链男母经降贸多大量 高级商务英语阅读 jog.GE Director Shelly Lazarus,chairwoman and CEO of Ogilvy Mather Worldwide,uses terms such as "self-effacing,""great humanity,"and "quiet strength"to describe the new leader."Jeff doesn't use the I-word hardly at all,"she says,instead it's "we"and "the team."Had Welch staged a beauty contest instead of a horse race for the top spot,Immelt would have come away with Mr. Congeniality at the very least. TOO SOFT?The question,of course,is whether a nice guy can deliver results.For all of the grumbling about Welch's blistering in-your-face manner,it was clear to every GE employee that you put up or you perished on the career ladder.Strike that.You were out on your ass.Some observers fret that Jeff may be too nice to run a far-flung empire like GE.When introducing Immelt as the new CEO of the medical-systems unit almost five years ago,Welch even joked that he was soft.Immelt then proceeded to boost sales at the unit from $4 billion to $6 billion in his first two years through aggressive acquisitions,increased customer service,and pushing his top people to produce better results. Yoshiaki Fujimori,who managed the unit's Asia region under Immelt and now heads GE Plastics, argues that his boss's manner can be deceiving."He sounds like a nice guy,and weaker people might think that means they don't have to deliver as much.That's wrong." Still,Immelt is the very soul of consideration--going out of his way,for example,to be decent to GE's least-sexy units.Appliances and lighting are two old-line businesses whose growth tends to lumber along in the low single digits behind higher-margin,service-intensive siblings such as power systems,medical systems,and aircraft engines.Analysts like to debate which one is likely to be dumped first.Even Welch said he tried to sell appliances at one point.Immelt will say only that no more businesses will be added to those units,and he praises them as good places to generate cash,train people,and build the brand.He won't even admit that they're lower on the priority list. INDUSTRIAL DEALS?It's like trying to pick between children,he says:He loves them all.Immelt, however,knows better than most that some kids rise to the top.Take GE Capital,the roaring financial-services unit that now accounts for 40%of overall earnings and an even higher portion of revenue.Left unchecked,it could easily overtake the manufacturing side,making GE too reliant on 第6页共9页高级商务英语阅读 jog. GE Director Shelly Lazarus, chairwoman and CEO of Ogilvy & Mather Worldwide, uses terms such as "self-effacing," "great humanity," and "quiet strength" to describe the new leader. "Jeff doesn't use the I-word hardly at all," she says, instead it's "we" and "the team." Had Welch staged a beauty contest instead of a horse race for the top spot, Immelt would have come away with Mr. Congeniality at the very least. TOO SOFT? The question, of course, is whether a nice guy can deliver results. For all of the grumbling about Welch's blistering in-your-face manner, it was clear to every GE employee that you put up or you perished on the career ladder. Strike that. You were out on your ass. Some observers fret that Jeff may be too nice to run a far-flung empire like GE. When introducing Immelt as the new CEO of the medical-systems unit almost five years ago, Welch even joked that he was soft. Immelt then proceeded to boost sales at the unit from $4 billion to $6 billion in his first two years through aggressive acquisitions, increased customer service, and pushing his top people to produce better results. Yoshiaki Fujimori, who managed the unit's Asia region under Immelt and now heads GE Plastics, argues that his boss's manner can be deceiving. "He sounds like a nice guy, and weaker people might think that means they don't have to deliver as much. That's wrong." Still, Immelt is the very soul of consideration -- going out of his way, for example, to be decent to GE's least-sexy units. Appliances and lighting are two old-line businesses whose growth tends to lumber along in the low single digits behind higher-margin, service-intensive siblings such as power systems, medical systems, and aircraft engines. Analysts like to debate which one is likely to be dumped first. Even Welch said he tried to sell appliances at one point. Immelt will say only that no more businesses will be added to those units, and he praises them as good places to generate cash, train people, and build the brand. He won't even admit that they're lower on the priority list. INDUSTRIAL DEALS? It's like trying to pick between children, he says: He loves them all. Immelt, however, knows better than most that some kids rise to the top. Take GE Capital, the roaring financial-services unit that now accounts for 40% of overall earnings and an even higher portion of revenue. Left unchecked, it could easily overtake the manufacturing side, making GE too reliant on 第 6 页 共 9 页