In this module, we've looked at the requirements for strategy execution. And this four A model, it really is a toolkit for looking at the organization and thinking about what are the most important points that we need to keep in mind. So the four A model of alignment, ability, architecture, and agility Is really meant to bring together a focus on the resources that are available to execute the strategy and about managing the energy in the organization as well to propel the organization forward. When we talked about alignment this was really about making sure there is consistency and collaboration in the organization, it's all focused on creating value in the market place and all the pieces that need to align around that to deliver performance. When we went into the section on ability we realized that in many organization there's not talent and leadership even there. To execute a strategy are not enough of it. And so we talked about what are the requirements to develop that leadership bench and making sure that the talent system is robust enough and enough vitality to make sure that skills and abilities are there needed to execute the strategy. When we went to the architecture we looked at all the infrastructure of an organization that helps execute the strategy. The information systems, the processes, the reward systems, and the structure of the organization, making sure that's right. Different strategies require different architectures and we wanted to think about how to build that platform to execute. And finally in the last session, we talked about agility, the strategy has to change over time and the organization needs to flex. And to be an agile organization there are certain elements that have to be put in place to create the capacity for organizational learning, adaptation and adjustment over time. That executing strategy isn't just firing down the lane, and doing it the same way every time, but by being responsive. So each of these four works together. They actually complement one another. There are some elements that are in common, and they duplicate one another, and reinforce over time. So my hope is that this has given you some insights into execution. And given you real specific and practical ideas about what's necessary. So as you go forward, when you think about developing your strategy or helping to execute a strategy in an organization, that this is useful to you I've enjoyed spending time with you and I wish you the best in all of your future ventures. [BLANK AUDIO]