GE董事长兼首席执行官杰夫.伊梅尔特上任第一年致诸位股东、客户与员工（中英文）
中文版本
摘译自： http://www.ge.com/annual01/letter/index.html
To our share owners, Customers and employees
2001 was a time of transition at GE. We would like to thank Jack Welch – on behalf of our share owners, customers and employees – for his 40 years of excellence at GE. Jack has had a personal impact on thousands of people around the world. In his 21 years as Chairman, he had a profound impact on GE.
Jack has many remarkable talents. But he is, first and foremost, a teacher. In that vein, we renamed our management institute at Crotonville the "John F. Welch Learning Center." Every year, 5,000 GE executives and 1,000 customers from around the world come to work and learn at this center at Crotonville. It is one of the cornerstones of our culture and one of the institutions that makes GE work. Generations of GE leaders and customers will have the opportunity to benefit from Jack's vision and commitment. What a fitting tribute.
Jack left us a financially strong GE, as well as a culture that loves change. This is important because the world we knew in the late 1990s – a world of global growth, political stability and corporate trust – has changed. The U.S. economy began to slow in late 2000 and entered a recession in 2001. The world followed, with Europe and Japan in decline.
This was the backdrop for the terrorist attack on America that left the world stunned. Among the thousands lost in this tragedy were two GE employees. We mourn the loss of Janis Lasden and William Steckman.
The attack darkened the mood, deepened the recession and made economic recovery even more uncertain. Two industries important to GE – airlines and insurance – were profoundly impacted, and we have rushed to support our customers – our friends in need – through this crisis, and we will continue to do so.
The exuberance of the late 1990s and the inevitable downturn have created difficult times. Entire industries have collapsed, poor business models have been exposed, large companies have filed for bankruptcy and corporate credibility has been called into question.
In these difficult times, we see an opportunity to further differentiate GE. Turbulence challenges a company's character. GE is built to deliver in the most difficult environment, and it is built on trust. We delivered in 2001, and nothing builds trust like such consistent performance.
GE is a resilient, strong and accountable company. We believe that our long-term performance differentiates GE. This performance is based on a well-defined business model.
We have a diverse portfolio of leading businesses; a stream of powerful Company-wide initiatives that drives growth and reduces cost; financial strength and Controllership that allow us to capitalize on opportunities through numerous cycles; and a set of common values that allows us to face any environment with confidence.
Diverse Portfolio…
The dramatic global slowdown had an impact on our more economically sensitive short-cycle businesses such as Plastics, Lighting and Appliances. But the rest of GE flourished and grew. Our long-cycle businesses and GE Capital, which together contributed more than 75% of GE's revenues, set records. In particular, our Power Systems business had a fabulous year because of its global leadership in gas turbine technology and its ability to meet customer needs.
The story behind our gas turbine success is worth telling. The seeds for our share gain were planted in the mid-1990s, when we invested in "F" turbine technology and acquired strategic global resources – even though hardly anyone was buying! Those were tough times for Power Systems, but because NBC and Plastics were booming, we had the resources to take the long view – and invest for the future.
Now, as we work through this recession, our short-cycle businesses are investing strategically and improving their positions. They will ignite GE growth and performance through the next recovery. This is how and why GE delivers so consistently, year after year, in good times and in bad. GE performs in any environment.
Initiatives Impact…
Our initiatives helped us navigate in the rough economic waters of 2001. Globalization, for instance, is saving about $250 million a year through sourcing technical content and talent from around the world. Services continued to grow, increasing by 13%, an important factor for businesses like Transportation Systems, which grew revenues in 2001 despite shipping 20% fewer locomotives. A robust service business is a shock absorber when moving through business cycles. Six Sigma continues to bring us closer to the customer while growing our own productivity. In 2001, we completed more than 6,000 Six Sigma projects "At the Customer, For the Customer," meaning we literally took Six Sigma to our customers, working on very specific projects with them at their sites. Digitization – our newest initiative – is gaining enormous momentum. We generated $1.9 billion of incremental cost savings through what we call "e-Make" and "e-Buy." Initiatives give a company momentum, even on a rainy day. This was the case in 2001. Moreover, all our initiatives add revenues, subtract costs and add value for customers.
Financial Strength and Controllership…
GE generated over $17 billion of cash in 2001. This helped us maintain a return on average total capital of 27%, a staggering performance in this economy. We have a leadership team that recognizes the importance of earnings quality and cash management. We have more than 450 internal auditors who drive the sharing of best practices and a spirit of Controllership. And our cash management gives us the ability to be a "buyer" during periods of crisis and reduced equity values.
Visibility and Accountability…
GE performance is based on hard work. We review, refresh and manage our businesses constantly. We operate with intensity and transparency. Every day, more than 300,000 people around the world focus on creating and selling products and services in businesses they completely understand - businesses most of which we either invented or have been intimately involved with for decades. We share a common set of values that dictates the actions of our leaders and shapes the character of our Company.
This is a confusing time for investors. Poorly defined "new economy" business models have cost people hundreds of billions. It is a time when consistent, excellent performance confuses some pundits, who then imply that it is "managed." It is almost as if an earnings "miss" would be more virtuous than meeting your commitments during tough times - but that is not GE. We manage businesses, not earnings. Our business diversity, initiatives, financial strength and values ensure that we deliver on our commitments.
If we were "just" an appliance or power systems or equipment finance company, we would have periodic down earnings years as those businesses go through their inevitable cycles. But instead, we have a diversified mix of leading industrial and financial businesses that together have demonstrated the ability to grow through cycle after cycle.
Our businesses are closely integrated. They share four leading-edge business initiatives: excellent financial disciplines and Controllership; a tradition of sharing talent and best practices; and a culture whose cornerstone is absolute, unyielding integrity. Without these powerful ties, we actually could merit the label "conglomerate" that people often inaccurately apply to us. That word just does not apply to GE.
Instead, what we have is a Company of diverse businesses whose sum truly is greater than the parts; a Company executing with excellence despite a brutal global economy to deliver over $17 billion of cash flow in 2001. Try "managing" your way to cash flow of that magnitude – year after year.
Some companies are different. We believe GE is different, and one of the things that makes us different is that - in good times and bad - we deliver. That is who we are.
GE has always been about the future. Customers buy from us, investors invest in us and employees work for us for where we are going, not where we have been. GE has a new leadership team at the top, but what is not new is our commitment to performance.
The new team has two major agenda items:
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Create a leaner, faster, more customer-focused GE |
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Accelerate growth… growth that is high-margin and capital-efficient |
This agenda builds on the GE initiatives and financial strengths to produce superior returns for our investors.
After six years of total commitment to Six Sigma, we now have more than three dozen GE businesses speaking a common language, and it is the language of our leaders – present and future. We have trained 80,000 people in Six Sigma and completed 500,000 projects, which have greatly improved our process capability throughout GE. We have invested $10 billion in information technology since 1998 to make Digitization a vital part of the Company. To GE, Digitization is the simplification of workflow, facilitated by the Internet. Six Sigma process excellence plus digital speed is changing the look of GE – smaller back rooms, faster decision-making in digital "cockpits" and increased customer-centricity and intimacy.
Front Room / Back Room…
The Internet allows every company to have fewer, more efficient and higher-value jobs. At GE, 60% of our resources are in the "front room" – customer-facing, growth-driving, manufacturing, selling and Controllership. The other 40% of our resources are in the "back room" – supporting as well as compiling and passing information. This will change. Digitized companies in the 21st century will have significantly smaller back rooms with more resources committed to growth and customer success.
Digitization allows companies to change their shape, focusing only on those things that drive customer success, profit and growth. Across the Company, we will take out $10 billion of costs over the next three years. Six Sigma, combined with Digitization, will shape a leaner GE.
Digital Cockpits…
Digitization has made GE faster and allows us to constantly measure what we do. Metrics – especially those 10 to 15 critical measurements that leaders need to run their businesses – are now online, real-time and shared by all.
Digital cockpits have had a profound impact on Plastics, a complex business with customers and factories around the world. Our leadership team reviews 15 key operating metrics daily, using a globally consistent standard. Cockpits contributed two points to productivity at Plastics in 2001.
Daily and weekly – rather than monthly or quarterly – our business leaders are making course corrections to their businesses, saving time and money while better serving our customers.
Customer-Centricity…
The combination of Six Sigma and Digitization is taking us into our customers' workflow. We are focused on three areas that make a difference to them: repeatable processes (span), sales force capacity and customer profitability.
You have heard us talk about span, the "evil" variance our customers feel in our response to their requests for delivery, service or financing. Reducing span remains one of GE's key goals. Our Appliances business has reduced span by 70%, allowing us to meet the most rigorous standards for rapid home delivery. At Power Systems, as a result of Six Sigma process improvements, we have achieved a significant reduction in span on plant start-ups – saving time and money for our customers.
We want to focus our initiatives on customer profitability. This starts with a sales force that is trained to take Six Sigma to the customer. It is backed with technology: Six Sigma-designed products to improve customer effectiveness or digitized Web applications to automate customer workflow.
Our customers feel the difference. We have more than 3,000 Six Sigma projects underway in the airline industry – 1,500 since September 11 – which will achieve $400 million in savings for these customers who are contending with crisis and change. This service to our customers will improve our long-term relationships as this key industry rebounds.
Previous Annual Report letters have called GE a "growth company." This is clearly the case, as we have added $47 billion in revenue over the last five years. But it is important in these times of uncertainty and slow growth to reconfirm GE's purpose.
Can such a thing as a $126 billion growth company exist? It does exist, because GE always plays offense. We don't run this Company as a "$126 billion blob." We run it as an $8.4 billion Medical Systems business… a $1 billion Ultrasound business within it… and as seven separate operations within Ultrasound, ranging in size between $50 million and $250 million. These operations are run by people who are obsessed with growth and achieve it by creating new markets and technology. Backing them are our systems, our initiatives and a strong balance sheet that allows them to take risks for growth, knowing that the occasional miss or failure is not only unpunished, but is also "no big deal" in the context of a $126 billion company. Keys to success include:
Broader and Deeper Product Superiority…
Technical superiority is the Edisonian heritage of GE that we will never forsake – in any business. The proud history of this Company, and the key to its bright future, is the uninterrupted stream of innovative, technically advanced products and services – from the "F" and "H" turbines, to Discovery™ LS medical diagnostic machines, to advanced ultrasound products, to pipeline monitoring software, to the GE90 engine, or even the Today show. No one has the range or scale of product and service innovation that GE has, and no one has its ability to maintain that superiority through financial swirls, economic storms, cycles and fads.
Good things come to life when you achieve and maintain technical superiority in products and services. In Medical Systems, we get faster, higher-margin growth; in Power Systems, we get massive growth in our installed base; at Aircraft Engines, we win hotly contested competitions. Technical excellence is a linchpin of GE's long-term growth strategy. We plan to increase our Six Sigma-designed product launches by 25% in 2002. We will advance in new areas – such as molecular imaging, distributed energy, advanced composites and sensors – with much of the research led by the GE Global Research Center, which will begin a $100 million renovation and will be a hub for change and reinvigoration.
Services Excellence…
Our Services initiative continues to accelerate. Services revenue grew 13% to almost $19 billion in 2001. Our contractual service agreements have reached $60 billion. These are long-term, intimate customer commitments, where our rewards are tied to customer success. We have invested billions to upgrade our installed-base technology and have taken services from a wrench-turning maintenance activity to a knowledge-based business.
The next evolution of service is in information technology. GE has created several billion-dollar service businesses based on improving customer workflow. Our Energy Management business helps customers manage power transmission on the existing grid. Our Healthcare IT business helps hospitals improve quality and lower cost. Both businesses are growing by 30% annually.
Our Services capability is a formidable strength. It offsets cycles by offering long-term revenue streams. It gets GE "on the same side as the customers" by linking their future success to our own.
Globalization…
GE has 41% of its sales outside the U.S., and increasing that level is another major part of our growth strategy. China represents a major opportunity for our industrial businesses. In a very short period of time, we expect that Medical Systems, Plastics, Power Systems and Aircraft Engines each will be doing more than $1 billion in business in China.
We have built a terrific GE Europe as well – $26 billion in sales with 70,000 employees, many of them from former state-owned companies that we bought and turned around. Europe continues to represent a prime opportunity for GE Capital.
GE is a global product company. We will manufacture CT scanners in China and side-by-side refrigerators in Mexico, and we will provide administrative services and software from India – all with higher quality and lower costs. Six Sigma is not confined to our U.S. operations; it is the practice and language of every facility we own in the world. Moreover, all of our global facilities operate under stringent environmental standards, and many have been recognized by government agencies for their environmental excellence.
We see globalization from multiple angles. We support our customers everywhere in the world. We invest in global capabilities. We create strong people and global teams who want to win – and do win.
Business Development…
GE has averaged 100+ acquisitions for each of the last five years. In 2001, regulators in Europe blocked our acquisition of Honeywell. We disagreed with the reasoning – but quickly moved on, working with a pipeline of high-margin, high-growth, accretive acquisition opportunities. We have entered the fast-growing security segment in Industrial Systems; we have added to our offerings in Medical Systems; we have extended our capability in renewable energy and we are entering the equipment protection business in Specialty Materials. We announced the acquisition of Telemundo, which greatly enhances NBC's reach in the fastest-growing demographic in the U.S. GE Capital has strengthened its position in mid-market, real estate and consumer financing, as well as in its global businesses. In today's difficult equity markets, we see more strategic opportunities than we have seen in a long time.
GE uses acquisitions to strengthen our positions in industries we have been in for years. We leverage Six Sigma in due diligence and integration to maximize returns. These acquisitions, made with financial and strategic discipline, have been accretive to our investors.
We know that culture, business practices and values make GE different. We have leading-edge technology and we participate in multiple industries. We use our resources and our diversity to create value for investors.
We believe in people.
GE invests $1 billion per year in training. Leaders spend much of their time coaching, developing, evaluating and mentoring great people inside the most rigorous talent development process in industry. Our leaders have spent their careers in multiple industries, served on global assignments and lived through a wide range of economic cycles. We can sit around a table on any set of issues and say "what do you think?" and arrive at a "right answer" on most of the important ones.
We multiply ideas.
We do not merely invest in training or initiatives, we make these a crucible for broad-based Company change. Six Sigma is the common language of GE; our Plastics business, for instance, often benefits from an idea generated at, say, Appliances. Our Global Research Center spreads common diagnostic technology from Medical to Power to Aircraft Engines to Transportation. In this way, any good idea tends to become a big idea.
We share common values.
Good people are attracted to a strong culture. Values bind GE together and give us confidence in the future. These values build on the traditions of performance, integrity and love of change. GE people know that performance does not stop with the numbers; it requires a personal commitment to excellence and a close linkage to the real world – particularly the customer's world.
Let's summarize who we are. GE is a 124-year-old large, multi-business company that is bound together by common systems of people development, initiatives, financial management and Controllership – and values. GE works. GE is trusted – because we perform.
We view today… this volatile, tough, global economy… as our very best day. We are built to play offense and to play it now.
This Company is being transformed into a "Leaner, Faster, Customer-Focused Enterprise"… one that has all the power of the digital age. We are a $126 billion "Growth Company" – a company that knows how to use size to propel consistent, high-margin growth. GE is a company you can trust, delivering excellent earnings achieved with integrity and a transparency unsurpassed in global business.
Great ideas, and great people building their own dreams at GE, will ensure that we continue to deliver.
Our team is aligned with investors. GE has one agenda – outperforming – and one currency – our stock. When the Company wins, we all win together: share owners, customers and employees.
GE is grateful for your continuing trust and support. Our best days lie ahead.
February 15, 2002
对于GE来说，2001年是充满挑战的一年，然而也是成功的一年。面对几十年来最严峻的全球经济环境和9.11悲剧的冲击，我们经受住了考验。GE的业务模式发挥了作用。我们的员工面对这些挑战的反应可圈可点，从而使得GE的利润大大高于标准普尔500的平均水平，超越幅度创25年最高。我们有很多值得自豪之处。净利润增长了11%，达到了创纪录的141亿美元。 每股利润也上升了11%，而标准普尔500的平均利润却下跌了20%。
销售收入为1259亿美元，从账面看比2000年下降了3%，但根据可比基础计算仍增长了4%。工业部分销售收入增长了6%。
我们在12月份将红利增加了13%，这是我们连续26年增加红利，也是连续第十年实现两位数增加。我们视股价下挫为买进的好机会，已回购了价值31亿美元的股票。至此，一共有95亿美元回馈给了我们的股东。
在这一背景下，恐怖分子对美国发动令世人震惊的恐怖袭击。在罹难的数千人中有两名GE的员工。让我们为 Janis Lasden 和 William Steckman哀悼。
恐怖袭击令市场氛围更加黯淡，加重了衰退，并使经济复苏的前景更加不确定。GE两个重要的产业－航空和保险－深受影响，而我们在这场危机中快速向我们的客户－我们急需帮助的朋友－提供支持，我们还将继续这样做。
20世纪90年代后半期的快速发展和其后不可避免的低谷令形势十分严峻。有些产业全面崩溃，不健全的业务模式被暴露，不少大公司申请破产，人们对企业界的信誉开始产生怀疑。
GE是一家有耐力、增长强劲和值得信赖的公司。我们相信公司的长期表现令GE与众不同。这一表现是建立在明确的业务模式之上的。
相反，我们是一家拥有多元化业务的公司，其总体之和大于各个部分；一个面对恶劣的全球经济环境依然以优异的管理在2001年实现170亿美元现金流的公司。试试看，是否能够年复一年"操纵"如此规模的现金流。
有一些公司与众不同，我们相信GE是这样与众不同的公司，而使GE如此卓然不同的原因之一无论顺境逆境，我们都能实现承诺。这就是GE。
GE永远着眼于未来。客户购买我们的产品和服务，投资者向我们投资，员工为我们效力，他们都着眼于我们未来的发展，而不是我们过去的既有业绩。GE现有的领导团队是新的，但我们对业绩的承诺将一如既往。
新领导团队的行动计划有两项主要内容：
§ 创造一个更精干、更快捷、更全心全意为客户服务的GE
§ 加速增长…实现高利润率和高资本效率的增长
这一行动计划的基础是GE的战略发展举措和财务实力，从而为投资者创造更大回报。
数字化能够改变公司的结构，让他们致力于推动客户的成功、利润和增长。在今后三年，我们将在全公司范围内投资100亿美元。六个西格玛与数字化相结合，将塑造一个更精干的GE。
数字机舱……数字化令GE速度更快，能够随时检验工作成效。衡量标准-尤其是领导者管理各自业务集团所需的10到15个关键指标-实现了在线、实时和全员共享。
数字机舱对塑料集团影响深远，该集团的客户和工厂遍布全球。我们的领导层每天使用全球统一的标准对15个关键指标进行检查。数字机舱对塑料集团2001的生产率贡献了两个百分点。
每一天，每一周-而不是每一月或每一季度-我们的业务集团领导人修正其业务发展轨道，节省时间和金钱，并为客户提供更好的服务。
以客户为中心……六个西格玛和数字化的结合正将我们带入到客户的工作流程中。我们集中精力于三个能令他们与众不同的领域：可重复的流程（跨度），销售人员能力和客户盈利能力。
我们要集中行动于客户盈利能力。这首先从销售人员开始，他们受训给客户带去六个西格玛。他们后面有技术支持：按六个西格玛标准设计的产品将提高客户效率，数字化的网络应用将令客户工作流实现自动化。
以前年报致股东的信中称GE为"增长公司"。此言确实不虚，我们在过去的五年间实现了470亿美元的收入增长。但值此经济前景渺茫、增长缓慢之际，再次重申GE的目标非常重要。
我们的服务能力不容小觑，服务带来的长期收入缓冲了经济周期的冲击，并通过将客户和我们自身的未来成功联结在一起，令GE得以"站在客户一边"。
我们还打造了一个优异的GE欧洲-7万名员工实现了260亿美元的销售，他们中的许多人来自我们购买和改造的前国有公司。欧洲对GE金融服务集团来说依然意味着最好的机遇。
我们从多角度来看全球化。我们在世界各地对客户提供支持。我们投资于全球能力。我们打造了强有力的全球化团队，他们渴望获胜-而且确实获胜了。
我们知道是文化、业务实践和价值观令GE如此与众不同。我们有先进的技术，我们参与到多种产业。我们利用自身的资源和多元化来为投资者创造价值。
让我们对自己进行一下总结。GE是一家拥有124年历史的多行业公司，维系它的纽带是共同的人力发展制度、战略发展举措、财务管理和财务控制制度-以及价值观。GE行之有效。GE为人信赖-因为我们业绩骄人。
一家前途无限的公司
我们视今日……动荡、严峻的全球经济……为我们最好的机遇。我们从来都是要主动出击，现在出击。
伟大的创意和卓越的人才在GE打造自己的梦想，确保GE能继续实现承诺。
我们的团队与投资者并肩前行。GE有一个行动纲领-超常业绩-和一种货币-我们的股票。当公司胜出时，我们共同胜出，无论是股东、客户还是员工。
杰夫.伊梅尔特 董事长兼首席执行官
加里.罗杰斯 副董事长兼执行官
丹尼斯.达默曼 副董事长兼执行官
罗伯特.赖特 副董事长兼执行官GE董事长兼首席执行官杰夫.伊梅尔特上任第一年致诸位股东、客户与员工（中英文）相关推荐
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