Good leaders don't tell people what to do, they give teams capability and inspiration.

It's the sustained ability to change that really counts.

The most important thing I've learned since becoming CEO is context. It's how your company fits in with the world and how you respond to it.

Really, the one thing that actually works - you know, state-run communism may not be your cup of tea, but [China's] government works.

If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.

People ought to invest in us because they like our company and the way they run it. We still do quarterly earnings guidance, but we tell people openly that they ought to look at the company for the long term and that's how they ought to invest.

The reason people come to work for GE, they want to be apart of something bigger than themselves, they want to work for a company that makes a difference, a company that is doing great things in the world.