Thank you.
I won't make the supposition that the cultures are all bad—it would be a bad premise to start with—but they are different. If we start with the assumption that there is some difference in culture in different departments, it would take some amount of time within each of the department's leadership to meet with the SSC's current leadership and establish what the protocol is, how they would operate, and that there is transparency within the management, up and down. That's where a lot of time needs to be spent.
It looks like it takes a lot of time and that it will be a time sink for management, but it is necessary for future success. I can only comment on it based on, again, my personal experience. It's a tremendous amount of time sink. In my case, we had direct employees in 65 different countries, so we had to move people around from country to country to do that. It is a tremendous investment in time, and you often question the economics of it. There are no clear economics in that sense. It is, absolutely, just time with people to ensure they understand: one, what outcome you want, so there is clarity; two, how you are going to get it done, so there is a process in place; and three, how you are going to measure them, so that people are accountable to deliver what you ask them to.