Nardelli Says GE's Power Business Is a Great Business

The transcript discusses the challenges faced by GE's power division, including cost cuts and strategic decisions. It explores the viability of the power business, GE's strategic decisions, and their impacts. Leadership and management strategies are analyzed, focusing on cash flow and decision-making. The business structure of GE is examined, considering potential changes and the future direction under Larry Culp's leadership.

What is one of the main challenges GE faces in its power division?

• Aggressive cost cuts in Europe

• Lack of skilled workforce

• High competition in Asia

• Limited technological advancements

What was a significant change introduced to GE's power business to ensure consistent revenue?

• Short-term service agreements

• Expansion into new markets

• Long-term service agreements

• Increased production of gas turbines

What problem has GE developed with its turbine blades?

• Overheating

• Oxidation

• Corrosion

• Mechanical failure

What is a key strategy mentioned for improving GE's cash flow?

• Increasing marketing budget

• Expanding into new regions

• Hiring more executives

• Quick decision-making and restructuring

What is a potential strategy for GE's aviation and power divisions?

• Merging with another company

• Operating as standalone entities

• Focusing solely on aviation

• Expanding into the automotive sector

What is a challenge faced by Larry Culp as the new CEO of GE?

• Lack of experience in the industry

• Pressure from public and equity markets

• Resistance from the board of directors

• Limited resources for expansion

What is emphasized as crucial for GE's turnaround under Larry Culp?

• Expanding the workforce

• Maintaining traditional practices

• Rapid and decisive action

• Focusing on past successes