Of course, if we look on the future landscape, we could start discussing, do our existing role existing in the future, or does it not? Now imagine we've drawn a picture of a plausible future new value network evolving. We have a situation looking differently today, and this is the future situation. Well, it's up to us. Will we believe in this map or not? Well, if we don't, we better develop it once again. If we do, we have something to navigate upon. When we have something to navigate upon, we could start searching. What does real life tell us? Is somebody doing the trigger that we're expecting to happen or not? Is somebody taking on a new role that the new ecosystem needs in order to be balanced? Is something happening on the road forward that tells that we actually should update our map or not? Well, let's take some examples. The self-driving car industry. One of the big problems with the self-driving car society that we're imagining in the future is, who's going to be blamed if there's an accident? Because when I own the car, it's me to be blamed if I drive wrong with the car. Now, that is a trigger, something needed to be happening in order to us getting further closer to the self-driving car society. In that sense, it was really interesting when Volvo, one of the first car manufacturers said that, we take the blame because that was an unexpected happening thing that was needed to happen for the whole system to start evolving. We see similar things in the music industry. One really important trigger was when the old record labels decided to let the streaming services have access to their libraries. That was a crucial point in the development of the streaming industry. So there are lot of things we could use this map with. But mainly, it's like a steering oar. This is not a map that you should put on the wall to look and tell everyone this is the way future will look like. It's a living tool, and of course, should be treated as such. It's like fresh fruit, you only eat it when it's fresh. So you should change the map if something is happening on the road forward, telling that the map is wrong. But it's a fundamental difference having a map compared to not having a map. Of course, if you look on the future landscape, we could start discussing, do our existing role existing in the future or does it not? Do we want to keep to our role? Or do we want to change into new one? Well, that comes down to, for instance, what kind of competence do we have and what kind of competence would we need if we want to go to another role? How much time would it take to change our existing company into a new role? Here, all these big questions that tends to float around nowadays gets a reasonable context. For instance, we could start deciding, is it reasonable for us to merge with somebody to get into another role? Will we need competence development? Do we need cooperation with new kind of players? How much money would it cost to change into another situation, etc? What cut-off tech buzzwords projects should we run or not? But here is the way to see what digital transformation means in practice to a company. It doesn't necessarily mean that we should do a lot of digital tech projects. It could actually be everything except that, in many cases, it's about competence development because nearly our role has a need for a certain kind of competence. Or you could say that every role manifests itself with a certain kind of competence. So if we're supposed to change role, we normally need new kind of competence. Now suddenly, when we have a target set, a lot of things that previously was really complicated becomes fairly easy for us to handle. What out of all these 100 possible tech buzzwords should we go for, and what should we not go for? Should we change our business model or should we not? All these questions we could ask ourselves gets an answer in relationship to the target we have. It's like Alice in Wonderland. In that book, there is a story when she comes to crossing and she meets, I think it's a cat and she asked the cat, "Which road should I take?" The cat answers, "Well, where do you want to go?" She says, "I don't know." Then the cat answers really accurate that, "Well, then you could take any road you like." But the thing is, when we have this future map and have decided on a target, we could actually answer that Alice question, and then we really can make digital transformation of the organization. So it comes back to where we started, digital transformation is not a volume thing. It's not about how many petabyte we can process, how much hardware we have, how many minutes, hours we spend on a mobile phone, etc. It's not a volume thing. It's about finding the position in the new business landscape evolving due to digital powers.