You mentioned different leadership approaches. How did the companies compare from a cultural perspective?

They were very different. Culturally, the P&L leader in JCI was the king or queen of their domain, with full autonomy. Even at a branch level, they had a culture of accountability to the P&L, which drove local or regional decision-making that sometimes suboptimized the enterprise. This was deeply ingrained. If you owned the P&L, you owned everything, and nobody would tell you what to do. This was so they could say, "You missed your number," without you blaming other functions. At Tyco, we had been on a journey for four or five years to become more center-led, optimizing with one ERP system and adopting centralized decision-making. Culturally, this was a very different approach. It was like oil and water, actually.