Ge can go to the morning, I think there are two very nervous points: 1. Oppose the research and development of new skills; 2. covet the price of GE's own brand. Greed is a commendatory term here.
What are the characteristics of this practice room? First of all, the vast majority of employees are doctors, which is commensurate with the experience of some employees and even postdocs. Second, GE is probably the only aviation-related company in the United States that does not need to apply for a green card or nationality in the United States. If you have a doctorate, you can apply for ResearchLab as a foreigner. For example, my co-author is a senior scientist of GRL, who comes from a country in Southeast Asia. In this industry which is extremely sensitive to nationality, it is absolutely unique for Ge to dare to do so. In the words of boss Cao of the Three Kingdoms, it is the real "meritocracy". And I heard (this can only be heard, don't believe too much) that if GE scientists are willing to jump ship to their own industrial parts, it is basically the kind that GRL is not willing to let people go, and the industrial parts are vying for it, with salary increase and benefits. Is this respect for R&D scientists shocking?
Because of this, GE has the most abnormal R&D chain in the industry: according to the skill maturity level, GE can complete the process from 1 (opinion principle) to 9 (actual system) by itself, without the help of any university or research institution (although it is actually impossible due to limited hardware). GE is the only company among the top 10 annual patent applications in the United States that inherits the traditional manufacturing enterprises. From this perspective, no aviation-related enterprise in the world can match GE. If you know the growth history of GE, you will know that GE's successful aviation development is to beat PW and Rolls-Royce at the speed of light in the last 40 years, which abruptly swallowed up their market share and achieved technological leadership in some aspects, such as bypass ratio and compression ratio, more than five years ahead of the other two. 1994, GE developed GE90 with a bypass ratio of 9: 1, while PW and rolls-royce still stopped at a bypass ratio of 5: 1. In the morning after 20 years, PW has not yet put into production an engine that may compete with GE90 in bypass ratio. This is a powerful attack that attaches importance to basic research and development. Once surpassed, it is likely that it will take opponents decades to catch up.
Greedy and very nervous GE's brand price and its admiration itself almost revolve around the GE brand. PW mentioned above, if not an aviation enthusiast, probably won't know that it is really just a subsidiary, and it belongs to a big consortium called UnitedTechnology. And UnitedTechnology, a company, owns helicopter giant Sikorsky (representative model UH60 Black Hawk), carrier air conditioner and Otis elevator. In terms of scope, the consortium did not lose much to GE, but in terms of brand cost, UnitedTechnology is much worse than GE. Most of GE's products have the same name. If NMR is removed, rigidity is the GE standard. Buy lamp liner in Wal-Mart, lamp liner is GE standard, and aero-engine is GE standard, even if you buy financial products, you can find GEcapital. To put it bluntly, selling dog meat is really hard. But in the most difficult period of GE, the most profitable part of GE was his finance. This year, GE sold GEcapital, which is no longer profitable, for more than $20 billion. But imagine, under such a brand, if you need GE to use its own R&D skills and brand price to modify any part at any time, and be agile and competitive, is this skill terrible? It is indeed the Squidward Tentacles of manufacturing enterprises. This is also the reason why Ge's kindness goes against the sky mentioned above. No matter what goods you see, what you see on them is the word ge. Even if you haven't seen GE before, you will never think it is a second-rate product. This is the huge benefit brought by GE's greedy maintenance of this brand.
To end this passage with a sentence that ge's good friend Boeing likes to use, GE has really achieved ExcellenceByDesign all aspects.
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Criticize me for not coming back to life one by one.
GeCapital is 20 billion, 0 more. Thank you for your criticism!
I thought it was just a feeling of dealing with ge, not sure. As an engineering student, my ideas about trade are probably too naive, but as I said at the beginning, these are my personal ideas, please spray them lightly. There are many good criticisms in the criticism area, so you can have a look. It is true that not all GE products are very good. Compared with many new enterprises, many products of GE can even be described as weak and rubbish.
But I think we should look at GE from the perspective of a traditional manufacturing enterprise (at least I compare it horizontally). As a company, GE can still compete with UTC, Siemens, BAE and even AVIC.
So in a sense, my requirements for an enterprise are really low. Generally speaking, aerospace is the crown of contemporary industry, and aero-engine is the jewel in the crown. But personally, I sincerely believe that many thoughts and actions in your industry and mine are out of date. I think GE has many shortcomings, but I'm not saying that GE is the only one with so many shortcomings. Under the impact of the new era, many problems have been highlighted by the whole industry. Similar enterprises have the same disadvantages.
For example, a well-known large aircraft company, although famous, is a winner known to both the military and the people. But after World War II, his family won only two projects (AH-6 and CH-47) in the military bidding. At other times, they either bid with other companies, or buy other people's companies, and then put their own brands on their products.
Another example is UTC mentioned above. I heard that his family is selling Sikorsky.
I hope you can better understand my views on GE, because many of GE's practices are very respectful compared with my companions.