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Erik: How did your experience working at GE improve your problem solving skills?
Maurizio: It made it more practical. I used to look at problems from a theoretical standpoint.
I guess like the average consultant, and come up with something that would make sense based
on the things you can see on paper. At GE I had to look at what is actually on the ground
because again it was my first experience really of enacting change on the ground. And so you
get to *** your, I guess the limitations and the extra assets of your resources in
a completely different way.
Erik: Is it that that you're also owning the problem, owning the results whereas in consulting
you're just advising on what your client should do?
Maurizio: You own the problem. You own the resources and you are in a company where people
deliver all the time, all the time. And it's you know there is only one thing that is sanctioned
at GE more than not delivering which is to cross the line of ethics. I don't want to
say that the company does it for, for real inspiration. Ultimately I do believe that
most of the people involved are actually really behind this idea. You have two strikes and
out for not delivering. But for anything that is ethically related at the half strike you
are out instantly. But the pressure really is everybody delivers. You know you have to
deliver the goods at the end of the day. So you look at your problem somehow reverse engineering
so you say I have resolved this problem now let me see how I got there. And you try to
understand the path because it's not an option to say I'm going to do it later or I'm going
to deliver only a part of it. It's just not an option on the table.