I hope your perspective is not a shared one among management otherwise GED is f—ed. Let me explain.
Customers can still be treated well while you take care of your employees. These are not mutually exclusive; you should treat both well. Without customers you don’t have sales and without employees you don’t have a product.
And that’s exactly why you have a hard time retaining talent. Those who are able are leaving for more lucrative jobs, regardless if the company is B2B or B2C.
I think your argument is more towards how NewCo is a bad idea (premise of a separate legal structure is autonomy which you argue is not necessary in B2B). I also don’t agree with that view. Two other benefits of a spin-out is separation from GE IT, and lacklustre performance of other GE BUs. GE IT is a joke especially if GED is trying to succeed in a cloud business. Bonuses are heavily weighed down by GE Power downturn, so there is really not incentive to do well because bonuses would always amount to peanuts. A spin-out solves those problems.
In terms of autonomy, sure, B2B software might not need to be that nimble, but that’s autonomy at the PM level. If an engineer feels the lack of autonomy then that’s a management problem because there is a lot of interesting problem space no matter if GED is B2B or B2C.