????眼下，我正在安哥拉采寫報道。美國國務院（the State Department）警告前往這個國家的旅游者：“絕不要碰任何類似地雷或未爆炸武器的東西?！蔽译S身帶了一本旅游指南。它寫道，安哥拉“不是旅行新手的度假勝地”。

????這次安哥拉之行與我同行的是一支通用電氣公司（GE）高管們組成的團隊，由約翰?克瑞尼基帶隊。他現(xiàn)任通用電氣能源分公司的首席執(zhí)行官。我們已經(jīng)耐著性子聽完了一堂課，講的是當?shù)囟拘詷O強的一種瘧疾。我們還背靠背開了整整兩天的會，造訪了一座建在駁船上的水上發(fā)電站，并參觀了一座建于剛果河支流邊的液化天然氣工廠。這條支流位于利文斯頓瀑布的下游，而這座瀑布以一位死于痢疾的探險家的名字命名。因為團隊中有兩位成員的安哥拉簽證沒有簽出，我們只好先扔下他們不管。此時，我們正坐在一架回國的包機上，準備起飛。

????一位乘務員走進機艙，告訴大家，航班將有所延誤，因為跑道上出現(xiàn)了野狗。

????我著急得想跳出飛機，但克瑞尼基卻依然氣定神閑地在他的黑莓手機上指指點點。這里距離克羅頓維爾（通用電氣的著名培訓中心——譯注）有萬里之遙，但他已經(jīng)習了這種工作方式。實際上，克瑞尼基的能源分公司及其遍布全球的業(yè)務正在成為驅(qū)動通用電氣公司的主引擎。

????過去十年間的多數(shù)時候，享有這份榮耀因而名聲在外的一直是通用電氣的金融分公司——通用金融（GE Capital）。它的收入一度超過了公司總收入的一半。但是，金融危機一來，它也深陷困境。為此，通用的首席執(zhí)行官杰弗里?伊梅爾特誓言，讓通用金融瘦身，并將焦點重新放到工業(yè)領域的業(yè)務上。經(jīng)濟衰退開始后，通用電氣就已將其股票業(yè)務進行了分流，對金融分公司的部分資產(chǎn)也做了同樣處理。去年，通用電氣在克瑞尼基的業(yè)務并購上花了110億美元，其中包括其通過向有線電視運營商康卡斯特（Comcast）出售美國國家廣播電視公司NBC環(huán)球（NBCUniversal）的部分股權所得的全部80億美元。

????克瑞尼基稱：現(xiàn)在“如果我對通用電氣的股價不滿意，我就照照鏡子?！?/p>

????克瑞尼基掌管的能源分公司主要生產(chǎn)燃氣渦輪機和太陽能電池板這類產(chǎn)品。今年，它預計收入將達到450億美元，成為通用電氣最大的工業(yè)分公司。自2010年第三財季以來，由于風電渦輪機市場突然產(chǎn)生泡沫，能源分公司的利潤同比并未實現(xiàn)增長。不過通用電氣稱，能源分公司的利潤有望在2011年年末再度實現(xiàn)增長。第三財季的利潤同比下降了9%，對此克瑞尼基稱：“我們也不好過，不過我們還是掙了15億美元。”

????現(xiàn)年49歲的克瑞尼基2005年接管該公司，目前已將其規(guī)模擴大了近一倍。去年，其總營收達到了375億美元，如果它是一個獨立公司，這一業(yè)績足以讓其在“《財富》美國500強”（Fortune 500）榜單上排名第67位。他預計，該公司到2014年營收將達到600億美元，在十年內(nèi)則將達到1,000億美元。要知道，通用電氣2010年的總營收也僅為1,520億美元，由此可以想見其規(guī)模之龐大。對此，摩根大通（J.P. Morgan）銀行的分析師斯蒂芬?圖薩稱：“它是在主要發(fā)展方向上足以開拓全新局面的業(yè)務?！?/p>

閱讀全文>>

完整中文翻譯內(nèi)容請關注稍后出版的《財富》（中文版）

????譯者：清遠

????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.