 The application of all these standards really gave us a map for our digital journey. The lack of communication between groups, because the system had been built independently, could also now be addressed. We were able to narrow things down to having four core systems integrated with each other with information flowing amongst. This eliminated manual re-entry of data and reduced cycle mess. The data objects for the digital product backbone stored in each of the four systems are the thread that created traceability from portfolio to operations. We hope to eventually have one centralized system instead of four, but for now the integrations are working well. We use the Open Group Together standard to guide us. The business architect spent several weeks interviewing different types of stakeholder groups gathering pain points, concerns, ambitions and dreams related to the current situation and understanding of their vision and objectives. We then use this information to characterize the baseline state and to create a capability heat map to work out our gaps with our target state, all within the context of an end-to-end value stream. This really did the trick for us. Identifying gaps led to opportunities and solutions from which we then created our roadmap. It wasn't easy, but was definitely worth it. The result was four big accomplishments, which together helped make us a digital company. We completed an application rationalization to simplify our environment. We created a digital product pipeline that keeps work flowing and traceable from strategy to operations. We deployed new technology in support of our digital products. We established agile governance methods to guide our future digital product engagers. Nick would really be able to summarize our lessons and their importance from a business point of view. Thank you Dr. Keklin. I think that was pretty informative. I will try my best to be as precise as you were, so we learned the following lessons from our work. There is an enormous amount of work that needs to be done to become a digital enterprise and much of that work has nothing to do with technology. People and lines of communication are equally as important as technology value streams. Working end-to-end with cross-functional teams is the key to success.