CEO Immelt had put his reputation at risk by personally leading GE’s Ecomagination initiative. Skeptics wondered if the environmental markets would materialize and if they would be as profitable as demanded by GE’s shareholders. Would a corporate culture known for its pursuit of the Six Sigma statistics-based approach to quality control be able to create technological breakthroughs and new green businesses? If Immelt was correct, not only would GE benefit, but other companies would soon follow GE’s lead. If, however, he was wrong, Immelt would have led his company down a dead end where it would be difficulttorecoverfromthedamagetoitsreputationandfinancialstanding.Accordingto a25-yearveteranofGE,“Jeffisaskingustotakeareallybigswing....Thisishardforus.”6