[MUSIC] When I speak about transformation, I speak about program. Meaning, this is a comprehensive, holistic approach. It should cover the whole IT department, or at least a big chunk of it, such as IT infrastructure. And it should make sure it falls all the levers, so that it really amasses all of the organization in a real transformation. The governance, the relationship with the business, as an input. The efficiency, the way it operates, the way it works. And the overall complexity as an output. I like to use five categories of levers to make sure I cover all the fields of possibilities when I look at designing a transformation. First lever is about adjusting the level of service. How do I make sure I best meet the user's expectations? For some stuff I will need super-gold platinum service 24/7. And for the rest, I may need a minimal service. Deaveraging is a good way to be more efficient, but also to be able to focus on what really matters and what really creates value. Then the second category of levers is about organization. Then you will have typical levers about centralizing, shared service centers, off shore, pools of resources. It really depends on the company context and situation. Then the third category is about more technical levers. Standardization, consolidation, virtualization. The whole story is about reducing the variety, that as I said earlier creates a lot of complexity. How do I standardize all my platforms? How do I review my architecture rules? How do I migrate from several versions of operating systems to one or two? Fourth lever is around processes. How do I review my project methodology? Maybe I want to deaverage it to two speeds. Doing scrum approach for small, agile digital projects, and more the usual v cycle for the ERP development. Then sourcing, I can be willing to reduce my number of providers, I could invent a model where I do a JV with them. In a nutshell, if you want a transformation to be successful, all those levers should be, as I said, comprehensive, and also you have to make sure with the teams that we're talking about the real stuff. That those levers, the way they read, they really correspond to what has to be changed in the company, in the IT department. I feel this is the best acid test to make sure you have the right sets of transformation work streams.