 We define four critical capabilities for future ready leaders, leading through influence, driving execution, creating new thinking, and having an ownership mindset. These four, we believe, rank the highest. From your perspective, do you think CEOs can develop these skills? So in leadership, for us to expect that everyone is going to be highly intrinsically motivated to have full ownership, I think that's a utopian dream. In leadership, it's about creating a drumbeat where we can get the strengths of each other, and all of us have different strengths. If we can allow this openness to say, I know, and more importantly to say, I don't know, I think that opens up conversations which are beautiful, because then we are on a journey to constantly learn more and unlearn more. And even if the external world says you're far better to have the humility and determination to reinvent oneself. So in here, in leadership, would be very important on the matter that you talked about ownership, not ownership at the leadership, ownership down the line. And how do you create ownership? You create ownership through openness, of encouraging open data, of encouraging where we are, of praising those who are bringing problems, and not allowing a culture to hide, because in India, one of the biggest challenges is the fear of fear. Because we are not trained from a young age to fly with freedom. The second point that you talked about indirectly was curiosity. And as we grow older, our curiosity dies. And it's very important to rekindle the curiosity. And that's where I talk with all the colleagues about what is our relevance? And do we measure individual and collective relevance? Because if we are not relevant in today's world, we will not be able to perform both as an organization, also as an individual. That's what happens to dinosaurs. And very quickly, big companies can become.