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Simple by Design - Interact with data from connected machines without IT support. Customer Stories. We called them "Imagination Breakthroughs," and what I mean by protected is, you couldn't cut them, just because you needed to make a quarter or your budget for the year. You had to make sure you killed them because they were a bad idea, not because you needed the funding to make today. So companies need to do that. What I learned over the course of a career is you need the right people. So you need different people. You need different time. You need different metrics. You don't know if you're going to be profitable if you don't even have a customer.

Why are you asking me what the profit is? I don't know if anyone's gonna buy this yet. So you need different metrics, and what companies do is we just throw too much money at something before it's ready. Feloni: Looking at where you started to where you ended up, how do you think that at the early part of your career, when you were working on a marketing level, in publicity, how did that help you on more of the bigger picture stuff, towards the end of your career? Comstock: Yeah, well, I think the common thread for me has been story and storytelling.

I am a storyteller at heart, and to me, strategy is a story. Vision starts with a story, and if you're going to imagine it forward, which is, to me, about having vision and being a visionary leader, it's a good story. The old JFK, "We're gonna go to the moon," and everybody gets excited because they see it.

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They can actually imagine the boot touching the dust. It's a story. Feloni: Was there ever any difficulties as you were rising up the ladder of not having had the more traditional managerial route, where it's like, you went to business school and then you were at a consulting firm? Comstock: Yeah, and I felt intimidated about that.

I still feel like, "Should I have gone to business school? They thought I was creative. They thought I would take risks. So I had to also say, "I'm here for a reason. Don't try to be a business school person, because you didn't go to business school. Feloni: That almost sounds kind of terrifying, to be ready to be the chief marketing officer, and you're reading the basics of marketing! Comstock: Yeah, and in fact, AdAge at the time wrote, "She's one of the rare chief marketing officers who's had no marketing experience.

GE hadn't had a marketer in 20 years.

Jeff Immelt had a good vision. He knew marketing. He wanted it to be about growth and innovation, ultimately. But most of the people in the company thought it was the advertising department. I was already doing ads, so they didn't know what it could be.

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And so it was also about change and innovation, and that wasn't even clear to me in the beginning. So frankly, it wasn't like I was filling some other job. They didn't have high expectations to begin with, so again, it's one of my philosophies to kind of take the job no one wants. No one really knew what marketing could be. So it was a clean slate, in some respects. Feloni: Yeah, and it seemed, kind of from what you were saying, that you were very open to being transparent about what you needed help with or didn't know.

Comstock: Well, at points. But I want to make it very clear, I'm not naturally that way. I had to learn to be that way.

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So if you're listening to this now, it may sound like, "Hey, wow. She had it all together. That's how it happened. I mean, I got feedback. You need to ask for help. People were very generous, and some people didn't have time for me and you find the ones who do. So you have to ask for help. You cannot go into these situations and go, "No, I'm going to act like I know everything," because you'll get called out.

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Feloni: We've been talking a lot about how you're making change at a company and in your own career. But what if someone listening, they're not in the position of leadership? Maybe they're just starting out or they're just in a different role? How can they bring that mindset to their role? Comstock: Well, I think the first thing I say is just, one, give yourself permission to take a risk on something small. So I'm big on that. You probably have more capacity and permission than you think. Ask yourself, "Do I really need to ask the boss about this? Is this within the scope of my responsibility that I can make this small change?

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And that's not always true. Maybe it is true, but ask yourself that. And then just test little things. Try little things. Go back to your boss and say, "Look at what I just did. It worked, can I have some funding to do more of this? Now look, you're always going to work for gatekeepers. I worked for many of them. And there are always people who say no. Might be a bad idea, may not really have the money, or they just may be control freaks that don't want you to have it.

I believe you have to keep going back. The first time, your idea may not be ready. You're not ready. So I'm a big believer in, "This no is 'not yet. I made sure I went back at least three times with an idea. That takes a certain amount of confidence. But just because someone says no, why can't you go back again, and take feedback?

Why is it "no"? You said if I can fix this and this, OK I did. So those are a couple of things I would encourage people to do. But, look, at the end of the day, you may just work for somebody who's not going to drive change. And you may have to say, "Is it time for me to look for another job? Do I need to adapt my style in a different way?