I think at one level it’s going to start at the individual level; people will be less and less willing to accept that traditional model so there will be pressure on companies from that side. I think that companies pursuing change, particularly if you are talking about large companies, that bear extremely challenging undertaking, there are very powerful immune systems and antibodies that have been built up in large companies to resist change in very effective ways.
And so we have been working with clients to pursue an approach that we call scaling edges, but I think what it requires ultimately is somebody as a very senior level in the organization, not necessarily the CEO, but somebody on that persons leadership team who has both conviction, belief in the necessity of change, but also courage, the willingness to standup when they face opposition, because they will face opposition, so the courage to actually continue to pursue that change even in the face of resistance. And then finding a group of people within the company who have sufficient passion that they will be willing to experiment, that they will be willing to take risks, and willing to – again resist opposition – because they will encounter it. So it’s a combination of somebody at very high level in the organization, plus a group of people who are truly passionate about the need for change.