Let's continue our discussion about the ROI and how you view it for with things like tangible assets or knowledge-based capital. And let's take a look at what's the role of [COUGH] products and leadership [COUGH], in corporate entrepreneurship. The question again, ask yourself this question. What is your corporation investing in? What products do you invest in? Are you making transformational innovations? Are you basically coming up with new ideas, new products, new markets to enter? Or are they basically, simply doing sustaining engineering and product line extensions or enhancement? [INAUDIBLE] In fact that over half or 64% of 591 companies surveyed in the country, still focus primarily on product line extensions, they have low returns, they generate very little enterprise value. So that may be part of the reason why the chart that we saw regarding the longevity of S&P 500 companies has reduced so significantly over 60 years back in the 60s to something around 14 or 15 years today. Only 20% of these companies that were surveyed view developing innovated products or ideas as game changers. Another question that you should ask yourself about corporate entrepreneurship, if you're in the corporation, you're looking at either going into that role, or you already are, is what does my leadership think about it? Are they all in on this program? Do they understand how important it is for us to have this cooperative entrepreneurship program going that develops new product ideas, new market entries, innovative new ideas? Or do they think that the financial risks involved outweigh the potential benefits? If they do, I would say that they have a likely problem. The biggest risk they probably face is that the people who are brightest and most innovative in the corporation, if the leadership is not all in on it, they're going to leave and go do it on their own. And that can have a big impact on, not only on the corporate reputation of not promoting corporate entrepreneurship, but also in your competitive market position. So, key considerations to think about is the current methods of ROI that many, many companies use, as we talked about earlier deadly fictions. As I said, a project that fails will prove that a competitor will not likely pursue that similar project, which is a very valuable piece of information to know. The projects that succeed may disrupt the organization but at the end of the day, isn't it better that you disrupt yourself than have a competitor do that? And then, take a look at this Innovation Options calculator. It provides valuable information in helping to select these intrapreneurial projects from the corporate environment. The question I posed a few lectures ago is, is there an ROI for corporate entrepreneurship for large organizations? The academic world says yes, there is. In the terms of higher productivity, higher employee engagement, better innovation and better financial performance. Corporate entrepreneurship is a way of thinking and acting which is not the norm, it's the new way of thinking. The question I have to ask you is, what do you think?
