Banking on de-banking

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Banking on de-banking

机译：去银行业务

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Speaking just a month ago, one of the men who lost the struggle to become boss of General Electric (GE) in 2001 grumbled that the firm had become as soft as a marshmallow. That was before Jeffrey Immelt, who got the job, said he would terminate with extreme prejudice the group's vast banking division, GE Capital. Mr Immelt's decision, announced on April 10th, is as momentous and ruthless as any made by an American boss in decades. The logic is impeccable: GE Capital has sapped the world's biggest industrial firm for a decade and exhausted the patience of regulators and shareholders. And Mr Immelt may find it easier than expected to liquidate in 36 months America's seventh-largest bank, with $500 billion of assets. What may prove harder is convincing the world that the rest of GE-which runs from lamps to locomotives via medical scanners, oil-drilling equipment, nuclear reactors, jet engines, water-treatment plants and all manner of other electrical and mechanical gear-still deserves to exist.

机译：仅在一个月前发表讲话时，一位在2001年成为通用电气（GE）老板的斗争中失败的人抱怨说，该公司已经变得像棉花糖一样柔软。那是在接任该职位的杰弗里·伊梅尔特（Jeffrey Immelt）之前，他将以极高的偏见解雇该集团庞大的银行部门GE资本。伊梅尔特先生的决定于4月10日宣布，与几十年来美国老板所做的任何决定一样重要而无情。逻辑是无可挑剔的：通用电气资本（GE Capital）十年来削弱了这家全球最大的工业公司的地位，并耗尽了监管机构和股东的耐心。伊梅尔特可能会发现，在拥有资产5,000亿美元的美国第七大银行进行36个月的破产清算中，这比预期的容易。更令人信服的是，这使全世界都相信，GE的其余部分-从灯到机车，都通过医疗扫描仪，石油钻井设备，核反应堆，喷气发动机，水处理厂以及各种其他电气和机械齿轮蒸馏装置应该存在。

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《The economist》 |2015年第8934期|5658|共2页
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Banking on de-banking

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