 As I said in my exit seminar, the power to do good always is accompanied by the possibility to use that power in what will apparently seem to be a positive side but whose impact will eventually be negative. So there are some documented cases of aid agencies doing this and that. Of course they mean well. They think it is something that they will down to good but the net effect is either a country becomes more backward or it inhibits the growth of certain things or it just kind of boxes in certain initiatives. So I think in the case of eerie it will need to make sure that its policies, the kinds of challenges it responds to, its research programs are very well thought out and that a little forward thinking is done in restructuring the organization and looking at how it will impact on its operations and I did mention that a major factor of this in view of what is happening now within the CG system and the global food security issues will be governance. So managing this change process and managing the response of eerie to these challenges either through a organizational structure that will fit the response that it needs will be important. And therefore the factor of agility will have to be brought in without of course changing the way we structure our organization every month but some factor that will allow us to what I have always called walk in challenges. Challenges that are not anticipated but which come by your door just suddenly and unexpectedly and which you will have to respond to because there is just in your view just important. Now some walk in challenges are not worth our while but there are going to be a number that I think will have to anticipate will come in by our way. One good example already is when the new Secretary of Agriculture of the Philippines made the announcement we want to be self-sufficient in 2013. We didn't anticipate that but that's the thinking and how do we respond to that. So we just need to be sensitive to the fact that every time we make a move we ask the question on whether is this enhancing our power to do good or will it eventually become a negative factor in eerie's operations. Will hiring X and Y be good for eerie? Will moving this OU to this particular director or this particular or refusing two OUs together be unenhancement of our power to do good or will it be an obstacle and a barrier? So I did take that title mainly to post the question and hopefully people will ask it as we move on through our activities. What are the greatest challenges? It's still going to be I think how we operate with our partners. Simply because having 100 or so scientists on board will really be inadequate to respond to the multiple challenges that we face in rice production globally. Considering the fact that we're probably dealing with 120 million different farmers and a hectare age of close to, what do you say, 150 or 200 million hectares. That's quite a big area to face. Not to mention the fact that you have insect and disease infestation, you have climate change, you have natural calamities taking place. You have civil disorders and stripes that will affect production. Our understanding of how to make our partners thick and how they will buy into the programs and how effectively they will use eerie's inputs to fit what their national needs would be, I think the greatest challenge. I think we should continue to regard the value, the very high value that we put with our partners, the national networks. The networks that we're now building with private sector and that it's the role of senior management and even the board to make sure these are all being managed in a very balanced way.