The doubters soon realized that “Imagination at Work” wasn’t just advertising. Immelt was intent on putting marketing at the heart of GE strategy to dictate not just how the company sold the things it made but what it made in the first place. Much as Welch had before them, Comstock and Immelt hatched new jargon to express the process they wanted the company to follow. GE business leaders would now convene to come up with “Imagination Breakthroughs”—that is, ideas about products the company should design and sell.
Immelt...imagination
