1. With respect to its corporate partnerships, when would GE double down on creating its own assets, and when should it partner with – or simply acquire – other companies?
Need an original paper done on this topic?
2. As it continues to innovate and scale, how should GE manage its transition from a disciplined, manufacturing-minded, Six Sigma-trained organization to a more nimble minded one willing to move fast and break things?
3. Is GE in the same consideration set as Facebook and Google for young tech employees? If so, how it can remain competitive in attracting the best talent?
4. As Run looks forward to the future of GE Digital, how should he structure his group to reduce horizontal/vertical organizational friction? What role should corporate and individuals like Comstock have in GE Digital’s oversight?