Their purchase of an apartment in New York was featured in a article. In the years that followed, Immelt gave the commencement address at Northeastern University 2006 and received the honorary Doctorate of Business Administration. His predecessor, Jack Welch, had become a legend in American business. He also concurrently stepped down from the board of. We have hired thousands of people and invested billions in technology. We became a major force in the technologies that will drive productivity in this era: the industrial internet and additive manufacturing.
I think you are great. On January 21, 2011, President Obama announced Immelt's appointment as chairman of his outside panel of economic advisers, succeeding former chairman. I had reflected on that for more than a decade. But with the promise of the overall field so high, the discipline is attracting companies of all sizes, eager to take on the challenges. As reported in BusinessWeek , the Delta chairman Leo F. I taught twice a month in the executive development programs at our Crotonville campus, in Ossining, New York, where I could reach people three or four levels down in the organization. Leaders can also use this tool to do better succession planning and career coaching—by identifying nonobvious candidates, for instance.
I listened to them describe where they were going and how they went from strength to strength. I had 10 times more self-confidence because I knew I could work through issues of my own creation. I started my career in sales, and I have always spent a lot of time on the road. And we will do whatever it takes to be successful. Many managers in emerging markets went on to important positions in the company. That meant figuring out how to innovatively leverage technologies that would allow us and our customers to achieve leaps in productivity. After that we built new capabilities in our businesses and started selling them to our existing customers—helping them use analytics the way we did.
We learned it from software vendors and from listening to customers talk about what it would take for them to become Predix customers. We were a classic conglomerate. The outcomes of my decisions will play out over decades, but we never feared taking big steps to create long-term value. Be Resilient Transformation requires staying power. They listen to internal and external experts with a variety of perspectives. We also went all in with our move into additive manufacturing, or 3-D printing—which I see as part of the digital industrial transformation. Two or three years in, we learned that what was probably most important was transparency—giving people data online so that they could see how they were doing.
Later in 2002, he received the Robert Fletcher Award from Dartmouth's Thayer School of Engineering. I really bring to the job a complete growth headset. And you'll go straight through. New competitors emerged, business models changed, and we ushered in an entirely new way to invest. I felt that people wanted jobs in their own country. To drive globalization, that had to change. Unlocking value frequently means strategic capitulation for short-term gain.
General Electric has closed more than 31 plants since 2008 and let go of more than 19,000 employees. While he successfully persuaded carmakers to use more plastic parts, he also experienced several difficulties. Immelt has been the chairman of General Electric since 2001, when he succeeded Jack Welch. That person may be on the opposite side of the world and in a different business. When companies are slow, it is typically a sign that their costs are in the wrong place. They reminded me that help making progress on operational technology would be worth more to them than our products.
During the summers he worked on a Ford Motor assembly line in Cincinnati. We need to figure out what we are missing, where we should go faster. When President Obama chose to put Jeffrey Immelt at the head of the Economic Advisory Board, he felt that Immelt had attributions in knowing what would help the global economy. He gave the college commencement address and received an honorary Doctor of Laws from Dartmouth, in June 2004. I love trying new things. In such firms, smaller sales regions that lack influence are often unable to persuade their global operations to fund growth initiatives.
Although he encouraged constructive conflict, he intervened in battles that threatened to impede progress and removed resisters in the global businesses. But as I contemplate my departure, I love where the company is positioned. Immelt personally reviewed the plans for areas deemed growth markets. He has also served on the board of Catalyst, a not for profit organization dedicated to advancing women in business. Immelt is a businessperson who has been at the head of 11 different companies and presently is Executive Chairman of athenahealth, Inc. The idea is to build capabilities that can be shared across our businesses: horizontal strengths that can be harnessed to create scale-based innovation and dominant global distribution.
In our core businesses, earnings have tripled during my tenure. When we started simplification, we thought it would be only about delayering—getting rid of bureaucracy and streamlining processes. They include detecting high potentials and driving cultural change, because so many factors are at play. We have endured because we have the determination to shape our own future. Each season has 10 episodes. He has served on the board of the Robin Hood Foundation, a non-profit organization focused on preventing poverty in New York City, and on the board of Catalyst, a non-profit organization focused on advancing female entrepreneurs.
I hate to say it, but transformation takes time. Immelt was named to Time magazine's 100 most influential people in the world in 2009. He was the commencement speaker on May 23, 2010, at , which awarded him its honorary Doctor of Laws, and on May 24, 2010, at , where he was awarded the Honorary Doctor of Business Administration. The second lesson concerns the journey a leader must embark on before undertaking a transformation. Born March 24, 1956 1956 03 24 age 55 Detroit, Michigan, U. What do we need to be doing differently? There was a lot of disagreement among our leaders about who had control over what and what it would mean to run a business in, say, Brazil if we were going to have a horizontal global organization.