Yeah, for sure. By the way, what's really important is that alignment, and here again, kind of that goal setting, that vision. So the playbook is a vision, mission, values, team rules, long term goals, strategy, all boil down to execution. So that helps everybody get alignment. So when you're starting a new company or new niche -- by the way, it was the exact one we used when I was running Economic Diplomacy at the State Department for The Clean Network, and then also for the team. Because everybody wants to know, what's the vision, okay, and what's our mission, is the purpose. It all boils down to execution, because you can have the greatest strategy in the world, but if you don't execute, you're going to lose. But the key to the playbook is I call it leadership 101, people support what they help create. So in other words, when you have that founding team, this isn't the Keith Krach playbook, this is the team playbook, just so happens that the format we use is kind of the same, but everybody's got to participate in that process.
And then the important thing is, as you grow your organization, like at Ariba we're making billion dollar acquisitions and all that kind of stuff, we did to get alignment is all the VPs had to teach the directors the playbook with their teachable point of view. And then the directors taught the managers, the managers taught the individual contributors, and the individual contributors taught the customers, the partners and the suppliers. So it's a cascade on the way down, but it also enables a cascade on the way up too because the folks who are closest to the action, whether the product development or the sales folks or the customer support folks, that's where the rubber hits the road. They're making day-to-day optimization decisions. So who's the guys that make the best decision? It's the one who have the most information. And so what the playbook is a guide in terms of as they make those optimization decisions out there in the field.
