With Ecomagination we instigated a cleaner, more relevant future. Of that I am certain and proud. We succeeded in many ways. Yet, frustratingly, we could only impact so much despite that the potential to make the future was profound. This is the change-maker’s dilemma. In GE’s case, despite all the momentum, Ecomagination could only reach so far through the layers and layers of complexity and denials of change—across GE, across our customers, across the ecosystem, across financial markets.
