changing fast and is ready for speed. It is willing to take more risk in new products, new markets and new technologies and is doing it faster. Our GE understands that without customers, we dont exist and because of that, we work horizontally, always focusing on customer output, using the GE Store as a competitive advantage. With the GE Store interwoven into our culture, the design-to-market process will move with increased agility. Our GE is becoming a more horizontal company where everyone is focused on delivering for our clients, breaking down barriers and challenging unnecessary bureaucracy. Hierarchy is becoming less important when it comes to sharing relevant viewpoints. Our voices are being heard at all levels. Our next generation of leaders is highly collaborative, connected and welcomes the opportunity to share information. In order to enable this change, our leadership is focusing on creating a more collaborative environment where getting things done becomes easier every day. Our GE is beginning to act more entrepreneurial. It is investing in amazing ventures, betting on new solutions and business models like Current. It is continuously searching for new ideas, striving to identify emerging needs and providing the best solution in the shortest time. Our GE believes in its people and invests in their development in every corner of the globe. It recognizes the value of diversity and encourages constructive conflict in order to provide the best solution at all times. Our GE is the place we want to come back to the next morning, the place where we want to work together with our colleagues, the place we want to be for the next 20 years. The GE we want will be a place where we cherish customer data. Assets will speak the same language Predixto drive the best outcomes for customers. Each asset will reveal how it needs to be groomed to perform at its best, resulting in the best experience, adaptive to the setting it evolves in. We will interpret this data and provide meaningful insights back to our customers, resulting in concrete, relevant outcomes. One thing that will not change is our proven strength of picking great people and developing them to be great leaders. GE people are not just incredibly smart, they are also good people with strong values who are hungry to learn. GE must use our generations technical skill and social culture as part of the strategy for future success. This will require dismantling functional silos, valuing horizontal thinking and accepting failure as part of the innovation process. Collaborative, shared riskreward relationships with employees, customers and partners need to be enhanced. GE will be a place that attracts abundant intellectual resources. We will gather the best, hungriest talents and grow them into the leaders of tomorrow. It will take time and iterations. We will encourage them, coach them and be their cheerleaders. They may fail at times. It would mean they had tried hard enough. If they fall, we will be there to catch them. We will encourage leaders to go deeper in markets, and we will reward domain expertise in commercial and technical fields. GE will be ever more global, with more leaders in growth markets. These markets will require the solutions that only GE can provide. As they grow, the face of GE will continue to change to reflect the markets where we have the most opportunity. GE will be a place that ignites peoples passions, an exciting place with the spirit of camaraderie. Frontline teams will be empowered. Operations will be more transparent and efficient, and structured more simply. Our teams will go beyond GE. We will collaborate with customers and other partners to develop new solutions. We will be mission-driven. We will be empowered to safely access, dissect and transform data into valuable and sharable insights for the world to see. Our workplaces will look different: more flexible work environments with less formality. We are already seeing this change in many of our workplaces. In the past, leaders were valued for their knowledge in the future, it will be their ability to learn and share. We must lead the Digital Industrial by building real-time decision-making in our machine-to-machine connectivity. GE leaders will make decisions that are collaborative and outcome-driven. The needle is moving. Our early FastWorks projects were met with reluctance because of our inherent culture to win the first time. However, the results from these projects were real and undeniable. This new methodology infiltrated our culture, and todays GE is one where big swings are encouraged, failures are celebrated and a faster solution is reached. We are re-inventing ourselves. Whether weve been with GE for 30 years or even one year, the Company we knew yesterday will not be the Company of tomorrow. The question is, Are we finished The answer is no. A GREAT GE is a simple GE, and we still have work to do. We are committed to becoming the best Digital Industrial company in the world. Come visit us and you can feel the change across the Company. GE employees are seeing the opportunities that are out there for grabs, and more and more of them are asking, Why not us At stake is the digital transformation of industry, and the winners will win big as this transformation occurs. A simpler company is better for our customers. Maria Claudia Borras recently joined GE as the Chief Commercial Officer in our Oil Gas business. At GE, we have become too comfortable with fragmented approaches that work internally, but make customers miserable. She has reorganized our commercial efforts to provide solutions, broken down functional barriers and leveraged digital tools to improve our service. A simpler company is good for investors. Good teams like the same things as good investors. Low-cost companies are better for your team and investors. It means fewer layers, fewer processes, more delegation of authority and better jobs. Information and transparency produce more speed and more accountability. Your team loves it and so do investors. Linking beliefs with valuable outcomes with compensation motivates our team and investors. We have done a better job of being our own activist. Few companies can match our record of bold change. To be honest, I dont think activists are necessarily bad for companies. They are able to take a fresh look. We like having smart investors in the stock, even when they have a point of view. Activists challenge companies to set priorities, stop wasting money and time, and work on what is essential. When a business team fails in GE, this is what you find: complicated accountability, too much cost in the wrong places, excessive priorities and low market awareness. These are factors activists point to when they criticize companies. Shame on us if we need help from the outside to find this out. But lets face it, every CEO and company should be proudest of long-term investing of building something, not just managing it. I know I am. Everybody likes our Aviation business today. It has an awesome franchise, technical leadership and valuable customer relationships. But nobody liked it after 911 or during the financial crisis when we doubled our RD. We have the finest Life Sciences business in the industry, one that is high margin and fast growth. Building this position was facilitated by an expensive acquisition that today looks like a bargain. It has prospered with the benefits of the GE Store. If we had waited for this to be popular, we would have missed the opportunity. For every company, there is a fine line between staying the course and listening to new voices between short term and long term. GE is a 138-year-old company. Frequently, our investors hold our stock for only an hour, six months, three years. They are important, but cant be the only voice. Not because these investors ask for too much, but because they ask for too little. Our strategic opportunities are vast. Our products, and more importantly our customer relationships, last for decades. At GE, we are builders. Recently, several big investors publically criticized companies for being too short-term oriented. They may be right, but large institutional investors are to blame as well. They have allowed governance to become too legalistic, about politics instead of protecting the average investor. It is confusing for investors when they are told that company leadership is about filling out forms, not bold growth strategies. It takes strong leadership to bridge the divide between activist regulation pushing you backward and activist investors who want more right now. It is possible to be ultra-competitive, strategically bold and disciplined at the same time. But, it requires great people who want to make a difference. The most important culture change still ahead of us is to be completely intolerant of being nice for the sake of getting along. To fight for ideas to fight for our customers to fight for efficiency to fight for people who are different. I want our leaders to learn to ask, Why not us I want them to dream about new levels of growth and performance. I want them to see the world both as it is and as it could be if we are determined to lead. Brad Mottier is one example. He is the architect of our big wins in turboprops. He built this business as an entrepreneur who leveraged the GE Store. Now, we are penetrating one of GEs biggest unserved markets. We will change the game. Not every great idea in the future will come from a start-up in Silicon Valley. Some will come from big companies who ask, Why not us Similarly, companies can have a broader impact on the way the world works when we are not afraid to act. Two years ago, with the leadership of John Rice, we opened a business process outsourcing center in Saudi Arabia. Our vision was to tap into a pool of talented Saudi women to execute process support for our activities in 50 countries. Many people asked why. Now the center is growing and competing globally. It has created 700 jobs. It is led by a Saudi woman, Dr. Amal Fatani. Sometimes businesses can drive change faster than governments if they ask, Why not us I am really proud of the GE team. They are talented, global and driven they, too, have been tested. The GE team will never be outworked, and we dont give up. Last year, we won a 2.5 billion order to upgrade the India rail system. This was a project we worked on for 20 years. It required global teams, weekend travel and all the strength of the GE Store. One of the heroes who delivered this win will retire in 2016. His name is Dave Tucker. He was the commercial leader in our Transportation business. Like many GE leaders, he has lived the American Dream, becoming more than he thought possible. He grabbed every initiative and stayed contemporary. He hated to lose and rarely did. He had the best package of traits for a leader in the world today: He was a fantastic salesman, and he was a shrewd risk manager. He was always willing to change, lead and compete. You never hear about the heroes who work at GE. They are not evil globalists or crony capitalists. They are your neighbors. We are part of an economic ecosystem that is the most competitive in the world. We create great jobs through private enterprise and ingenuity. We give back competency and innovation directed at solving the worlds toughest problems. We are all proud to work at GE, a purposeful company that makes a difference in the world. That is the spirit with which I am asking investors to join GE as we transform and execute. We have delivered for you in the last five years. But we are still underowned by big investors. In this time of uncertainty, why not GE We have great businesses, global scale and strong initiatives. We have a ton of cash that can protect you. And we will lead the Industrial Internet. We are the Digital Industrial. We have grit. Our leaders learned from the experience of economic volatility. During the financial crisis, in 2008, we were frequently criticized about the size of GE Capital. Investors would ask, Why do you have so much commercial real estate They had a point. But we knew that merely shrinking GE Capital would not create an enduring and valuable GE. So we challenged ourselves with a different aspiration: to reclaim our role as the worlds most valuable industrial company one that will lead in innovation and value creation. We are delivering on that dream. We act. We learn. We get better. We insist on being more than we are today. Some companies are retreating we are moving forward to become the Digital Industrial. We are committed to deliver for you. Join us as we create the next wave of growth. Why not GESince 2011, GE has established a base for its oil and gas business in Mozambique forging partnerships with local organisations to build infrastructure and develop a much-needed workforce for its emerging offshore industry. Today, GE Mozambique employs 47 people and 94 of these employees are Mozambican citizens. GE has made significant progress in working with local institutions such as the National Petroleum Institution to deliver education courses developed by the Oil amp Gas Florence Learning Centre in Italy. These courses contribute to developing essential skills which are needed for the sector. Recognising that training is critical, GE Oil amp Gas employed 20 engineers for the Graduate Engineering Training Programme (GETP), which involved intensive hands-on training outside Mozambique. In the transport sector, more than 120 new locomotives are hauling freight and coal across the country daily. That makes Mozambiquersquos transportation fleet the second-largest GE fleet in Africa. GE has also worked towards building stronger relationships with key role-players in the education and logistics sectors. The company invested 250,000 in scholarships granted to Eduardo Mondlane University students, and 250,000 in a science laboratory and capacity building at University of Unilurio. Several Memorandums of Understanding (MOUs) have been signed. This includes MOUs with: - A 250,000 donation to Eduardo Mondlane University to provide engineers with scholarships and to also develop the curriculum - The University of Unilurio to build a science lab and support capacity building - The Artisan Training Institutes to ensure newly hired GE Oil amp Gas service engineers can be locally trained - The ENH Logistics company to collaborate in knowledge transfer, training and development of local suppliers as well as aftermarket service capabilities for GE Oil amp Gas equipment ldquoWhile the GE team in Mozambique is relatively small, we are nonetheless committed to providing support for the country in several sectors. We also believe very firmly in developing skills in Mozambique, and to share the knowledge and expertise that GE has accumulated over the years, rdquo said Oil amp Gas Senior Staff Manager Ricardo Aboud. If therersquos one thing people in the Science, Technology, Engineering and Mathematics (STEM) fields are acutely aware of, itrsquos that more women are needed in science. There are several reasons to support this call for gender parity and one of them is due to the incredible job growth taking place in STEM. Another compelling reason is because the female point of view is needed now more than ever. Take, for example, how male-dominated science and technology allowed the first generation of car airbags to injure women because engineers didnrsquot foresee that breasts close to the steering wheel could push deployed airbags up towards the neck. Situations such as this and others show that a gender bias in science has affected research outcomes and damaged womenrsquos health. The most significant job growth in coming years will take place in STEM fields, and specifically in the digital coding and programming area where Africa and Europe anticipate that 80 of jobs by 2020 will require a STEM education. GE has been supporting much-needed STEM development with global and SSA initiatives such as the annual Girls in Technology Day. which takes place in Nigeria. This month, GE committed to closing the gender gap by promising to place 20,000 women in technical roles by 2020 and this initiative will also involve a 50:50 gender representation in all entry-level technical programmes. Following this announcement, the GE Womenrsquos Network (GEWN) in Kenya decided to celebrate Valentinersquos Day with a Women in Technology breakfast forum about working in a digital organisation. The forum was hosted by GEWN Kenya together with the GE Africa Communications team with guests from Microsoft and Safaricom, which are both respected technology leaders which have made progress in promoting women in technology across the African continent. Image top: Ladies who attended the Women in Technology breakfast in Nairobi appreciated the opportunity to network. Image above: Amrote Abdella, Regional Director for the Microsoft 4Afrika Initiative addressed women at the breakfast. Credit: Photos Courtesy GE The GEWN was created to accelerate the advancement of women working at GE. By sharing information, best practices, education and experience, network members help one another to develop the leadership skills and career advancing opportunities needed to drive GErsquos success. ldquoItrsquos exciting for women working at GE in Kenya to learn and share experiences with our industry peers in the digital space. We see a huge opportunity to partner and support initiatives that promote more women in leadership and technology roles, rdquo said Brenda Mbathi, GEWN Leader, East Africa Hub. One of the guests at the Valentinersquos Day forum, Amrote Abdella, Regional Director for the Microsoft 4Afrika Initiative said: ldquoI lead a technology initiative in Africa with some of the best technical and non-technical talent from across the region. Technical or not, there is no substitute for competence and confidence in your role, especially for women aspiring to take top leadership positions. rdquo The Microsoft 4Afrika Initiative is a multi-year commitment by Microsoft to actively engage in Africarsquos economic development to improve its global competitiveness by enabling Africarsquos youth, businesses and governments through technology to innovate as they meet 21 st century challenges. Microsoft has promoted women and girls in technology through initiatives such as DigiGirlz for high school, the EmployMentor programme for female graduates and the Cloud Startup Academy for female entrepreneurs. Founded in 2012, Safaricomrsquos Women in Technology (WIT) is a network championed by passionate women working at Safaricom in technology-related careers. Their initiatives include Kids go tech, which focuses on children between 5-16 years of age to nurture their creativity and innovation 4747, which is a high school outreach and mentorship programme aimed at reaching out to at least 47 girlsrsquo high schools across Kenyarsquos 47 counties in one year Campus Outreaches, which target female engineering students at institutions of higher learning and WIT Networking, which is a monthly engagement with women in technology across industries in Kenya in which GEWN members have participated in the past. ldquoOur vision is to advance women in technology, from the classroom to the boardroom through a multi-pronged approach to bridge the wide gender gap that exists within technology industries in Kenya. We empower women at all levels of their technology careers by providing them with the exposure, networks and support to excel in the STEM industry, rdquo said Lillian Kiambati, Safaricom WIT Director. The GE Reports Africa blog has launched a new series known as ldquoA Day in the Life Ofrdquo which profiles GE SSArsquos unsung heroes, highlighting their contribution at GE. This week, we profile Nnenna Anthonia Olorunfemi. As the Lead Contract Performance Manager at GE Power and Water at the Nigeria Liquefied Natural Gas plant (NLNG), Nnenna will tell you if shersquos going to have a good day, or a bad day, by analysing the ldquoflare stackrdquo at the plant. She understands the impact GE gas turbines have in the LNG compression trains and the power generations units. ldquoIf I look up and the flare is small, then I know all our equipment is in perfect working condition and it will be a good day. If there is a lot of flare, then I know that one or more pieces of GE equipment are having trouble and I must prepare for a long, busy day ahead, rdquo she said. She swears by this method. Nnenna said that working in a male-dominated industry has not been easy, but perseverance, hard work and the pursuit of knowledge has paid off. Coming from a strict patriarchal home, Nnenna grew up in Nsukka, a small town which is also the site of the University of Nigeria in Enugu State. She completed both her primary and secondary education there, and went on to study zoology at the university, graduating with honours. When Nnenna was a child, she wanted to pursue a career in finance, but her strict father wanted her to become a doctor and encouraged her to stick to the sciences, so she ended studying zoology. After graduating, Nnenna got married and found herself living in Bonny Island, but she realised that this wasnrsquot the path she had imagined for herself. She wanted to pursue a career in management sciences and shared this goal with her neighbour, who told her about GE and advised her to apply for job at the company. Nnenna applied, was interviewed and was successful, and this is where her journey with GE began. In 2012, she was appointed as a contract performance manager associate at GE and in 2013, she was promoted to her current role. A normal day for Olorunfemi starts at 6am with a morning prayer, followed by preparations for work and getting her daughter ready for school. On her way to work, she always thinks ahead about what challenges she might be dealing with on that day. Nnennarsquos day-to-day tasks involve managing both the planned and unplanned maintenance of GE-covered equipment. Managing the plant involves planning for outages as well as ensuring that all the necessary resources to get the job done are available. ldquoAs a Contractual Service Agreement (CSA) contract manager, the finance is important. Therefore, I am responsible for billing and collection for the contact, rdquo said Olorunfemi. ldquoAll the things I do in my role is to ensure that we execute tasks flawlessly on site to ensure on-time invoicing and cash collection. Usually in the morning, the team on site will gather together for a meeting to share and discuss site-related issues and get business updates from the site director. ldquoThe main objective for us is mitigate any risk that will jeopardise the availability and reliability of the plant because we make money when the customer makes money. It is a win-win relationship, a partnership that makes GE and the customer co-creators of value. rdquo She goes home at about 6pm to prepare dinner for her family and then, she helps her daughter with her homework. Before her day ends, she usually checks social media to get updates on what is happening in her industry globally and to catch up on current affairs with her friends. ldquoBy the time one comes into the GE CSA business, you learn that it all works differently from other business models. Learning and understanding the business comes from hands-on experience and from the various classroom and online training provided by GE. Though classroom training provides one with basic principles which act as a good foundation, you soon realise that there are actual situations that you will find yourself in where you need to apply hands-on knowledge that you would have learned from practical situations. rdquo When Nnenna joined GE, she had an opportunity to go on internal training programmes and one of them was the Foundation of Leadership - a course that takes you through leadership at GE and how GE operates while instilling practical leadership skills. As Olorunfemi progressed, she enrolled in job-specific training for Contract Performance Certification that focused on Contract, Finance, and Outage management as well as technical, health, safety and environmental, commercial and sales elements. ldquoI have also had lsquoon-the-jobrsquo training, working under a senior corporate performance manager who was both a coach and a mentor. I also attended conferences and learned from colleagues, rdquo said Nnenna. Luckily, she was nominated to be part of the RISE programme, a corporate run leadership development programme targeting high-performing, high potential senior leaders. Over the course of the year-long programme, RISE participants engage in developmental experiences including: Individual Development Planning, Global HR Coaching, Classroom and Virtual Learning Sessions, and Networking with Senior Leadership and Peers across GE businesses. GE has been instrumental in Nnennarsquos career growth, instilling the value of education in her. ldquoOne should always continue to learn and grow. rdquo With the support of her manager and family, she obtained an MBA from the University of Liverpool UK, which increased her business management acumen, which she needed to manage the finance of a high-value contract such as NLNG. Nnenna added that one should never underestimate the power of networking as this has far-reaching implications. ldquoBe curious, ask questions and listen to feedback as this attribute will help you navigate the complex and unpredictable business environment that we now face. rsquorsquo The GE Reports Africa blog has launched a new series known as ldquoA Day in the Life Ofrdquo which profiles GE SSArsquos unsung heroes, highlighting their contribution at GE. Therersquos nothing like a hike in a forest where the mobile network coverage is low and yoursquore forced to switch off from your emails and social media. Catherine Mutonyi, the Commercial Operational Leader for SSA based in the Transportation division of GE Kenya has discovered that hiking and being in nature is the best way to destress. ldquoMy husband and I love hiking, so wersquore usually outside during the weekend, just enjoying nature. Itrsquos a true pleasure. Sometimes, wersquoll just go to the park and do a nice long walk with our two dogs. At other times, we get out of town and this forces us to wind down even more because the signal strength might not be that great where wersquore hiking, rdquo said Catherine. ldquoThe physical exertion helps me forget about the pressure at work and I thoroughly enjoy it when we bump into people and have random conversations. rdquo The main park Catherine visits in Nairobi is Karura, which is conveniently situated within the Karura Forest, making it easier for hikers to take longer walks. ldquoItrsquos a new thing in Kenya to have a park and go walking, and enjoy the open air. The other place that we like to go to is Lake Naivasha. You can do quite a bit there in terms of the hiking and camping. Itrsquos diverse and they have great food. rdquo Catherine has always set her career goals very high, initially wanting to study law and then leaning towards dentistry because she had an inclination towards chemistry and biology. But ultimately, she chose engineering because it would utilise her strengths, which are mathematics, science and physics. Catherine studied for a Bachelorrsquos degree in aerospace engineering at the University of Sheffield and then worked in London at project management and construction firm, Bechtel and at Transport for London where she gained valuable expertise in design, construction and railways. Catherine moved back to Kenya and started at GE in January last year as part of the Commercial Leadership Programme, which is now known as the Accelerated Leadership Programme. ldquoI work on the commercial side with sales leaders from different regions. Sales leaders go out and find out what the customer needs. I then vet the opportunities coming in from the sales leaders and where they are viable, I then take them through a proposal process. My days vary because it all depends on the needs and the urgencies that need to be dealt with on that day. rdquo Image top and above: Catherine Mutonyi, the Commercial Operational Leader for SSA based in the Transportation division of GE Kenya, loves hiking and has hiked to the top of Mount Kenya. Credit: Courtesy GE ldquoA typical morning starts with gym at about 6.30am and then, I go to work. Most days, I will start by working on urgent proposals and I will set up calls to get the information I need. I liaise with my team and the sales leaders so that we can prioritise, as a group, what we need to work on to ensure we all start on the right foot. Then, we get to the internal review processes where we talk about exactly what needs to be done with each proposal. Wersquoll also set up internal calls and calls with teams in other countries to go through the proposals. Because time is of the essence with each proposal we receive, I draw up a living document that we all work on to ensure that everyone contributes, and that we are considering all comments and inputs. rdquo Catherine liaises with teams all over Africa, Belgium and the United States almost daily, and she sometimes makes three calls a day to the global network. The teams in other countries are always willing to help, but due to everyone being busy, she has learnt to be very direct and to get to the point quickly during international calls. ldquoMy evenings end a little later because working with global teams extends my day, so I get home at about 8pm. Luckily, I donrsquot have to cook. We have someone who cooks for us and that makes life a little easier. Hopefully, my husband gets in at the same time as I do and wersquoll eat together, and itrsquos when we sit around talking that we start to wind down. When Irsquom at home, I also like to go online. I like to find out whatrsquos happening around the world in terms of news, trends and social media. I recently discovered Netflix, so I will watch an episode of a series, or half a movie before going to bed. rdquo Catherine is grateful for the way GE organises its various training programmes. ldquoThe training is structured in such a good way. The assignments are so meaningful and GE provides a support system too. I really feel like Irsquom making a valuable contribution at work. rdquo ldquoOne of the greatest lessons I learned early on, when working on my first proposal, was lsquonever be afraid to ask for helprsquo. I had put a lot of unnecessary pressure on myself with my first assignment by trying to do everything myself and then, one of my colleagues told me lsquoyou need to work with the team. You need to ask for help. You canrsquot sustain this because you will burn out. You are not expected to know everythingrsquo. I now ask for help very easily. rdquo ldquoMy advice to youngsters is: Donrsquot stop wanting to learn and learn how to work in a collaborative environment. Also, learn how to listen and how to prioritise, and always keep your mind open and ready to learn. rdquo The GE Reports Africa blog is launching an exciting new series known as ldquoA Day in the Life Ofrdquo. This series of profiles gives us the opportunity to cast the spotlight on GE SSArsquos unsung heroes, the employees who quietly go about contributing in meaningful ways to make GE the great multinational company that it is. If at first you donrsquot succeed, try, try again. This is the adage that ultimately secured Daniel Oluseye Komolafe a job at GE Nigeria where it took him a few tries before eventually hired on the GE Commercial Leadership Programme (CLP) in 2014. ldquoYou have to persevere and be proactive in your career and learning. You have to get out there and find opportunities if you want to succeed, rdquo said Komolafe (28), who is now a Commercial Manager in GErsquos Lagos office, covering Gas Power Systems (GPS) in SSA. ldquoAs clicheacute as it sounds, I have always wanted to work at GE. I was strongly influenced by the legacy of the founder, Thomas Edison and I suppose itrsquos also because I wanted to be an inventor when I was younger. I think I was influenced by several episodes of Dexterrsquos Laboratory, rdquo said Komolafe because Dexterrsquos Laboratory is a comic science fiction animated television series about a boy inventor. Influenced by his parents who had studied abroad, Komolafe believed in the benefits of being exposed to different cultures and therefore studied for his bachelorrsquos degree in engineering at the University of Manchester in the United Kingdom and a masterrsquos degree in power systems engineering at the University College London. I believe that studying abroad definitely broadens your horizons and thatrsquos also why I appreciate the opportunities GE provides to further my education with teams in different countries. rdquo For two years, Komolafe was part of GErsquos CLP, which involves two years of intense learning in different regions. ldquoI was fortunate to have been on a leadership development programme. My rotations included six-month assignments in Dubai and New York, and a 12-month assignment in France. During this time, I made very good connections with people across the globe and they are always willing to help, so even though yoursquore based in Nigeria, you have access to a network of people all around the world. rdquo Top Image: Daniel Komolafe at the GE Commercial Leadership Programme Summit in 2014. Image above: Daniel at his desk at the GE Lagos office. Credit: Courtesy GE As a commercial manager, Komolafe does a little bit of everything. He prepares proposals and contracts for customers, ensuring that the information being disseminated is accurate and free of risk and his engineering background helps him cope with the technical challenges of the job. ldquoItrsquos an interesting job. I get to learn a lot of different things. Irsquove become more of a jack of all trades. rdquo A day in Komolafersquos life starts at about 6.30am with some light exercise before getting ready for work. His days are unpredictable and could involve impromptu meetings, conference calls and such. Sometimes, contract negotiations keep him at work until midnight, but hersquos happy to do whatrsquos needed to close the deal. Komolafe tries to balance life and work, and when he does finish work at 5pm, he usually goes for a run across the famous Ikoyi Bridge in Lagos four times a week. He then prepares his dinner and does a little reading before the day comes to an end. He added that ldquoextra-curricular activitiesrdquo happen on the weekend. ldquoSome days, we do have to deal with highly complex challenges and the key for me is always to remain calm and take proactive steps to solve problems I encounter. Recently, I had the challenge of dealing with a customer who wanted a technical feature that had been discontinued and was no longer supported on a particular piece of equipment. It took quite some doing as I had to pitch to very senior people and experts in the company to add that technical feature and Irsquom glad we eventually accomplished what the customer wanted because we would have lost a multi-million-dollar contract if we didnrsquot accommodate the request. rdquo Komolafe has learned more about his job through hands-on experience. ldquoMost of the knowledge and competency comes from developing an attitude of curiosity and learning from those around you. This is a continuous learning process. Some days, I have to reach out to people outside of Africa to get support. GE is a big company with very smart and experienced people. Being able to reach out and get the support you need is incredibly helpful. rdquo ldquoI think thatrsquos one of the major reasons people are clamouring to be hired by GE, because the company supports your professional and personal development. The company pays for your training and your assignments abroad, and that shows how committed they are to employee development. rdquo When asked about advice he would like to give young people, he said: ldquoYou need to follow your passion. If you do something you really like, it makes the tough days a little easier. Find opportunities where you can practice the skills yoursquod like to acquire and put yourself out there. Take proactive steps to get the knowledge you need and identify the job you want. I think curiosity is very important and it has been my key to success. rdquo GE Transport and Transnet, South African-based freight logistics chain have entered a digital partnership to seamlessly connect shippers and transport operators in streamlining pricing and capacity on the network, shipment planning, fuel costs savings and delivering goods to the market more effectively. GE Global Chairman and CEO, Jeff Immelt said: ldquoThe digital partnership wersquore embarking on with Transnet will not only improve Africarsquos transport sector, but unlock enormous opportunities for the supply chain fuelling Africarsquos economy. rdquo Siyabonga Gama, Transnetrsquos Group Chief Executive said: ldquoDisruptive innovation has become the new buzzword for good reason. Innovation creates new markets and fundamentally changes the way we live and work. The partnership with GE Transport is helping us to create a new industry and develop new skills that have the potential to transform the world as we know it. rdquo As a global digital industrial leader and supplier of equipment, services and solutions to the rail, mining, marine, power and drilling industries, GE Transport will assist Transnet to deliver goods and services with greater speed and efficiency through the provision of essential data required through Predix ndash GErsquos cloud-based operating system for the Industrial Internet of Things. The timing of this initiative falls in line with the robust growth taking place across Africa. Since 1995, Africarsquos trade has nearly doubled, placing immense logistical pressure on existing transport infrastructure. As it stands, managing the various transport routes and developing new infrastructure is laborious. GErsquos innovative solution will bring simplicity to payment processes, goods management, customs inspections and reduce the burden of a paper-based environment. GE is encouraging development across the sectors of aviation, healthcare, transport and power as sectors that are increasingly being inhabited by software companies, technology companies and industrial companies. ldquoThis partnership is GErsquos opportunity to take the new technology that we will develop in South Africa and introduce it to the rest of Africa, rdquo said Immelt. Digitalisation in Africa is essential to driving growth on the continent. It plays a significant role in stimulating inter-Africa trade. This isnrsquot the first time GE and Transnet have worked together. The two entities have partnered since 2009 to manufacture and deliver more than 230 Evolution Series diesel electric locomotives, including the ldquomost Africanrdquo locomotive, which featured 55 locally produced content. ldquoWe have a rich history of partnership with Transnet, and are excited to continue working with them to unlock game-changing potential for the local supply chain that is at the heart of Africarsquos global economy, rdquo said Immelt. Top image: Transnet CEO Siyabonga Gama (left) and GE Global CEO Jeff Immelt in Johannesburg, South Africa. Photo: Courtesy GE Ludovic Avot and Yannick Le Berre are big video game fans with Avotrsquos favorite being ldquoFallout 4, which guides players through post-apocalyptic Bostonrdquo. The game is bleak but immersive, and playing it gave the GE Healthcare designer an idea. What if doctors could use video game technology to step inside the human body mdash like the heroes of the sci-fi movie ldquoThe Fantastic Voyagerdquo mdash to inspect organs and tissues and search for disease ldquoWe were inspired by the photo-realistic rendering techniques of the high-quality games, rdquo Avot says. Le Berre, an engineer in medical imaging, wanted to create a way for doctors to walk through the human body using virtual reality. After a few simple but promising prototypes, he decided, with Ludovic, to move things further. Working at GE Healthcarersquos Global Center of Excellence in Medical Imaging Software in Buc, France, the pair spent a hack week mdash time where GE designers can work on a project outside of their current work mdash with VR design tools and other gaming software. They used detailed 3D information from CT and MRI body scans to build a virtual experience complete with color, texture, light and other features. Doctors can use it to observe the glistening pleura of the lungs or ashen pink matter of the brain. They can also ldquoenterrdquo a specific part of the body and closely examine it for things like polyps, tumors and lesions. Le Berre explained that they used a tracking system capable of following movements so accurately, it doesnrsquot make users dizzy, like some other VR environments. The prototype, which can be used with off-the-shelf VR headsets like the Oculus Riftreg, could be a vital turning point in offering doctors a fresh interpretation of a medical image or to better prepare them for surgery. ldquoImagine walking into a virtual room that is your patientrsquos brain, rdquo says Francois Lenfant, general manager for Global UX Brand amp Design Language at GE Healthcare. ldquoYou can enlarge the area of interest to the point where you can go inside the brain cells. When yoursquore immersed in an image, you can work intuitively and find new perspectives. rdquo Up until now, 3D images have been at the forefront of imaging technology. The center of excellence in Buc is a pioneer in anatomical 3D modeling using images taken with GE scanners. Doctors can use the models to get targeted views of specific organs. They can, for example, focus on coronary artery stenosis and see deeply into the space of the cavity. They can also use 3D printers to make hand-held models of organs. The next step on this journey into the body is virtual reality. VR is becoming common in gaming, but for itrsquos still the early days for industry. But Avot and Le Berre have used ldquoopen innovation and design thinking processes, rdquo to help VR become an important new tool in healthcare and diagnostics. The pair presented their VR prototype during the Journeacutees Francophones de Radiologie conference in Paris last year. They say the feedback from approximately 200 radiologists and surgeons who tested it was ldquoentirely positive. rdquo Next, GE will start testing the VR system with a customer in France this year before expanding to the United States and Asia. The first prototype will be used as a tool to help doctors learn more about anatomy and how to better identify pathologies. Eventually, Avot expects doctors to use the technology not only for diagnostics but also to practice procedures before surgery and to double check results post-surgery. Le Berre and Avot are already thinking about other ways to help doctors see inside the body. ldquoWersquore looking at augmented reality, rdquo Le Berre says. ldquoThe idea is to overlay 3D and technical information into the physical world that yoursquore seeing. This technology could eventually be used to guide a doctor during surgery so that he or she can see the tool in the body of the patient in real time. rdquo GE engineers are also working with artificial intelligence. The idea is that one day machines may be able to recognize cancer on their own. But for now, human judgment is still the key ingredient. To that end, Le Berre and Avot have tried to make their prototype feel as much like a video game as possible. ldquoWe would like to use the multiplayer capabilities to allow multiple users to review the same case, rdquo Avot says. ldquoItrsquos a video game that all doctors will want to play. rdquo Top image and above: ldquoImagine walking into a virtual room that is your patientrsquos brain, rdquo says Francois Lenfant, general manager for Global UX Brand amp Design Language at GE Healthcare. Images credit: GE Healthcare