Prior to David Homer's arrival, General Mills Canada had been a successful subsidiary of the General Mills brand. Although General Mills Canada employees have generated positive sales growth every year prior to his tenure, Homer notes a lack of initiative, drive and desire to embrace fundamental change from his employees, a sign of progress hindered by an aversion to risk. He notes that data is pouring into the company and employees are using it to analyze potential growth opportunities, but they are reluctant to take any action. Therefore, his ultimate challenge is to integrate innovative thinking into General Mills Canada's culture and determine what "processes and tools" to use to achieve this goal, since employees are generally risk averse as a result of the company's collectivist culture. General Mills Canada is experiencing declining sales due to a lack of innovation. For example, Homer notes that risk aversion within the company does not cause it to function to its full potential. Therefore, it can be assumed that "employees offer few new ideas or few ideas that are well outside what is considered safe or ordinary" for fear that such ideas will hinder General Mills' success. Employees' risk aversion means the company continues to offer mature products like Cheerios, Nature Valley granola bars, Green Giant vegetables, and Old El Paso tacos and seasonings, which can only change in limited ways. Another problem is that employees in Marketing, Finance, Sales, Consumer Insights and other departments remain loyal to their department, collaborate only within their department and do not embrace individualism. Homer states, “we have found… that our collaborative culture has meant that we have never… half papered… equipment or at least renovations to an existing building. There will also be a demand for more manpower to operate in a larger space, as well as insurance costs. Utility costs will also increase due to increased research and development. The benefits of the solution compare very well with the costs. First, more space in labs ultimately means more room for innovation and growth. The new space with better equipment will allow more advanced jobs to be completed with precision. Ultimately, employees will be more eager to perform due to the existence of an incubation space. ,Ultimately, the best solution for Homer and General Mills Canada is to find existing employees who are ambitious, inspiring and charismatic and want to innovate. They can act as innovation ambassadors and mentors to help and inspire risk-averse employees to express their ideas and revolutionize the company.