 Really, I think it's the ability to deliver a services or IT infrastructures over the web in a way that's in a massively scalable way. And I think in Katz's recent book, he talks about entering a term that we've heard in the web in the early days, which is disintermediation. It's taking the intermediary out. In this case, a lot of the IT service providers, things that I do for a living in an infrastructure area, have taken that out of the way so that the consumer of the service is interacting directly with the service itself. And it could be an infrastructure service like storage, or compute cycles, or it could be a very high level business service, IDC calls it cloud services instead of cloud computing. Things like Salesforce.com, for instance, or force.com, where you're actually acquiring the services out of the cloud or from the provider, not just the IT infrastructures. I think that the two biggest values are the ability to increase your functionality and support and at a cost level that higher ad can afford. And when I'm talking about that, just the ability to deliver increased functionality, 24 by 7 support, high availability, disaster recovery kinds of things that are extremely difficult to do in particularly small institutions and do that at a value that we can afford. For instance, we think higher ed institutions can collaborate to create a cloud for our constituents. And so, for instance, the Hottie Trust, which is the recently announced program with IU and the CIC, where we're taking the results of Google Books inventory and making that available to all the CIC institutions in a collaborative way, rather than have each institution running their own such service. And I actually see both of those modes continuing in higher ed, both the commercial side, but also the ways that we can do things collaboratively to create our own regional clouds, specialized clouds. We certainly have, begin to look at student email, for instance, as software as a service. Rather than provide that institutionally at IU, we look at the vendors of Google and Microsoft in our cases to provide that service to the students in a way that comes out of the cloud or really from their central facility. I will talk a bit about IU student email and what kind of issues that we think we can talk about. Student email is, I think, a bit of a special function in the cloud, maybe the first foray into that kind of process that higher ed institutions moved into, very technically, how you provision accounts, how you deal with single sign-on, all those really technical areas, and then also making sure you have a good relationship with the lawyer because it's a big part of what we're talking about here. We're navigating some waters that we haven't been at before with these functions. I'm not as concerned as much about data privacy. That was a lot of early concern, but I think the privacy statements by both of these vendors as they deliver to students is sound. I probably have spent a lot more time meeting with lawyers in the last year than I ever have in any previous years of employment. Understanding how that impacts your state guidelines for protection of data, your state guidelines for liabilities, the federal compliance issues, whether that's FERPA is the one that we talk about a lot, and there's some changing requirements around FERPA that the Department of Ed is coming out with. Making sure that you really have all of the details of your interaction between your institution and the vendor, how you're getting email back and forth, who does the email relays, how we deal with spam listing, it can be very difficult because there are trade-offs there, and the way they want you to whitelist their functions either almost have to whitelist all of Google, and that's not a good idea because we get a lot of spam from Google, or we have to whitelist none of them and let it all go through our spam filter, but when you do that then you've got a student who may send a note to a faculty member and that email may end up in a junk mail folder, and those are issues that we've got to work through from a compromising of how we deal with that, and I don't think the vendors are quite there yet. We chose not a single provider. We actually give students the choice between Google and Microsoft, and we invited a few others to respond to our RFP, and they were the only two that responded in, and we let them compete for students, and we think that's very beneficial. We've already provisioned 37,000 accounts between these two vendors, so clearly it's successful. Students like the functionality and like what we're dealing with. The concern of the cloud computing has you lose control of your resources, has a certain amount of validity to it, and I know you just read me the quote from Richard Stallman that talked about his concerns. That was one of them that I had not read prior to that, but I know he talked about this being really a bit of an idiocracy in it. In a bit that's a little naive, certainly it's almost like saying if we don't grow all our own food or we don't make our own clothes, we've lost control over that, but I do appreciate that there is a certain loss of control that goes beyond that, and you have to worry as we enter into commercial endeavors is when we put things in the cloud, not necessarily when we get things from it, but when we put things in the cloud, can we get that back? If we put our data in a storage that's provided by some commercial vendor, can we bring that data back, and how do we bring that back in a format that we can then reuse, because we may want to change over time either the providers that we choose, or whether or not we want to do something internally or externally. There's a CIO and a healthcare institution in Indiana that says all control is fictional anyway. If I buy into that, but I think there is some truth to the fact that you just have to balance all of those issues. There's a couple of multiple things to talk about here. Where is the value, where's the innovation to create in the economic world? Where everything is taking place in kind of a massive collaboration mode, and then what's the benefit of open software in this mode if you're really just acquiring your software or your services from the cloud? When open software came out, you know, Bill Gates once said that open software is a threat to innovation because innovation is driven by capitalism, by commercial function, and that strikes me as being a little bit of a common argument here in the cloud. I think innovation will occur in lots of ways because we innovate for several reasons. One is because there's a commercial reason to innovate. The other is that there is a societal reason to innovate. We innovate to help society in general. I think whether we're doing things in the cloud or whether we're doing things locally and whether we're collaborating for that innovation, that will occur because that's what we do.