GE is leading the largest digital sales force transformation in the world. And we\u2019re doing it by thinking small. Just like a startup. We are focused every day on thinking, acting and working like a startup. Each morning, we challenge ourselves to wake up with an entrepreneurial spirit and a risk-taking mentality that might seem surprising to some. Why? Well, we\u2019re facing the reality that our customers have changed, and thus, if we want to continue to serve them well, then it\u2019s time for us to change as well.\nHere are some of the lessons we learned during the early phases of transforming our global sales force of 25,000 sellers across multiple businesses.\nLesson 1: Failure is an option...\n...And in some cases, it\u2019s even a mandate. To take on such an ambitious endeavor, the first thing we had to do was make it okay to fail. Not an easy task, considering we\u2019re dealing with a very talented \u2014 but very Type-A \u2014 group of employees, none of whom like the idea of failure one bit. But through our FastWorks program, we are all learning to embrace the idea. We are realizing that if we aren\u2019t failing, we\u2019re not learning.\nLesson 2: Even a giant can be quick and nimble\nCustomers want a B2B experience that matches the experience they enjoy in the consumer world \u2014 on-demand and instant. To keep pace, we have to move just as quickly. We realized that we had to think about what we could accomplish in minutes and hours, not days and weeks. So we organized ourselves as a small, mission-based product management team. And by doing so, we were able to test, learn, fail and pivot quickly to find what new sales technologies have potential for scale.\nLesson 3: The most important step is the first one\nNothing kills a good idea quicker than inertia. So how do you get a corporate committee moving? How do you go from talking about \u2014 and meeting on \u2014 a project to actually doing something about it? Well, we set a very aggressive deadline for the project, with frequent check-ins. The team had no choice but to act. A deadline is a great motivator. To inspire a new way of thinking, I would often describe how when you walk into Facebook\u2019s headquarters you see a giant sign with a saying Mark Zuckerberg coined: \u201cDone is better than perfect.\u201d\nLesson 4: Think "we," not "me"\nWhen you\u2019ve got multiple verticals represented in a horizontal team, people tend to err on the side of protecting their own turf. So from day one, we included leadership from across the company to champion our cause and reinforce the idea among their teams that this initiative is good for all of GE, not just their specific business. Getting everyone on the same page and moving in the same direction with a single shared purpose from the very beginning is critical.\nLesson 5: Remember, it\u2019s not about us\nThroughout the journey, we kept our eyes firmly fixed where they belong: on our customers. Yes, we are helping our sales team perform more efficiently than they ever imagined. But we\u2019re doing it so we can provide our customers with an increasingly better, more fluid experience. By transforming the sales experience, we\u2019re empowering our people to transform the customer experience. Put your customers first, and you create results that last.\nWhat I\u2019ve learned in the first phase of our Digital Sales Transformation is that It doesn\u2019t matter how large or small or young or old your organization, thinking like a startup can help you accomplish more faster than you ever thought possible \u2014 and this is good for our teams, our customers and our investors.