 Ladies and gentlemen, very warm welcome and rise and shine to the module 149, Establishing Culture of the Corporate Entrepreneurship, but before that, always remember, human first, human first, human first, as it is, as it is the age of digitization, as it is the age of AI technology, robotic, robust engineering, and this will increase. And I am seeing this trend that when you started with FEDEC tailors and they started working on automation, I studied their psychology on automation, I understood from their study that they were the sons of a feudal and they did not get much importance in the judgment. So, they thought that whenever I grew up, how would I get such a mechanism? Because of which, I have my respect, and if I have it, but in my eyes, I have my respect because no one asks me. If I was well-versed and I did not have inferiority complexes, then it is possible that I would stand by them, but I would not get any respect while I was with my father, so I would not be feeling inferior to them. And then, when they grew up, they developed a system in the automobile, then they created the culture of big jobs, then they started an automated system on automation. Automation has reduced the human interaction, meaning that as much as possible, in a machine, the human will look less and less, and the technology has advanced, I do not have any harm in the advancement of technology, I believe in technology and technology is the other word you should do computation, but you do not have to do the next computer, where is its respect? But they started the culture from there, and in the industrialization, the automation that came, it was automation, now it is complete digitization, now it is robotics, now it is in a digitalization, it is a technique, it is a process, it is a sequence, it is a digitalization, then it will have time, it will be a digitalization. So, the whole process has the same architecture and the whole process of the new software is all the same, but in the production, the whole process of the huge infrastructure, how much it can serve it is very human-themed like it does. Now, if I was having a big-than-a-long discussion that, how much is it? I am having a deep discussion of how much does it have to be built and how much is it going to be built? Why does it need to be built and what is the development and central planning in the long-term? You have to take that from the profit, and the rest of the people only hate it, and their love for it is only money, revenue. And that reward doesn't have to be given, it won't take the break to eat, it won't take the time to go somewhere, and you have to take it from the reward. Because it's giving you revenue. Here in Pakistan, because rewards are expensive, they can't take this much, so people are making rewards. And that comes from your master-slave concept in businesses. Now I'm telling you about this. We need to end this culture. We have to respect human and human capital. Moving on, what are the baseline on the eight major domains of the corporate entrepreneurship discussed? Previously, we now move on to the discussion, the falling contributing factors that make up as a successful culture of the corporate entrepreneurship, which is? Number one, organization operates on the frontiers of technology. One, new ideas encouraged, trial and error encouraged, failure allowed. Failure allowed. Please do allow failure. Google says, do, try, check, act, fail, start. Fail, start. You must have to fail before you win. You must have to fail before you think anything of what you left. You have to fail. And there's no big deal in this that you fail in an idea. So with every day, you did an idea, trial and error, you allowed yourself, failed, brought a new idea. You didn't have to fix anything on it. You tried it, you couldn't. Now come back again. Then try it, then try it, then try it, then try it. There must be a life in new ideas. It can't be that without human interaction and human training and human teaching, you start teaching with a video. So you can learn, you can learn like you are listening to me. You will learn, you will apply. But that doesn't mean that you can't take understanding from someone else. So we have to allow, we must have to allow ourselves or to others to make the failures, to make the errors. Now, no opportunities, parameters, resource available and accessible, multi-discipline team approach, appropriate reward system, incentivization and reward system is very different. Maximum organization in which, in Pakistan, I call it state organization, in Pakistan there is no concern on culture of even corporate. Corporate culture is not even there. If corporate was there, we would have discussed it. In this, it is incentivized in the reward system. It is a knowledge, greed based system. In the greed based system, you can bring in a lot of people, you can register them on the app, you can get them on this, you can do the Parchi system, you can do the support system of India. And every person here is made a Vijaymalya. So everybody is wanted to try a shortcut and having a shortcut. Everybody is Vijaymalya. And you sell the Parchi in Kingfisher and you go ahead selling the Parchi. You sell the Chit and make support in the name of Chit. So this culture is prevailing now. Everybody is attracting it. So the greed based system is different and the reward based system is entirely different. Now, I understand sponsoring champions available. Sport of the top management is must, vision must be shared. The reflection of the idea must be shared to the last or the even of the gatekeeper, even of your guard, even of your company, whoever works in your company, help us. If the vision is not clear, your organization culture is not aligned. You must have to think and go back. Don't do or don't exercise corporate. Moving on, inter-cooperation, sustaining the culture of innovation. Here, today's the Intel innovation program focuses on what? So internet connectivity, research and development, affordability and financing, education and IT skills, awareness and promotions. Then is the Intel Appoop, a developer program, Intel Capital, Intel Entrepreneurship Challenge, Learn Technology and Entrepreneurship, Intel Software Network, Tech, Intel World Ahead program. So these are the different powerful programs under the founder leadership and the late under Andrew Grove. So Intel had turned its corporate culture into a powerful strategic advantage to inter-program initiatives, rest-taking and confrontation of ideas. So this culture become so ingrained and effective that at times it was leased as powerful as formal strategic planning process. So as I told you everything, the development of connectivity, of financing, of promotion, of skill enhancement, of digitization, all of this is a special culture. So these are the powerful culture a sustaining culture of the innovation. So innovation for all these things plus your human capital involvement is must. As I said, be with the digitization but don't minus your human capital. Thank you.