What makes GE people different? Their thirst to learn and their ability to deliver as a team. The idea of teams is simple — but the reality of delivering as a team is not. It requires a culture that values the long view, harnesses change, takes risks, embraces mutual accountability and practices patience. None of this is easy in the competitive world of business. To stay sharp, GE invests $1 billion a year in training.
GE is known for its culture of management and learning, innovation and teamwork. New training courses such as the Leadership Innovation and Growth (LIG) program ensure that our most senior leaders never stop learning by engaging them in team-based training. The program’s team-centric approach cultivates a broad view of the business, expedites best-practice implementation and establishes shared accountability to create growth.
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Phil Griffin, David Gregory, Lyne Pitts, Brian Williams, Al Roker, Steve Capus, Alex Wallace, Robert Dembo, Ann Curry
NBC News has a heritage for innovation that spans decades. Given today’s complex environment, with news content available through an increasing number of media sources, NBC News is meeting this challenge by taking its senior talent through team training to strengthen growth strategies moving forward.
The results? A strategy that places the “Today” show 17 points ahead of its competitors, an 8% increase in viewership for MSNBC (the only cable news network to post gains in 2006), and the most honored newscast with “Nightly News” winning major awards in 2006 — including a Peabody, Edward R. Murrow, and DuPont, as well as two Emmys.
NBC Universal 
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Maryrose Sylvester, Rob McKeel, Steve Szamocki, Bill Estep, Rich Carpenter, Matt Hardt, Sheila Kester
2006 was a transformational year for Automation and Embedded Systems (GE Fanuc), a leader in industrial automation and productivity solutions.
Following a series of acquisitions, Automation and Embedded Systems is working as a team to align strategies and to inspire employees toward a unified vision. Training has enabled this team to accelerate action plans that leverage domain expertise to expand its global presence and increase new product introductions — growing annualized revenues by 50% in 2006.
GE Fanuc
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Anne Kennelly Kratky, Nils Hallerstrom, Henry Hubschman, William Carpenter, Brandon Blaylock, Patty Kaye, Norman Liu, Jim Burke, David Lloyd, Brian Hayden, Dan Colao
With 1,419-owned and more than 300-managed aircraft leased to 230 airlines in 70 countries, the Aviation Financial Services (AFS) team, also known as GECAS, has the international presence and strong customer relationships to adapt swiftly to shifts in this dynamic market.
In 2006 this team demonstrated real results by using its expertise in remarketing and a strong global footprint to move aircraft to fast-growing regions of the world including China, India, Brazil and Russia. AFS has consistently delivered growth — growing assets from $30.5 billion in 2002 to $44 billion today.
GE Commercial Aviation Services 
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Ray Duggins, David Amble, Samira Barakat, Jim Colica, Bill Strittmatter
Managing risk in financial investing is an important core competency at GE — and by necessity, a team effort. As GE’s financial services activities have grown to $565 billion in assets spanning 55 countries, our risk management capabilities have also developed to foster and manage this growth. GE has dedicated and experienced risk management teams in every business and in every market that we serve.
Building on their 25 years of experience, our most senior professionals engaged in leadership training to challenge assumed expertise and to develop new ways of evaluating risk. In 2006, GE evaluated over $16 billion in acquisitions and over $70 billion of core organic growth.
See below for photo legend.
Led by Chairman and CEO Jeff Immelt, the Corporate Executive Council (CEC) knows what it means to invest and deliver for long-term growth. With an average of 20 years of global and multibusiness experience each, this team is helping GE to build the future.
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