 We have to look at both sides of the equation of the human factor. There is demand for human factor that can innovate, and there is a certain degree of supply of talents in that area. What is striking is that in the current world, mobility has increased. So on paper, there's more human factor available for innovation worldwide. They can travel, they can operate in different countries, and yet we face a blatant discrepancy between what is available in terms of manpower and what labour markets do. It is clear that if we look at what the most successful innovative countries or innovative companies have been, the human factor has been critical. People regard Apple, for instance, as the most innovative company in the world, and it's difficult to do that without mentioning the name of Steve Jobs. Yet when trying to emulate such successes, many countries are focusing on the total ecosystem around these companies, around these organizations, and not just the individuals. And this is critically important. For example, if we look at Switzerland, which is again the champion of GII this year, a critical factor in stimulating innovation in Switzerland has been the apprenticeship scheme, whereby kids in school can actually start working in companies at a much earlier age and then get back to their studies. This has to do with how you manage the human factor and not just the top two or three well-known innovators. Clearly, we see a number of best practices emerging all around the world, and these best practices are of different kinds. We have the examples of education systems which have been able to reform themselves to get closer to the labor markets, to provide the ability to students to think outside of the box, to be entrepreneurial, to be innovative, which means to challenge some of the methods used actually to teach what they are supposed to learn. This is largely of a cultural nature. Beyond the cultural environment, there's a certain number of elements that can be put into place to allow startups, to allow small and medium-sized enterprises to benefit and to grow around research centers, around universities. One of the challenges for emerging countries is that they don't have the large universities, the large industrial consortiums that other more developed countries enjoy. And there, the ability to have individuals who can get their training, who can get their education abroad, then come back home, apply it locally, and then expand globally is critically important. This three-step process, learn abroad, apply locally and expand globally is a key part for successful innovation. It is true that if we look at the results of GII 2014, we see on one hand stability at the top. The top 20 have not changed much since the creation of the index. And we see that this innovation divide that separates the champion from the rest of the countries is still very much there. However, we also see reason to hope. We see that indeed a number of emerging countries are opening new ways, are showing new ways by which you can become a successful innovator. The main merit of GII has been to actually quantify many items that everybody told us this you cannot quantify, especially the human factor. This is too difficult to do. Yet, by putting some figures on top of some very fuzzy ideas like creativity, like ability to think differently, we have given governments, policymakers on one hand, and investors, the business sector on the other hand, the possibility to have a constructive dialogue. It's not a panacea, it's not the end of the journey, but it has proved to be remarkably efficient in mobilizing energies to promote innovation.