能源驱动通用电气，实权高管前景看好

    眼下，我正在安哥拉采写报道。美国国务院（the State Department）警告前往这个国家的旅游者：“绝不要碰任何类似地雷或未爆炸武器的东西。”我随身带了一本旅游指南。它写道，安哥拉“不是旅行新手的度假胜地”。

    这次安哥拉之行与我同行的是一支通用电气公司（GE）高管们组成的团队，由约翰•克瑞尼基带队。他现任通用电气能源分公司的首席执行官。我们已经耐着性子听完了一堂课，讲的是当地毒性极强的一种疟疾。我们还背靠背开了整整两天的会，造访了一座建在驳船上的水上发电站，并参观了一座建于刚果河支流边的液化天然气工厂。这条支流位于利文斯顿瀑布的下游，而这座瀑布以一位死于痢疾的探险家的名字命名。因为团队中有两位成员的安哥拉签证没有签出，我们只好先扔下他们不管。此时，我们正坐在一架回国的包机上，准备起飞。

    一位乘务员走进机舱，告诉大家，航班将有所延误，因为跑道上出现了野狗。

    我着急得想跳出飞机，但克瑞尼基却依然气定神闲地在他的黑莓手机上指指点点。这里距离克罗顿维尔（通用电气的著名培训中心——译注）有万里之遥，但他已经习了这种工作方式。实际上，克瑞尼基的能源分公司及其遍布全球的业务正在成为驱动通用电气公司的主引擎。

    过去十年间的多数时候，享有这份荣耀因而名声在外的一直是通用电气的金融分公司——通用金融（GE Capital）。它的收入一度超过了公司总收入的一半。但是，金融危机一来，它也深陷困境。为此，通用的首席执行官杰弗里•伊梅尔特誓言，让通用金融瘦身，并将焦点重新放到工业领域的业务上。经济衰退开始后，通用电气就已将其股票业务进行了分流，对金融分公司的部分资产也做了同样处理。去年，通用电气在克瑞尼基的业务并购上花了110亿美元，其中包括其通过向有线电视运营商康卡斯特（Comcast）出售美国国家广播电视公司NBC环球（NBCUniversal）的部分股权所得的全部80亿美元。

    克瑞尼基称：现在“如果我对通用电气的股价不满意，我就照照镜子。”

    克瑞尼基掌管的能源分公司主要生产燃气涡轮机和太阳能电池板这类产品。今年，它预计收入将达到450亿美元，成为通用电气最大的工业分公司。自2010年第三财季以来，由于风电涡轮机市场突然产生泡沫，能源分公司的利润同比并未实现增长。不过通用电气称，能源分公司的利润有望在2011年年末再度实现增长。第三财季的利润同比下降了9%，对此克瑞尼基称：“我们也不好过，不过我们还是挣了15亿美元。”

    现年49岁的克瑞尼基2005年接管该公司，目前已将其规模扩大了近一倍。去年，其总营收达到了375亿美元，如果它是一个独立公司，这一业绩足以让其在“《财富》美国500强”（Fortune 500）榜单上排名第67位。他预计，该公司到2014年营收将达到600亿美元，在十年内则将达到1,000亿美元。要知道，通用电气2010年的总营收也仅为1,520亿美元，由此可以想见其规模之庞大。对此，摩根大通（J.P. Morgan）银行的分析师斯蒂芬•图萨称：“它是在主要发展方向上足以开拓全新局面的业务。”

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完整中文翻译内容请关注稍后出版的《财富》（中文版）

    译者：清远

    I'm on a reporting trip in Angola, a place where the State Department advises travelers to "never touch anything that resembles a mine or unexploded ordnance." I have brought a guidebook. It says Angola is "not a holiday destination for beginners."

    I am traveling with a team of GE executives led by John Krenicki, CEO of the company's energy unit. We've sat through a lecture on an especially virulent strain of malaria in the region. We've had two days of back-to-back meetings, visited a power station floating on a barge, and toured a liquefied natural gas plant on the banks of a tributary of the Congo River, downstream from Livingstone Falls, named for the explorer who died of dysentery. We'd had to leave behind two members of the team whose visas to Angola hadn't come through. And now we're in a chartered jet, homeward bound, getting ready for takeoff.

    A crew member comes into the cabin with an announcement. The flight will be delayed. There are wild dogs on the runway.

    I'm ready to jump into the Congo, but Krenicki (pronounced KRIN-icky) just pokes away at his BlackBerry. It's a long way from Crotonville, but he's used to doing business this way. In fact, Krenicki's energy division and its far-flung operations are becoming the main engine that drives GE (GE).

    For most of the past decade it was GE's finance division, GE Capital, that famously held that distinction, at times providing more than half of the company's earnings. But during the financial crisis GE Capital floundered. Jeffrey Immelt, GE's CEO, vowed to shrink it and refocus on industrial businesses. Since the start of the recession, GE has shed its security operations, along with some assets in the finance division. GE spent $11 billion on acquisitions in Krenicki's business last year, including all of the $8 billion it gained selling part of its stake in NBCUniversal to Comcast.

    Now, Krenicki says, "If I don't like where the GE share price is, I look in the mirror."

    This year Krenicki's division, which manufactures things like gas turbines and solar panels, is expected to bring in about $45 billion in revenue, making it the biggest industrial unit in the company. Profits haven't grown year over year since the third quarter of 2010, hurt by the popping of a bubble in the wind turbine market. GE says the energy division's profits should start to rise again in the final period of 2011. Of the third quarter, when profits were down 9% year over year, Krenicki says, "We feel crappy, but we made $1.5 billion."

    Krenicki, who is 49, has nearly doubled the unit's size since taking it over in 2005. Last year it had revenue of $37.5 billion, which would have made it No. 67 on the Fortune 500 list if it were a standalone company. He expects revenue to hit $60 billion by 2014 and $100 billion in a decade. Compare that with GE's total revenue of $152 billion in 2010, and you see the size of the bet. "This is a business that can absolutely move the needle in a major way," says J.P. Morgan analyst Stephen Tusa.