 The next one is my buddy Jodi at FedEx, and this is a very interesting story, too, because it mirrors what I just stated. So just a little background here. FedEx happened to be in the audience when Christian and I and myself presented at Discover in 2015. That's a little over a year ago. And just like you guys in the audience, we may not speak, we may not know who you are. You'll leave today, and you're on your merry way. FedEx, that was FedEx. And when we were canvassing customers or people to speak about IT for IT at the Discover conference, they raised their hand and said, yeah, we can speak. And everybody, at least at HP, looked to each other and was like, did you work with them? No, I didn't work with them. Did you work? No, I didn't work with them. Who are they? What did they do? No idea. So in preparation for that conference, we got into what do they do, and it's kind of interesting. And actually, I like what they did. This right here is from their presentation at this year's Discover a couple months ago. And I only took a few pieces of their slides to share their story. But this is sort of how they started the conversation. And Rick, this is your spaghetti. This is their picture. I call this a scare diagram. It's really the whole thing on one big diagram to show you how messy it is and unorganized it is. But this is their IT environment. And they know that they need to modernize IT and they needed to move faster, more aggressively. And so they picked up the open group stuff. They referenced it here in their presentation adequately. And as a result, they created this. So they branded it as well in FedEx colors. They took the basic concepts and they put this conveyor belt looking thing around there to represent the service model backbone and the back and forth nature and fluidity of the model, right? Because nothing's a silo, but you have to have structure and you have to know how you're moving back and forth. And so this is really nice because, again, they personalized it and they made it FedEx. Now, underneath the covers, they know it translates to IT for IT and you'll see that in the following slides. So some shared functions. What they did was each of the areas, they kind of personalized it. And you'll see down in the bottom, they have the KPI management parts of it and they have kind of personalized some of the key functions. But in the plan side, you'll see some correlations there. And they even introduced Gartner's Biomodal perspective in that planning, right? How much are we spending on mode one versus mode two initiatives? And so this is their presentation and I thought it was, you know, wonderful because now it was in their language but it was the same structure underneath. This is their build view and DevOps is another big part of their transition and how they're evolving. But the idea is, you know, build and they want to deliver those new capabilities. Deliver, once they have a catalog of course, that's where they actually are able to measure consumption. By the way, deliver, I would say, is the big disruptor in the entire value stream, in the entire IT for IT standard. And why that is, most organizations I talk to, they have plan, build and run. They have no such thing called deliver. Their shops are organized by those three things. So deliver is sort of a new thing and I think this is an area where, and I'll explain how FedEx sees it and used it. This is where you can deliver those commoditized services in an automated way. And this is exactly what FedEx kind of shared and I'll share some of their stories. But deliver is the disruptor and this is where I think IT for IT makes a big difference for many of the shops out there that I've talked to. And run, you know, no, obviously, this is a pretty straightforward value stream. But I do like how they've structured this and they put the different functions around the center, which is a very nice way to describe, you know, the fluid motion. And of course, the measurement goes back up stream because that's a part of the input for all the other value streams. I wanted to share sort of what they were talking about. There was one really key use case where they had a service in the catalog and it needed to change. And it needed to change quickly because they had, apparently they had an event in which people were bringing things into the event that needed to be checked in. And they had no such service in the catalog to provide that kind of capability. And what they did was because they automated all of the tools from requirements to deploy, they were able to go through and in one week change the service and get it out in the catalog, which people then started using. So they only used that service and that adaptation for a week. And then once they were done using it, they killed it. And I think that's the epitome of where you can go when you automate and you look at the different value streams and how they interoperate because the business needs to move that fast. There's an opportunity, and if IT is sort of holding things back, right, they can't meet the opportunity and the business can't really grow or be dynamic. And so his story was really, I think, profound to talk about how these key functions integrate and facilitate the value stream so that they can get in there, do their thing and get out and put things back on track. Because stuff happens as everybody knows.