 Talent in supply chain right now is a very complex issue. So we've developed the DSCI talent model to try to help break down the sets of challenges that organizations face as they're trying to develop their own talent strategies. So the DSCI talent model really has three major components to it. It's how do you approach the attract and acquire aspect of really building an employment brand and to bring those employees on board. Once they're on board and for the employees that you have on board already, how do you build and develop their skills more effectively in building a data-driven culture. And then finally the piece that I think is most interesting and most essential is it's not just about individuals in supply chain. It's the integration of those individuals in the organization itself. So the final piece is around integration and performance where we try to really encourage organizations to think about what is their structure, how are they promoting the integration behaviors across functions to really achieve an end-to-end supply chain performance solution. Digital supply chain talent plans are not the same as traditional. We have to think differently. We have to think creatively about how we approach the talent issues in organizations right now. We encourage our members and anyone involved in digital supply chain to really develop plans and set goals that are very specific around talent acquisition, development and integration. Finally development really can't be an afterthought anymore. We really have to devote energy and resources to training and that's something where the DSCI has been actively involved in developing leadership programs that are organizational, not really focused on individual skills per se but more on that integration and the end-to-end performance of supply chain as functions start to collaborate more effectively. We've got organizational design considerations. These can't expect the organization to naturally fall into the same traditional formats. They have to think about what a digital supply chain organization looks like and how do I staff it to be effective. And then finally driving performance really is something that requires consideration and planning. So we've been focusing less on strategy and more on talent planning as a way to become more action oriented and action planning as we discuss this issue with our members.