You are the CEO of a small but rapidly growing new Public Relations firm. Your company is only$2$ years old at this point. As an advocate of Eric Ries and the Lean Startup methodology youhave relied on the Leap, Test, Measure cycle to keep your company at the forefront of yourindustry by continually changing and innovating. Your offices are currently located in Brooklyn,NY$.$Your team is still small, and you have only one location, but you are in the planning phase ofestablishing offices in $4$ other major cities, most likely Chicago, Los Angeles, Dallas, and Atlanta.The growth plan calls for the opening of these offices sequentially within the next $18$ months.These offices need to be autonomous and able to rapidly make local decisions to improveservice to their clients, so the existing office will not be considered the headquarters.You are very concerned that with the growth of the company and the geographic expansion,the close working relationship that exists with your team today and the comfort with rapidchange and innovation cycles will be lost unless you can somehow figure out how to instill andembed the culture you have today into each new employee and each of the regional offices.Your ability to do this will be critical to the ongoing success of your company Given the situation, propose a series of steps the CEO could take to assure that the culture ofcontinuous improvement is embedded in each of the regional offices as the company grows.