 Okay, hi. So, I want to talk today about what I see as the intersection between modern corporate IT strategy and board games. Specifically, one particular board game that some of you may have played before. So, there's a katana is this board game that in 1995 hit the scene and it's probably the Euro game that kind of put Euro games on the map in terms of getting people outside of, you know, Germany at the time, actually playing games like this. It's a strategy game that is deceptively simple. So, like in the base game, there's pretty limited routes to victory, like build the longest road, have the largest army. And I feel like sometimes in the past, it seemed like for IT strategy, we could just be like, just buy something from Oracle, buy something IBM, you're done. But in the, the Citizen Knights version of Katana, it's actually a lot more complex. There's a lot of routes to victory. And it does feel like we have a plethora of choices today. A lot more things to think about, consider. It kind of reminds me of, in this history of Silicon Valley, Accidental Empires talks about, you know, that it cringely has like this, this, this mental model that Simon Woodley later describes as pioneers, settlers and town planners. And it kind of, the thinking of the settlers, of course, I always think of settlers as katana. And it reminds me of, there's always innovation. And sometimes you have those developers who are definitely going to be yoloing something out to production, possibly causing chaos in your infrastructure. I really did set this board up to try to show a like valid Katana board and the cat had nothing, it would have none of that. And like, you can't really productionalize that stuff. You kind of have to get somebody in to say, okay, you got your proof of concept. Now let's build this up into something that we might actually be ready to put into production. Kind of that settler mentality. I definitely put myself there. You know, and if you're trying, by the way, in Katana, to go for a monument, sheep is a place that is okay. I like paper a little bit better. But thinking about all of the resources, all of the commodities, or all of the like running a markup about against the front page of Hacker News to implement stuff in production in your infrastructure the next day, there's so much disruption out there that I think it's a little tempting to think, hey, you know, like FinTech, we have these interlopers coming to eat our lunch, that relentless pace of the, you know, the pirate ship coming. What are we going to do? Choosing to go the way that some people who publish magic quadrants want you to, of like bimodal IT, I'm going to tell you right now, you should definitely not do this. Dividing your organization up into, you run in side mode and you run in awesome mode. It's just, it's not going to be very dev ops of you. It's not going to work super well. Instead, like, think about your strategy in terms of something like wordly mapping. There's some really interesting blog posts that this thinker Sandlin wordly has put out there that you can kind of look into the details of. But it's basically, you need a map to figure out where you're going. You're thinking, you would probably like to go, you know, figure out where mortar is, like, that's pretty important. But you also, you need the ability to say, these are the things that are our core competency. These are the things that are going to be differentiating business value for us. We probably don't want to focus on the things that are just where everyone else is doing, or the things that are not going to make a difference to you in the marketplace. So like, for example, if you're looking at things from one perspective or another, is this a duck or a rabbit? Well, like, spoiler alert MIT, the answer is always going to be it depends. It depends on your perspective. It depends on what's important to you. Like, they knew this apparently ages ago. I'm going to tell you, by the way, since this election season, we're marathoning the West Wing. We just got to that giant block of change episode. I'm like, why is everyone thinking, why are they changing maps? And it's like, there's so many ways you can look at things that you think you have a perspective on, and then you realize, wait, no. Just like, okay, I love this line, because if somebody tries to, I work for a vendor, but if somebody tries to sell you the easy button, it probably isn't, but there's so much complexity out there that you do need something that will make it a little bit easier, right? Also, the map is not the territory. A container is not a platform. Components are not the whole, and trying to get that correct perspective is one of the big challenges in IT. For example, we spent a lot of time thinking about things in abstraction layers. It's like abstractions and turtles all the way down. I'm agreed, so this is not a pipe. You can't put tobacco in it and smoke it. It's a representation of a pipe. Figuring out which level of abstraction it makes the most sense for you to put your efforts into makes a lot of difference. So that's basically, that's it. I'm with Pivotal. You can come over and talk to us about things like that, or I'd be thrilled to talk about board games with you because, you know, Katan, it's totally fun, all right? And probably at my time.