Talking about ecosystems, I think there are two kinds of ecosystems, there's the external ecosystem, where your product is part of a whole series of things that create value, there's also an internal ecosystem. It's the process that we use in your business, in your startup, or in your company to actually create the product and create value. I've often thought about this problem, and a large organization a lot of engineers, and I think maybe 1500 engineers who work for the R&D department that you ran. How do you motivate people when they're working in such a big organization, and what they're doing is a tiny part of the internal ecosystem? How do you build that ecosystem, and how do you get it to fit together? How do you motivate the people in it that they are really significant, they are really important? >> Different locations. I'm for explaining the people what they do, and how they fit into the big picture. Then, so now they fit into the big picture, they have a high motivation. People, especially people that you like, their emotions and brains engaged and put a lot of effort and hardship into that, they have to understand that how it fits, not just do your part. Nobody wants to be a small screw in a system. >> I got that. [COUGH] So. You've been on the hot seat more than once in Intel pitching a radical innovation. One of your innovations involved unwire your world, a microprocessor with lower power consumption, increasing battery life. At a time when people didn't know what WiFi was, the value of this microprocessor was crucially dependent on hotspots and on things that intel didn't control. So how in the world did you manage to build a product that was successful that depended crucially on things beyond your control like Starbucks setting up hotspots so you could come in and have your coffee and take your laptop and connect to the internet and do email. How in the world did that work? >> You have to think through what the ecosystem is. And sometime people think that the ecosystem may be turning to drying the ocean, which I would not recommend. So you need to define what's the minimum set of changes you need to do on ecosystem, so your vision and your experience become a real differentiated experience. Else, it doesn't matter. If you do too much, it's drying the ocean which is impossible. What we have realized, that first we had the vision of connected computing. And at that time the internet was already rising, so the ecosystem of people connecting, connected computing, was already a non-effect. But people who are connecting, are using connecting wires to their computers. That's how people connected. Which is counter to mobility. So, we have to pick what we do. And there was big debates, are you going to connect to a cellular network, that was start being established worldwide, but it was too slow. But today that we have the 4th and 5th generation, it was the 1st or 2nd generation and it was very slow, it wouldn't give you the experience. On the other hand we understood that, on a computer unlike a cell phone the connection is not always, you put out your computer and walk in a place. So division was eventually turned into if you are connected to places where you sit. It could be your home, it could be your office, could be a coffee shop, you mentioned Starbucks, could be a hotel room, could be any public space. So the more you envisioned it, we went into a wi-fi other than cellular that gives you the local internet that you could connect to the already existing Internet ecosystem which means we made our job simplified. And you have to pick the places where people and eventually our initial strategy to turn the business was to focus on business people. So you realize where the business people sit and do business. And we focus on the areas that would be visible to business people. It could be hotel chains. It could be airports. It could be coffee shops and of course, office and the home. And the moment you have, that you now have the specific things you have to go do and you have like any for a Starbucks or a hotel chain, it will be. If you will have that, you could attract business people to come visit your place. And what these people want? What they want, people in their shop buying coffee or even making conferences and prefer this place because all my employees could get connected when they visit this conference room in hotel XYZ. And you need to find what's in it for them. Why would they be willing to do something to create a differentiation for their business using a new technology that coming in, and of course, you have to that's going to be with the right Intel brand momentum, and explaining, and signage and advertisement. So, I think you'll find the people that have a good financial and business reasons to participate in a program because it helps them sell a product. >> Basically, it's finding a strategic partner. A strategic partner is someone who benefits from your success. Because they also benefit. And that can be really crucial for big organization and especially for a start up. >> It is important. Because at the end of the day the success is what is coined as a turning point. At what point the idea becomes something real. And people treat something real when they do something they could use it right away.