At the ongoing J.P. Morgan Healthcare Conference 2026, GE Healthcare framed innovation as a core differentiator for the company.
GE HealthCare framed innovation as a core differentiator. In 2025, it achieved 115 FDA artificial intelligence (AI) authorisations, a leading position across all Medtech, and showcased more than 40 technology innovations at the Radiological Society of North America (RSNA) conference. For 2026, management emphasised continued organic R&D investment and said it will remain selective about inorganic growth that fits its evolving structure. It also described rolling out a lean business system to raise execution discipline, a shift that can influence internal budgets by putting more scrutiny on cycle times, waste, and the payback from investment programs.
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GE’s presentation shared trailing 12-month revenue estimates for its core business segments. Imaging was the largest at $9.1bn, alongside $5.3bn in Advanced Visualization Solutions, $3.1bn in Patient Care Solutions, and $2.8bn in Pharmaceutical Diagnostics. The mix reiterates that GE’s performance is critically anchored to core imaging markets, while growth initiatives increasingly depend on attaching software, workflow, and consumables to that installed base.
CT was used to illustrate how GE is trying to protect and extend market leadership. GlobalData estimates GE holds about 14.3% share in the CT market, which is expected to grow from $8.6bn in 2025 to $10.2bn in 2030. At the conference, GE discussed simplifying its CT portfolio from roughly 15 to 16 configurations and 10 tables down to three in recent years, aiming to reduce complexity for customers and lower internal costs. In this context, simplification is more than operational housekeeping. It is a way to defend share while improving cycle time and serviceability, which often determines wins in large fleet purchases. GE also contrasted its approach with some next-generation designs that can become more specialised and force users into different operating modes, arguing instead for CT as a broad “Swiss Army knife” platform for hospitals. GE positioned its new Photonova Spectra as an example of that broad-utility philosophy, using Deep Silicon technology to deliver energy discrimination without narrowing clinical utility.
The more distinctive growth narrative came from nuclear imaging. GlobalData estimates the nuclear imaging equipment market at about $5bn in 2025, rising to $7.2bn by 2030, with PET and hybrid systems driving a significant portion of that expansion. GE already has scale here, with an estimated 34% share of the PET and SPECT equipment market. Management’s discussion of PET Omni and other pipeline products fits a strategy of staying ahead in equipment, but also using that installed base to support recurring, procedure-linked revenue.
Radiopharmaceuticals were also positioned as central to GE’s solutions strategy. Management tied growth to volume expansion, price, and new product introductions, and highlighted positive early feedback for Flyrcado, its new myocardial perfusion imaging agent. Its distribution partnership with CDL Nuclear Technologies, which it said supports about one third of PET myocardial perfusion imaging, and a rollout with CVAUSA, the largest network of private cardiology groups in the US, were critical in supporting early network expansion. GE reiterated an ambition for more than $500m in Flyrcado revenue by 2028 and argued that moving PET’s share of myocardial perfusion imaging procedures from around 20% to 25% could translate into a $1bn opportunity in that indication alone. Broader radiopharmaceutical opportunities were also linked to several tailwinds, including a reset in US reimbursement, momentum in nuclear adoption, clinical guideline updates, and technology breakthroughs that expand the clinical utility of PET.
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By GlobalDataThe takeaway from GE’s JPM update is a portfolio strategy with a clearer economic logic: keep core modalities competitive through simplification and execution, then use advanced visualisation solutions and pharmaceuticals as the “glue” to pull through agents, workflow, and multi-year customer relationships. If GE can translate that integration into higher utilisation and repeat purchasing, its shift toward healthcare solutions becomes a revenue model, not just a message.
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