Jeffrey R Immelt Quotes

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You can stay too long in a job, that's for sure. But by the same token, in the 12 years I have been CEO of GE, there have been four CEOs of Toshiba. So there's too short a time to do it, and there's too long a time to do it.

Many bought into the idea that America could go from a technology-based, export-oriented powerhouse to a services-led, consumption-based economy - and somehow still expect to prosper. That idea was flat wrong. Our economy tilted instead toward the quicker profits of financial services.

Is France a completely open market to G.E.? No, of course not. I think we're more discerning about China because it's China, and they're big, and they're more concerning. But the best global companies are ones that are nuanced.

I think that if you run a big company, you've got to, four or five times a year, just say, 'Hey team, look, here's where we're going.' If you do it 10 times, nobody wants to work for you. If you do it zero times, you have anarchy.

I grew up in Cincinnati, Ohio, and my parents are really right wingers. My dad watches, like, five or six hours of 'Fox News' every day and stuff like that.

I'm a complete globalist. I think like a global CEO. But I'm an American. I run an American company. But in order for GE to be successful in the coming years, I've gotta sell my products in every corner of the world.

I think we should have basically the same tax policy that Germany, Japan, the U.K., everybody else has, which is a tax rate in the mid-20s and no loopholes. Zero. The U.S. has the most antiquated tax system. And that means some people are going to pay more taxes, and some people are going to pay less.

I think this notion that it's the population of the U.S. against the big companies is just wrong.

I do business in 170 countries; none of them is perfect. There is not even one country that I think of, and I am like, 'God, that did everything that I wanted it to do.'

When I was a young guy, when I first started with G.E., Jack Welch sent us all to Japan because in those days Japan was gonna crush us. And we learned a lot about Japan when we were there. But over the subsequent 30 years, the Japanese companies all fell behind. And the reason why they fell behind is because they didn't globalize.

I have learned that nothing is certain except for the need to have strong risk management, a lot of cash, the willingness to invest even when the future is unclear, and great people.

Enron and 9/11 marked the end of an era of individual freedom and the beginning of personal responsibility.

Every leader needs to clearly explain the top three things the organization is working on. If you can't, then you're not leading well.

There is no real magic to being a good leader. But at the end of every week, you have to spend your time around the things that are really important: setting priorities, measuring outcomes, and rewarding them.

Leadership is an intense journey into yourself. You can use your own style to get anything done. It's about being self-aware. Every morning, I look in the mirror and say, 'I could have done three things better yesterday.'

When you take over a company like GE, you think you're going to visit 100 businesses. You're going to go see the factories you haven't seen before. You're going to see a site in Texas and one in Canada and stuff like that. That has fallen by the wayside.

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