I like the end report this year I think
it really does a great job of
representing where GE is on our journey
to really be a fantastic digital
industrial company what we're trying to
do inside GE is really try to build a
digital company inside an industrial
company and it's important
I mean it's competitive it's important
and it's working and so I think we're
always willing to disrupt ourselves if
that's what it takes to be a really
great company our products are now
surrounded by sensors and controls that
can pull a maximum amount of data from a
jet engine or from an M R scan or from a
gas turbine we want to embrace both the
physics of our product and the analytics
and we kind of say why not us so we
challenge ourselves to really lead this
revolution in productivity that's taking
place culture is an essential part of
our strategy I've got a team of
frontline managers inside GE that are my
advisors as we go through this and I've
asked them to write in the end report
that year kind of an essay on what their
GE looks like we did a lot in 2015 the
portfolio actions and a first and
foremost the moves to really sell most
of GE Capital the Alstom acquisition the
sale of the appliance business those are
very tangible strategic moves this year
we talked about EPS growth we talked
about capital generated and return to
investors and so I think we really hit
or surpassed all of our tangible goals
in 2015 and it showed up on our stock
price you know we had a good year of out
performance versus both the S&P 500 in
the broader industrial index always the
reason to own GE is going to be above
peer group earnings growth and fantastic
cash redeployment back to investors in
the form of dividend and buyback so
you're going to be in the front seat of
a lot of leading-edge initiatives but
financially we should be a bedrock stock
in a volatile
you