 I think it always existed, but I think for decades, companies thought that they can get away with the change projects. Unfortunately, change projects don't touch the fundamental roots of certain ills that we try to address. Transformation means transformation, changing the organizational form of the company. Unless we don't touch this issue and the change project usually doesn't touch it, we don't get the results. And so today, probably, in our VUCA world, the simple change projects are not enough. I think there's one biggest barrier. It's the CEO's ego. I think that the true transformation can only succeed if it's based on creating an environment that allows freedom, trust and responsibility for everyone. The CEO that has an inflated ego thinks himself as being the most intelligent person in the company. And therefore, all the efforts to convince his employees or her employees that they are intelligent will fail. And the problem is ego. I have never seen a successful transformation without its CEO having transformed himself or herself first. True. Some of them didn't need that because they were humble to begin with, but most of the CEOs worked with their coaches and some, in extreme cases, were psychoanalysts. I think the key issue is how do we select the leaders in large cooperation, the business unit CEOs, who can be this type of servant leaders, who can carry this type of projects that acquire transformational leadership. That means that they don't see themselves as being in charge of running the operations in their companies, but being able to launch a transformation that will create an environment where people will take care of running the business. For the last 10 years, first I carried the research that they published in 2009 in my book that's called INC, Freedom Incorporated, several articles. And that's after maybe three, four years, caught up in a larger, larger amount of corporations and businesses. And so I was instrumental with several of my colleagues who became friends and CEOs, essentially, of the companies that launched their own transformations that we call liberations, into creating an ecosystem for helping or assisting in a certain way, mostly pro bono. These CEOs who want to do it by themselves and they feel a little bit lonely, I would say, in these radical efforts. And since the last, I would say, five years, I work on another topic that's called The Altruistic Corporation, and that's culminated also in the book, which has been published one month ago.