Yes, and there’s a shift between the sort of… control that many managers are used to, and saying “I am the channel, I am the person…” It’s the point we are talking account, I’m the only person who talks about that, to saying “there’s still an element of control there, you know, in terms…. there is a difference between discussing something, which is a change to contract, and actually having the contract agreed to. Right? And, that’s something where, ultimately, it may be that, you know, people on the Boeing side and people on the Metagraphics side would review… Again, this is a matter of substance, right… And that involves both management and basically looking at now what the risks and what the rewards of doing this way.
And… offering encouragements to people throughout the organization to actually participate in this way. You are not… Ok. Maybe the suggestion doesn’t work out; maybe after discussion you say, well, that was a good suggestion but we forgot about this, that and other thing, and you know, people inside the company or the customer may come up with objections or reasons why you do something differently. That’s the way is the world. If you don’t… If you aren’t open to that sort of discussion and saying well, you know, everything is not going to go through, you are basically not doing your work. So, I think it… the role of management I think is very interesting but the role of management I think is… potentially focused on what sort of innovation is acceptable, how do we basically open things up for collaboration, cooperation across non traditional boundaries, which some people view as risks, and how do you.. turn that different perspective into something which can be a sustained… a genuine competitive advantage.