JANUARY 2015. Lost My Spot. There are a few fault lines in my aptitudes. I can tell because sometimes the spell checker in my computer starts to smoke. Special thanks to Keelan O’Hara for editing the podcast! Brett: Brett McKay here and welcome to another addition of the Art of Manliness podcast. Do you even know what spontaneous combustion is, JD? Look it up in a dictionary because it has nothing to do with using an accelerant. I'm ending this conversation.

After the screening, some potential buyers huddled together, and the audience laughed loudly at much of the outrageous humor. However, privately some executives were divided on its commercial appeal. The film centers on a former Olympic gymnast who won a bronze medal a decade ago, but has spent the ensuing years drinking, smoking pot and shirking responsibility. The central character comes off like Tonya Harding with more of an edge and deeper vulgar streak.

Sebastian Stan and Gary Cole co- star in the film. The Rauchs’ said they cooked up the story because bronze medals were “an international symbol of mediocrity.” Melissa Rauch add that she related to her on- screen alter- ego’s fall from favor because whenever she would return to her hometown while on a television show she’d earn free Wetzel’s Pretzels only to have the honor taken away after the program went off the air. One thing Rauch, who co- stars on “The Big Bang Theory,” wasn’t responsible for was the gymnastic parts of the infamous sex scene with co- star Stan. That was left up to a body double.“My body never looked better thanks to her,” she said.

GE Annual Report 2. Documentary Films Dvd Hillsong Movie (2015). See Financial Measures That Supplement U. S. Generally Accepted Accounting Principles Measures (Non- GAAP Financial Measures) on page 9. Form 1. 0- K. Excluding Alstom. Excluding restructuring and other & gains.

Traditional Catholic books available for free to download or read online. Lives of Saints, writings of Saints, Church Fathers and Doctors of the Church.

Executive Leadership Team. Jeffrey R. Immelt. Chairman of the Board and Chief Executive Officer. Bill Ruh. Senior Vice President and Chief Digital Officer.

John G. Rice. Vice Chairman and CEO, Global Growth Organization. Philippe Cochet. Senior Vice President and Chief Productivity Officer. Alex Dimitrief. Senior Vice President and General Counsel. Vic Abate. Senior Vice President and Chief Technology Officer. Susan P. Peters. Senior Vice President, Human Resources.

Keith S. Sherin. Vice Chairman, GE, and Chairman and Chief Executive Officer, GE Capital. Jeffrey S. Bornstein.

Senior Vice President and Chief Financial Officer. Beth Comstock. Vice Chair.

In the midst of our transformation, we delivered good results. We get better. We insist on being more than we are today.

Some companies are retreating; we are moving forward to become the Digital Industrial.” — Jeff Immelt. Meet the Team. Transformation. A Focused. Industrial Leader.

Going forward, we are competing as a $1. Morgan and Simon Property. We enter it bringing decades of deep domain expertise about our industries and volumes of data about our machines and their processes that no one else can match. The Formation of GE Digital. This year, GE announced the creation of GE Digital, a transformative move that brings together the digital capabilities from across the Company into one organization.

Pictured: Software developers and engineers at GE’s facility in San Ramon. CIO is King. A key driver of employee empowerment and productivity. Customer Outcomes. Increased productivity for our customers. Technical Leadership. Digital Twin combines physics and analytics.

Digital Thread. Common systems strategy leveraging Predix. We are using model- based design on our New Product Introductions which allows us to develop and launch new products with reduced cycles, lower cost and higher quality.

Clarity improves inserting and mail- finishing operations, and has helped Pitney Bowes lower costs and optimize machine performance. Machine efficiency improvement from 2- 1. Increased mail throughput productivity by up to 2. GE Health Cloud. The GE Health Cloud is designed to be a scalable, secure ecosystem connecting software, hardware and medical devices.

Will connect to hundreds of thousands of medical devices and machines from multiple vendors, including 5. GE Healthcare imaging devices. Aviation Analytics. With Predix, GE Aviation developed analytics to segment commercial fleets and provide in- depth asset condition and operational insights. More than $1. 75. M in customer benefits in 2.

Predix- optimized maintenance. Improved fault detection accuracy by 1. Our innovation is driving customer outcomes.

Superior Performance. Powered by. The GE Store. A transformed GE is delivering for you. In 2. 01. 5, business payouts ranged from 6.

Historically corporate was a “temple for reviews.” We want to make it smaller and intensify the impact of the GE Store. GE is an operating company, so the senior team will always enforce mutual accountability. But gone are the days when people would migrate to headquarters to report out and receive instructions.

Rather, we must be in the world of ideas, so that we remain contemporary and paranoid. This is behind our move to Boston. We plan to keep our corporate costs low—less than 2% of revenue—but having a big impact. The GE Store is valuable for investors, a key reason you should own GE.

To accomplish all of this, we are embracing a culture of simplification. I have put together a team of early career GE leaders to coach me on our simplification journey. They inspire and motivate me; but listening to them is humbling. Watch The Lovers (2015). Through their eyes, I can see the evil nature of corporate bureaucracy; they are a good mirror for my own failings. The GE they want to work at is a deeper and simpler company—one where everyone is looking at opportunities out there for the taking. I want to make GE better for them. Simplification is essential to become the Digital Industrial.

LEAP is a trademark of CFM International, a 5. Snecma (Safran) and GE1,3. THE XURI. I have assembled a group of young leaders, whom I meet with frequently, to help me see GE through their eyes. It is my dream that every young person should want to come to work at our great company. I will never give up that dream. I have asked them to answer three essential questions: What does their GE do?

What should their GE look like? And, Why not us? What Does Our GE Do? At our GE, every day we go to work to help save people’s lives. We solve the toughest problems in the world: lack of access to quality healthcare, power and water. When we put our minds into doing something that is right for our customers, nothing can stop us.

We get it done. It is willing to take more risk in new products, new markets and new technologies and is doing it faster. Our GE understands that without customers, we don’t exist and because of that, we work horizontally, always focusing on customer output, using the GE Store as a competitive advantage. With the GE Store interwoven into our culture, the design- to- market process will move with increased agility. Our GE is becoming a more horizontal company where everyone is focused on delivering for our clients, breaking down barriers and challenging unnecessary bureaucracy. Hierarchy is becoming less important when it comes to sharing relevant viewpoints. Our voices are being heard at all levels. Our next generation of leaders is highly collaborative, connected and welcomes the opportunity to share information.

In order to enable this change, our leadership is focusing on creating a more collaborative environment where ”getting things done” becomes easier every day. Our GE is beginning to act more entrepreneurial.

It is investing in amazing ventures, betting on new solutions and business models like Current. It is continuously searching for new ideas, striving to identify emerging needs and providing the best solution in the shortest time. Our GE believes in its people and invests in their development in every corner of the globe. It recognizes the value of diversity and encourages constructive conflict in order to provide the best solution at all times. Our GE is the place we want to come back to the next morning, the place where we want to work together with our colleagues, the place we want to be for the next 2. How Should GE Work? The GE we want will be a place where we cherish customer data.

Assets will speak the same language— Predix—to drive the best outcomes for customers. Each asset will reveal how it needs to be groomed to perform at its best, resulting in the best experience, adaptive to the setting it evolves in.

We will interpret this data and provide meaningful insights back to our customers, resulting in concrete, relevant outcomes. One thing that will not change is our proven strength of picking great people and developing them to be great leaders. GE people are not just incredibly smart, they are also good people with strong values who are hungry to learn. GE must use our generation’s technical skill and social culture as part of the strategy for future success. This will require dismantling functional silos, valuing horizontal thinking and accepting failure as part of the innovation process.

Collaborative, shared risk/reward relationships with employees, customers and partners need to be enhanced. GE will be a place that attracts abundant intellectual resources. We will gather the best, hungriest talents and grow them into the leaders of tomorrow. It will take time and iterations. We will encourage them, coach them and be their cheerleaders. They may fail at times.

It would mean they had tried hard enough. If they fall, we will be there to catch them.