 So one of the questions that comes up a lot is how has the execution of strategy deferred from the conception of strategy, right? We've made this historical distinction between the two and I think the reason we make it in organizations is that we've drawn this analogy to military, right, which is the generals design the grand strategy and the troops just sort of execute. And with organizations in business that is not usually that productive. So instead what I'm arguing is that we really need a new playbook for strategy, where change is the thing that's normal rather than stability, where we are unafraid to disengage from businesses that are no longer really relevant, where we look at resource allocation across our whole portfolio of opportunities, where we have innovation as an actual proficiency, where leaders are what I call discovery driven, so getting new data and being able to adapt and react. And finally, when we recognize that more and more of our world is project-based and what that means in turn is the individual careers and individual moves are going to be geared towards what projects we're working on. Some people call this the tour of duty economy.