 And this question is from Jane and Jane says, how will I learn to recognize which journeys are most important? And I guess this one relates also to our previous question, right, Daniel? Yeah, yeah. Yeah, it does, in a way. But I would say that most important, I mean, important in this, from this perspective, when starting to journey mapping and start to focus more on customers' interests, I would say that most important is kind of a trap. Because this is not about doing the most important, it's doing the ones where you and the committed people internally have most impact on what can be created. So where do you have mandate? It's more about mandate and you could create the impact and do things that go all the way through the organization and meet the customer so you could create a really good case and a best practice internally and that it is connected to the important KPIs within the organization's goals. So you will sooner reach the most important journeys, but not at this step. So it's not about understanding the most important ones, it's understanding where could you create impact? Where could you create change by doing this way? Yeah, that's the most important criteria when you start off bike. Yeah, I mean, I have several times done those mistakes in my previous life as a consultant, that we were focusing on the important ones, the most important ones for this organization and if it was an authority or something. And it really ended up with nothing because they were so complex, so many holy cows internally and so much politics connected to that and there were no mandates. So nothing, we ended up with nothing. But when you say you made the important ones, what were, how did you think about important back then? What did you consider to be important journeys back then? The most important from a business perspective for this organization or if it's a public organization, the most important connected to the purpose of this public organization. And where we have biggest business or purpose connected problems, those should be the most important ones. Or where the organization were really treating the customers badly, so they were important from that perspective. Yeah, so the things where there's a lot at stake. Yes, exactly. Business wise, where there's a lot of stake business wise. Yeah, what I learned was that that was not the important thing here. The important thing was where do we have mandates? Where can we create a really great case? Because sooner or later we will come to those most critical ones. But we will get there with a good case showing that this will show a result and we will have a bigger mandate at that time.