 I am Dave Gray and I'm the author of a book called The Connected Company. So Dave, what is your book about? I was, well, the rise of social networks and technology and the volatility in the business environment has got to a point where I think many organizations are becoming aware that they can't keep up with the pace of the environment. And so I started to search for what is the next generation of companies going to look like. And my thesis was that there are companies out there that are already doing the things that companies are going to need to do to operate in a faster, more flexible, more agile way. And so I started to search for them and find the organizations that were figuring this stuff out and with the hope that we could learn from them and with the hope that I could sort of create kind of a napkin sketch of the next 21st century organization. What is common to the organizations that get it right? Well, they're very feedback driven so they stay close to the environment. They actively seek feedback from customers and partners and anyone else in their environment. They tend to be very good at distributing control so they push control out to the edge as much as possible. And they often, in order to do that, they often have to be networked organizations. How does one build a culture that supports all this? Oh, wow. Well, I think the companies that have started from scratch have it much better than the companies that are already large organizations that need to transform. It has a lot to do with hiring practices and getting the right people in the first place, but then it also has to do with viewing. Well, every company is different, but I think in general a networked organization is something that people call responsible autonomy. So you push authority and responsibility out to the edges of the organization, but with that authority comes responsibility. And so when you don't have that, you have things like, you know, where we had the, what was the insurance company that had to... Well, you can have problems where you have a small team that may have a lot of autonomy and also is able to take on much more risk than a small team should be able to take on. And you have, if you're not careful, you can have a small group that putting, being able to put the entire company at risk. If you're a manager of a small team, what are some of the things... AIG is the company that I was thinking of. Okay, all right. If you're the manager of a company, if you're a manager of a small team, what are some of the things that you can do to get those cultural elements right? Oh, if you're in it... How do you describe culture? You mean if you're in an organization that's more bureaucratic and more rigid and you're trying to, you want to try and start to break it a little bit? I think if you're, no matter where you are, you can start to make moves. I think if you're in a large organization, one of the first things you can do is start to do something that I would call network weaving, which is start to find a way to form connections with other parts of the organization. Another thing you can do, I know someone at Marriott who was in charge of the whole, an internal department. They worked on the websites. And she simply took her organization, which was very task-oriented, so people would come and they would check out a skill and use that person's skill for a short period of time and then check them back in, kind of like a library. But she reorganized them. She tore down the cubicle walls. She reorganized the group by kind of practice area. So there was a group in charge of, for example, the reservation experience. And those people were a cross-disciplinary team that was able to work on and think about larger issues. And she worked to build relationships with the departments that were her customers, to help them, to work with them to figure out what was the best way for her to serve them, serve their needs. And people were very happy. In fact, one of her success metrics was her customers, instead of referring to people by their job title, started to actually call them by name. Thank you.