GE grew from the nation’s premier power and lighting company into a behemoth. The company was a charter member of the Dow Jones Industrial Average, on board at its creation in 1907 and the only one that remained there 110 years later. Morgan and several partners, General Electric’s corporate pedigree had been peerless. “Did you f–king know about this?” he demanded.įounded in 1892 by Thomas Edison, J.P. “The accounting tricks that looked like profits were actually just borrowing from the company’s future earnings.”Īt that earlier meeting, Flannery wheeled on his CFO and tried to tamp down his rising panic.

Power’s “solid profits … were illusory,” write Thomas Gryta and Ted Mann in “ Lights Out: Pride, Delusion, and the Fall of General Electric” (Houghton Mifflin), out July 21. Flannery and Bornstein had both devoted their entire careers to GE, like most of those present for this moment at the annual summer meeting for top executives in Crotonville, NY, a leafy campus where the company’s professionals spend months being indoctrinated in the corporation’s proud culture.īut what should have been a celebration felt more like a wake.ĭays earlier, the two men had met in Schenectady to examine the books at GE Power, the century-old company’s most venerable and profitable division - and had found a dry well where they expected cash. It was August 2017, less than a month after John Flannery, the brand-new CEO of General Electric, had taken the reins. “I love this company,” began the tough-talking, hard-driving chief financial officer of one of the world’s most storied corporations. Jeff Bornstein could not control his emotions. Over 150,000 GE refrigerators recalled over fall hazard General Electric should pay $22B to clean up polluted Hudson, group says GE shares slump as supply chain, inflation woes threaten outlook GE reveals names of three companies after historic split

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