1. As it continues to innovate and scale, how should GE manage its transition from a disciplined, manufacturing-minded, Six Sigma-trained organization focused on economies of scale, cost-cutting, and process improvement to a nimbler-minded, customer-centric one focused on innovation, willing to start small, and fail quickly to learn faster? How do you reconcile these two approaches? Can these two cultures co-exist, and if so, how? Are the methods for evaluation and incentives the same?