A key theme in this case study is R/GA's desire to orient their program toward corporate engagement rather than strategic investment. Provide a few examples of how they did this throughout the different stages of program's development (e.g., version 1 and version 2 of the accelerator, and the venture studio model). What are some of the features they tried to incorporate to affect this change? R/GA's "guide principle" was "transformation at speed." Do you think their CV accelerator program facilitated this principle? What are some other ways they could have pursued this (complementing or replacing the studio model). Explain your answer. What does it mean for innovation to be "de-risked"? What are some steps organizations can take to do this