So Workhackers in that perspective, I look at it from… and there are actually many different perspectives to it. Some of it is the systematic change of the organization, I look at it in terms more of that individual, you know, if you want change you start with the individual itself in their immediate relationships and you grow from there.
The other part of it is… people don’t think that has an influence. If you change the entire administrative system and things like that, then you fix it for everyone. Well, the thing is that that is very hard to do. We have lots of projects; that startup with this organizational transformation. They are very rarely a success and they only have – tend to have limited success. The smaller you can make it, and that’s… the smaller you make it the better the chances are. The thing is like that smaller and smaller you make it, you eventually make it down to a team that’s the same thing I am saying.
It’s just, it is not efficient, so efficient means that you can do it quickly and rapidly, in this fashion where you don’t have to do it over and over again. They know, most… if you are in HR or IT, any of those groups, which do the organizational transformation, they know it takes time to happen. They don’t have a systematic patience to actually do that. It’s not in next year’s project; we just have to do it this year. It’s not in – it’s like “oh we already did it for two years, it should be fixed in”, because there is that contingent for resources. What they want is growth, right, organizations want growth of the system itself. It’s not just in terms of growing just the shareholders, values, it’s not just growing in terms of the revenue and the bottom line, but what is possible of the organization itself. They want that growth, they want that flexibility, but I think that fundamental lack of patience, that short term thinking is killing a lot of companies or at least stunting them.