Podcasts about immelt

BIO: William D. Cohan, a former senior Wall Street M&A investment banker for 17 years at Lazard Frères & Co., Merrill Lynch, and JPMorgan Chase, is the New York Times bestselling author of seven nonfiction narratives, including his most recent book, Power Failure: The Rise and Fall of An American Icon.STORY: William discusses lessons from his most recent book, which is a story of General Electric (GE), a former global company with facilities worldwide. In his book, William focuses on former GE CEO Jack Welch, who took over the company in 1981 and increased its market value from $12 billion to $650 billion. This company became one of the world's most valuable and respected companies, and then it all fell apart.LEARNING: Leadership matters. You are not always right. Achieve the numbers in an ethical manner. “I try to write books that I like to read, with great characters and great stories. And, yes, it's a long book, but I think it's a great story and worth your time.”William Cohan Guest profileWilliam D. Cohan, a former senior Wall Street M&A investment banker for 17 years at Lazard Frères & Co., Merrill Lynch, and JPMorgan Chase, is the New York Times bestselling author of seven nonfiction narratives, including his most recent book, Power Failure: The Rise and Fall of An American Icon.William is a former guest on the show on episode 739: Get the Numbers Right Before You Invest. Today, he's back to discuss lessons from his most recent book, which is a story of General Electric (GE), a former global company with facilities worldwide. In his book, William focuses on former GE CEO Jack Welch, who took over the company in 1981 and increased its market value from $12 billion to $650 billion. This company became one of the most valuable and respected companies in the world, and then it kind of all fell apart.Leadership mattersThe ability of a company to adapt and flexibly evolve in response to market changes is crucial for sustained success. This is vividly illustrated through the leadership tenures of Jack Welch and Jeff Immelt at General Electric (GE), where Welch's strategic boldness and Immelt's subsequent decisions markedly impacted the company's fortunes. The two leaders demonstrate the importance of getting the right man on the right job.Welch was among five candidates vying to become CEO in 1981. He was picked as the CEO because he was potentially the most disruptive—he was going to be this change agent, there was no doubt about it. Welch had pledged to disrupt things to change how GE was run, and he was frankly a fantastic leader. People loved working for him, and he got more out of people than they thought possible. Welch was beloved, feared, respected, and delivered.When choosing a successor, Welch gravitated towards Immelt because he went to Dartmouth and Harvard Business School, got his Ph.D. from the University of Illinois, and was generally intelligent. However, Immelt didn't understand GE Capital. He didn't understand finance well or know the dangers of borrowing short and lending long.Borrowing in the commercial paper market is like a 30-day liability, and lending out 7-10 years means that if something happens and dries up your source of capital, you're toast. This saw him make wrong decisions, which significantly impacted the company.In comparison, when Jack Welch made...

In 2009, in the wake of the financial crisis, with ratings agencies weighing whether or not to downgrade its stock, GE CEO Jeff Immelt made the decision to cut the company's annual dividend for the first time since 1938. It was gutting for Immelt. He knew the financial impact such a move would have not just on the company, but also on its retirees—a group that notably included his own parents. In this second part of our Skydeck conversation with Immelt, we talk about the trials of the financial crisis, the loneliness of life at the top, and what his post-GE career in education and venture capital have taught him about the future of global business.

When Jeff Immelt graduated from HBS in 1982, he had job offers from Morgan Stanley and Boston Consulting Group. But Immelt had spent his second year at HBS reflecting on his career path, and he decided that he was more interested in being an operator than an investor, accepting a position with a lower salary at GE. His initial plan was to spend five years or so at GE learning how to manage. Ultimately though, he would go on to spend 35 years at the company, becoming CEO in 2001. He was so dedicated to GE that, at age 50, he got the company's logo tattooed on his leg. Immelt, now venture partner at New Enterprise Associates and a lecturer at Stanford's Graduate School of Business, recounts his history at GE in his recent book, Hot Seat: What I Learned Leading a Great American Company. And in this first episode of a special two-part Skydeck interview with Immelt, we talk about his rise to CEO, the challenge of enacting change at a massive scale, and what his experience at GE can teach large organizations about overcoming barriers to innovation.

Podcast: The Knowledge Project with Shane Parrish (LS 69 · TOP 0.05% what is this?)Episode: #116 Jeff Immelt: Leadership In A CrisisPub date: 2021-07-27Former General Electric CEO Jeff Immelt looks back on his two decades with the company and the strategies he used to lead during three separate crises. In this episode Immelt discusses what happened during those events and why, what it was like to take over for GM icon Jack Welch, getting the information you need to make decisions, activist investors, fighting complexity, the mismatched timelines between CEOs and shareholders, unions, and so much more.   Immelt is currently a venture partner at New Enterprise Associates and a lecturer in management at the Stanford University Graduate School of Business. He served as the Chairman and CEO of GE from 2001-17, and is the author of the 2021 memoir Hot Seat: What I Learned Leading a Great American Company. Go Premium: Members get early access, ad-free episodes, hand-edited transcripts, searchable transcripts, member only episodes, and more. https://fs.blog/knowledge-project-premium/ Every Sunday our newsletter shares timeless insights and ideas that you can use at work and home. Add it to your inbox: https://fs.blog/newsletter/ Follow Shane on twitter at: https://twitter.com/ShaneAParrishThe podcast and artwork embedded on this page are from Farnam Street, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

Former General Electric CEO Jeff Immelt looks back on his two decades with the company and the strategies he used to lead during three separate crises. In this episode Immelt discusses what happened during those events and why, what it was like to take over for GM icon Jack Welch, getting the information you need to make decisions, activist investors, fighting complexity, the mismatched timelines between CEOs and shareholders, unions, and so much more.   Immelt is currently a venture partner at New Enterprise Associates and a lecturer in management at the Stanford University Graduate School of Business. He served as the Chairman and CEO of GE from 2001-17, and is the author of the 2021 memoir Hot Seat: What I Learned Leading a Great American Company. Go Premium: Members get early access, ad-free episodes, hand-edited transcripts, searchable transcripts, member only episodes, and more. https://fs.blog/knowledge-project-premium/ Every Sunday our newsletter shares timeless insights and ideas that you can use at work and home. Add it to your inbox: https://fs.blog/newsletter/ Follow Shane on twitter at: https://twitter.com/ShaneAParrish

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In episode 42 of the podcast, the topic is: Business Beyond Buzzwords. Our guest is Jeff Immelt, Venture Partner, NEA, former CEO of General Electric.In this conversation, we talk about Jeff Immelt's new book Hot Seat, running a top tier manufacturing business, industrial tech, the impact of globalization, plant innovation, workforce training, global supply chain, virtual cloud connected value streams and what it is possible to do today and what was very difficult even a few years ago with the myriad of non-integrated enterprise IT and ERP systems and other challenges. Lastly, we discuss how industry will evolve in this decade.After listening to this episode, check out NEA, GE, Jeff's book Hot Seat as well as Jeff Immelt's social media profile: NEA (@nea): https://www.nea.com/GE (@generalelectric): https://www.ge.com/Hot Seat (book): https://www.simonandschuster.com/books/Hot-Seat/Jeff-Immelt/9781982114718Jeff Immelt (@JeffImmelt): https://www.linkedin.com/in/jeffimmelt/Trond's takeaway: Jeff Immelt's brave, honest, and wise book is unusually revealing and instructive. Jeff has shared not only how lonely it is at the top, but seemingly how few big choices and at times how many smaller choices you have at any given time. His struggles with industrial tech are near timeless. Nobody has all the answers in terms of getting organizational implementation of exponential tech right. Especially not if your organization is the size of GE. I was struck by the implication for leaders--be vulnerable or risk not only your own happiness but those of all your co-workers. Immelt's struggle was to digitize GE, a behemoth in transition. He chose to build an in-house capacity, at great cost, and with mixed results, but how many other options were there on the table? Hindsight is 2020. As Immelt points out, nowadays, low-code and no-code systems, such as Tulip, are about to transform frontline operations in ways we can only start to imagine. The promise is empowerment of workers and immense productivity gains from freeing up the human mind. Our challenges might, at times, seem or indeed be smaller in scale, but might feel equally overwhelming. Good to know then, that the folks at the top struggle as well. Thanks for listening. If you liked the show, subscribe at Augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like episode 21, The Future of Digital in Manufacturing with Çağlayan Arkan, VP of Manufacturing Industry at Microsoft, episode 32, Covering Industrial Innovation with Amy Feldman, Senior Editor, Forbes, or episode 27, Industry 4.0 Tools with Carl B. March, Director, Industry 4.0 at Stanley Black & Decker.Augmented--industrial conversations that matter.

“I say sometimes that leadership is a journey into yourself. It's self-renewal, self-reflection, self-confidence. It's going to bed kind of scratching your head and saying, “Man, I'm not as good,” and waking up the next morning and trying it again — and I think that's what matters.” In this episode of Think Fast, Talk Smart, former CEO of General Electric and Stanford Graduate School of Business lecturer Jeff Immelt sits down with lecturer Matt Abrahams to discuss communicating during times of challenge and pressure. “There's no such thing as perfection of crisis,” Immelt says. “This is a pass-fail test, and all you really want to do is make progress.”Privacy Policy and California Privacy Notice.

Jeff Immelt succeeded Jack Welch as the CEO of General Electric, a great American company. When Immelt took over in 2001, he didn't know that he would have a long, turbulent road ahead. The Sept. 11 terrorist attacks would be the first of many crises that Immelt had to grapple with in his time as CEO. He was at the helm of the company through the bursting of the dot com bubble, the Fukushima Daiichi nuclear disaster, the fall of Enron, and the 2008-09 financial crisis. Shareholders blamed Immelt for his inability to turn the company around and for allowing GE to lose $150 billion of market value under his watch. In this conversation, Immelt shares what he's learned about leading in crisis, how he's taken responsibility for the consequences of his decisions, and why he believes the next generation of founders and CEOs need to be masters of chaos. --- Stay up to date by singing up for The Profile, our weekly newsletter that brings you the best profiles of successful people and companies. Sign up here: https://readtheprofile.com

Jeff Immelt was the CEO of General Electric for 16 years. It was a controversial run to say the least. During his tenure company stock plunged, wiping out well over $100 billion in market value. Now, Immelt is ready to talk about what went wrong – and, what went right. He’s written a new book called Hot Seat: What I Learned Leading a Great American Company. And today, he joins Alan Murray and Ellen McGirt on Leadership Next.  Also in today’s episode, Fortune’s Geoff Colvin who has spent years chronicling the company and has his own insight to offer. 

In today’s edition of Daily Compliance News: NYSE flip flops on delisting Chinese companies. (WSJ) No clawback for Immelt. (WSJ) China sentences former bank chief to execution for corruption. (NYT) NDAA and China. (WSJ) Learn more about your ad choices. Visit megaphone.fm/adchoices

Jeff Immelt, the former CEO and chairman of GE, spoke with MMG Editor Kathryn Mulligan onsite at ACG’s InterGrowth conference following his keynote address. He reflected on his time at GE and what he thinks the press has gotten wrong about his tenure, and he offered some advice for President Trump on how to handle the trade dispute with China. Immelt also shared what he sees as the biggest challenge facing U.S. businesses today, how to address the growing skills gap in the United States, and the future of digital innovation.

Want an alternative take on the news?  In this series, Yaron takes today's headlines and applies an Objectivist perspective to the happenings around the world.In this episode: Jeff Immelt's tenure at GE as example of how government regulation rewards political CEOs over CEOs who are true businessmen; Biohacking quackery as provoking FDA shutdown/regulation; Turkey aligning itself with our enemies, actual and potential (including a brief review of the history of Turkey).Like what you hear?  Become a member, get exclusive ad-free content and support the creation of more videos like this! https://www.patreon.com/YaronBrookShow.Continue the discussions anywhere on-line after show time using #YaronBrookShow. Connect with Yaron via Tweet @YaronBrook or follow him on Facebook @ybrook and YouTube (/YaronBrook).Want to learn more about Objectivism? Check out ARI at https://ari.aynrand.org. 

Porter reveals why no major media outlet will cover his best-selling book, American Jubilee, which has sold over 50,000 copies in the last few months. Is the dirty math at General Electric about to get a lot worse? Porter has new information about dubious accounting practices used at GE that could potentially put the conglomerate in the same league as Enron. He offers a solution for corporate America that would immediately stop the crazy debt madness and financial shenanigans found at some major public companies. Dan Denning of the Bill Bonner Letter joins Buck and Porter to talk about the early days of Porter’s publishing business, why he recently traveled 3,000 miles out west looking for “bolt hole” communities, how he hates to disagree with Steve Sjuggerud, and what newsletters he’s reading these days for ideas and inspiration. The mailbag is filled with questions about Porter’s natural gas prediction, capital efficiency, and the Stansberry Alliance. One listener writes in to tell everyone how he was almost “Bucked” on a position in GE before he heard Porter’s analysis. 0:38: Porter tells Buck about his new status as a best-selling author, and theorizes about why the New York Times will never put him on their bestseller list. 4:00: Porter reads from Grant’s Interest Rate Observer regarding the Multi-Employer Pension Reform Act of 2014 that gives pension plans an avenue to reduce payments to their beneficiaries up to 50%. 7:18: What’s going on in the FBI? Buck breaks down the latest in the FBI’s alleged plans to take down Trump’s campaign in what could be a bigger scandal than Watergate, and why he’s still reserving judgement. 10:35: Buck makes a prediction if Democrats take Congress this fall: They will impeach Donald Trump. It’s what their base will demand they run on – but even if they take control, one threshold in the Senate might save Trump. 12:43: Porter shares his own radical fix for our broken, circular-firing squad politics: Give citizens voting power equal to the taxes they pay. “Look at the history of our democracy since we went to universal suffrage – they’re not good outcomes.”  23:15: Porter picks apart the lie that ballooning CEO compensation is “just what the market bears out” and reveals why the situation with GE is about to get $20 billion worse. 27:36: Buck introduces Dan Denning, and Porter shares the story of how he was broke, recently fired, and “at loose ends” when Dan’s seemingly small but momentous gesture let him launch a newsletter empire. 30:22: Porter asks Dan which newsletters he’s reading these days and he tells you why he never likes to disagree with Steve Sjuggerud. Dan gives Porter a tip about a favorite new writer he’s reading that you’ve likely never heard of before. 36:49: Dan tells you about his recent 3,000-mile journey in the western US looking for “bolt hole” communities that you can move to in times of crisis. He found whole parts of America that are emptying out, but offering great opportunities in real estate and peace of mind. 40:09: There’s one recommendation that probably embodies his investing philosophy better than any other – Hershey – and Porter reveals what makes it so special. Dan shares the two qualities he looks for, and the investment that went up 5,000% after he recommended it. 45:44: There’s only one area where Porter thinks Agora founder Bill Bonner’s been wrong for as long as he’s known him, and that’s his general aversion to the stock market. “Aren’t you giving up too much upside?” 49:26: Dan explains why history is of little help making sense of today’s markets where traditional asset class relationships don’t seem to be working anymore. Porter agrees and goes into detail on how the true barometer of financial excesses today isn’t in the stock market. 58:34: With a small amount of envy, Porter shares the findings from the full audit of Steve Sjuggerud’s newsletter recommendations, and how since inception of his letter in 2001, the average gain is 20.6% – a record that beats virtually every hedge fund and mutual fund, and doubles the S&P 500’s return. 1:06:02: Buck reaches into the mailbag and pulls out a question from Jim T., who asks Porter how he gets his prediction that natural gas prices will rise to $10 when fracking is already unleashing such a supply glut. Porter responds it all comes down to what the Chinese will STOP doing.

Porter tells you about what really happened at General Electric (GE) under the reign of Jack Welch and his successors. It’s the story of an unholy partnership between big government and big media. A tragedy of paper money, financial speculation and excessive greed. Porter explains what GE has been doing since the mid-90s, and it has nothing to do with lightbulbs, locomotives, or power plants. GE has been involved in a gigantic financial gamble for decades…right under the nose of shareholders. The SEC is now investigating the company’s accounting, and Porter explains how GE could easily become the next Enron or Lehman. Buck and Porter welcome Steve Sjuggerud, editor of True Wealth and Porter’s long-time partner at Stansberry Research. Steve reveals how much longer the stock market MeltUp can continue, which warning sign to look for from the government that has consistently preceded the last three market corrections, and a recommendation for Buck on the easiest way to invest in the China boom.

We do not take issue with corporate jets. We take issue with mediocre performance and a lack of accountability.

Bloomberg Markets with Carol Massar and Cory Johnson. GUEST: Rick Clough Industrials Reporter Bloomberg News Discussing Jeffrey Immelt stepping down as chairman and chief executive of General Electric, and John Flannery taking over the running of the company. Karen Ubelhart, Bloomberg Intelligence Industrials Analyst, also participates in the discussion.

Bloomberg Markets with Carol Massar and Cory Johnson. GUEST: Rick Clough Industrials Reporter Bloomberg News Discussing Jeffrey Immelt stepping down as chairman and chief executive of General Electric, and John Flannery taking over the running of the company. Karen Ubelhart, Bloomberg Intelligence Industrials Analyst, also participates in the discussion. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

Entrevista con Jeffrey Immelt, presidente y CEO de GE Transmitida el 15 MAY 2017

Never miss another interview! Join Devin here: http://bit.ly/joindevin. Read the full Forbes article and watch the interview here: http://bit.ly/2fJuB4u. Subscribe to this podcast on iTunes by clicking here: http://bit.ly/ymotwitunes or on Stitcher by clicking here: http://bit.ly/ymotwstitcher. ------------------- Per L. Saxegaard of Norway recognized years ago that there was no Nobel Prize for Business. The closest that one comes is the prize for Economics. Saxegaard decided not only to create a prize modeled on the Nobel Prizes, but to focus it on social responsibility, what he calls being “businessworthy.” (Disclosure: I recently wrote an unrelated piece for the Rotarian Magazine, affiliated with Rotary International, which is mentioned in this article.) A former investment banker, Saxegaard founded the Business for Peace Foundation and assembled a team of past Nobel Laureates in Peace and Economics to serve as a the panel of judges. Ten years and dozens of winners later, the Business for Peace Awards are internationally recognized. Past winners include Jeffrey R. Immelt, CEO of GE and Sir Richard Branson of Virgin. The 2016 winners included Tore Lærdal, founder of Lærdal Medical and and Dr Jennifer Nkuene Riria who launched a successful microfinance institution in Kenya. ------------------- Read the full Forbes article and watch the interview here: http://bit.ly/2fJuB4u. Need a corporate social responsibility speaker? Learn more about Devin Thorpe at http://devinthorpe.com.

LinkedIn's co-founder/chairman, Reid Hoffman, has written a new book with Ben Casnocha and Chris Yeh: The Alliance: Managing Talent in the Networked Age. Jeff Weiner  sat down with Reid and Ben to discuss this fascinating and very relevant topic before the book is released in early July. The premise of the book is that the employer-employee relationship is broken. Managers face a seemingly impossible dilemma: You can't afford to offer lifetime employment. But you can't build a lasting, innovative business when everyone acts like a free agent. The solution: Stop thinking of employees as family or free agents, and start thinking of them as allies on a tour of duty. This bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today's world of constant innovation and fast-paced change. What Are Business Leaders Saying About The Alliance? "GE is competing in its third century. The key to sustained performance is developing competitive leaders in every era. The Alliance captures the essence of modern talent development: trust and mutual value creation helps both employer and employee compete in the marketplace. The authors lay out a framework that helps big companies as well as startups develop their people more effectively, while creating a competitive team." – Jeffrey R. Immelt, Chairman and CEO, GE ___ "Engaged employees are the key to success in any business. The Alliance is a terrific book that offers real world insights on how to build loyalty, inspire creativity and manage winning teams for the long term." – Kenneth I. Chenault, Chairman & CEO, American Express

Lucy Kellaway says students need not change the world – getting a job will be an achievement See acast.com/privacy for privacy and opt-out information.

Welcome to Renegade Talk Pass this show around to all of your friends GE CEO Immelt's pay jumps 20% and they paid no Taxes on 108 Billion Dollars. Have you noticed, your Social Security check is now referred to as a "Federal Benefit Payment"? Feds Spend $1.5 Million to Study Why Lesbians Are Fat Sequester spending: Feds pay $227,000 to study magazine photographs. For most taxpayers, the list of projects funded is way beyond their comprehension: “Linking Foraging Behaviors to Demography to understand Albatrosses Population Responses to Climate Change,” at $605,543; “How to Fall from Trees: Biomechanics and Ecology of Gliding Flight in Arthropods,” at $28,526; or “Geodesy Revealing the Earth in Action,” which at $2.4 million was the highest-dollar grant last week. Enjoy Renegade Nation Richie Marla and Bob in Kiladelphia

Being boring is no barrier to great leadership, says the FT's Lucy Kellaway See acast.com/privacy for privacy and opt-out information.

Dartmouth's public summer lecture series, "Leading Voices in Politics and Policy," continues when GE Chairman and CEO Jeff Immelt '78 spoke August 18, 2011 in the Hopkins Center's Moore Theater. Immelt, who is also a Dartmouth trustee and delivered the Commencement address in 2004, spoke about energy and the environment.

Jeffrey Immelt, current chairman of the board and chief executive officer of the U.S. based conglomerate General Electric, was the keynote speaker on March 24, 2011 for the College of Charleston Friends of the Library's Winthrop Roundtable.

In this ESMTcast "Learning for Leading...GE Live, talking to the CEO", David Sperl, HR Manager, GE International Europe describes the "GE Live" format as a platform for both MBA students and GE's CEO Jeffrey R. Immelt to learn from each other; MBA students gain insights form one of the Worlds's top business leaders, and Mr Immelt gets first hand understanding of education and training requirements and developments. David Sperl outlines the main challenges in management education from GE's perspective; with the current shift towards a maturing emplyee dempographic, he sheds light on GE's recruitment and employee programs - aimed at making GE an attractive employer of choice.

Riding the Storm - What Next?

11/16/2007| Jeffrey R. Immelt, Chairman & CEO of GE, speaks to MBA students across the country on the topic of "What Awaits You Next," from Cornell University's Johnson School.

05/21/2007 | On May 15 2007, GE Healthcare presented "Healthcare Re-imagined: Improving Patient Care through Early Health" in New York, NY. This podcast includes presentation clips of Jeffrey R. Immelt, Chairman and CEO, GE; Joseph M. Hogan, President and CEO, GE Healthcare; Paul Taheri, M.D., MBA, President of the Faculty Practice at Fletcher Allen, Senior Associate Dean for Clinical Affairs at the University of Vermont College of Medicine; James K. Min, M.D., New York-Presbyterian Hospital Division of Cardiology, Echocardiology, Assistant Professor of Medicine, Weill Medical College of Cornell University; John Seffrin, Ph.D., President and CEO, American Cancer Society; Martin Pomper, M.D., Ph.D., Associate Director, Molecular Imaging Center, Johns Hopkins; Phyllis Gee, M.D., North Texas Uterine Fibroid Institute; Nancy Davenport-Ennis, President and CEO, National Patient Advocate Foundation; Delos M. Cosgrove, M.D., Chairman of the Board of Governors, President and CEO, Cleveland Clinic; Bill Nelson, CEO, Intermountain Healthcare; Fred Rachman, M.D., CEO, Alliance of Chicago Community Health Centers, and Virginia Floyd, M.D., MPH, Morehouse School of Medicine.