“These businesses are complicated. They’re big. They’re global. And you’re going to put people on top of the businesses who do not have the domain knowledge of those businesses to make these calls.” Krenicki believed GGO would dilute materially the deep technological and commercial expertise that had been built up in individual businesses about GE’s sophisticated customers, such as ExxonMobil and Tokyo Electric, and the nuances and subtleties of the relationships and risk-management processes that the GE executives in the business units had developed over long periods of time.
