 In capability and alignment wrap up the next steps from John Jepsen and Martin Quandrell. John? Martin? Thank you very much to David, Philippe, Chad and Piarik for their presentations. Acknowledging we're standing in the way of lunch so John and I are gonna have a really quick five-minute wrap up. So maybe over to you first John. Yeah. ThoughtWorks. So ThoughtWorks started as you probably remember to give us some industry best practices on product management and portfolio management and explaining the challenges of keeping the focus on you can say the outcomes instead of always deep diving into the what then and the how. Which I think we probably proudly can say that we are victim of. We sometimes need to step a bit back and look at the broader picture of how we generate the value. So this is part of the discussions which we have had in around the operating model already. I think the other thing which were mentioned quite in a lot was that we needed feedback loops. This is part of what we are trying to achieve also with the operating model. Creating you can say the feedback loops between the value adoption or the use and back to the capability teams. And they were highlighting quite importantly the communication and that we are diverse organization with a lot of different teams working and I think Piarik just emphasized it once more that communications is key. That we need to speak out. We need to reach out to the different teams which are involved across and make sure that we are all aware and that we are involved at the right time. So again that was very helpful. I think the only thing which I noticed and James did try to save it at the end was that Sapna said that you need sort of wider you but Sapna thought works part of the community of Sapna. So it's we. So please please keep up the good work and help us improve the way we work. Thanks. Yeah and thanks to James and Sapna I think in Paris as well did a really good job helping us to crystallize our thinking and contribute to helping to evolve that draft operation model. Sorry. Let's go back to I think we've had enough on the forum acceleration so we'll move down just to some key takeaways. So David and Gere spatial consumption zone. So the two takeaways I had from that were the success and the speed of delivery for that piece was down to the high level of contribution. So thank you very much to everybody that has contributed so far to that effort. That's that's been amazing and a call out for a stable and shared data and dev environment. I think on to Philippe reservoir DDMS. So I took from this and please add if I'm missing anything from your thoughts John. Having a single team work collaboratively across the data depth and DDMS pieces has actually added really good value. Great cloud service provider involvement as well as contributed to that success. Think they need a cross DDMS working group so to enable greater integration. There's a little bit of discussion around helping to reduce the number of concurrent objectives so understaffed maybe focus on a little bit less and deliver that quicker and better. Interestingly the constraints applied by the graph data model technologies and again a call out for a dev environment. On to Chad and Pierre Rick. So capability for them and us means building all of the pieces to enable those business workflows drive up the data value and each item needs deep expertise. So everybody's contributing to bringing that deep expertise to this work. Would like to see ongoing and better interfacing between the various groups dependent groups and the forum must be a truly agile forum and continue to work in those ways and I think finishing off with that communicate communicate communicate message that Pierre it gave and the other one from earlier that are really resonated with me team sport team sport team sport. Okay we've already had the formula one analogy and that's great because I love formula one. I wouldn't like to be in the mix of the Christian Horner and Toto Wolf battle that must be a little bit touchy at times. Anyway I guess what are the what are the kind of the next steps we've talked a lot about how we can improve the cycle time. We're chasing this value we want more adoption etc. So talked about the operating model we've got a lot of work to do in that Ian was mentioning earlier you know we need to work this with people please if you're interested in helping the ways of working improve come and have a chat at the break. We've had to have a lot more conversation about roles and responsibilities to to support and drive the ways of working in in the new operating model managing and embedding the change so I think everybody is aware that you can come up with a good idea around you know a new way of working but we've got to add some capability to help us through that change and not remove the capability until it's embedded and it's kind of that you know the muscle memory has formed it's it is an easy way for us to work and continuing and developing and releasing the code that's all important to enable our ambitions so team sport team sport team sport John maybe it's worth to mention that the change is not a you can say we are not a sort of going from a frozen state to a completely thought and then going back to a frozen and it's more like we are trying to build the platform which allows us to continuously change and if you are interested in thoughts around the change and change management then you should have a look at Aina's blog post very recent blog post where he describes the challenges and opportunities I guess for around the change and the way of looking at change management it's very interesting so I think that's it. I think maybe we had to launch. Thank you very much.