It's, it's very interesting, because when I did start 15 years ago, I thought, gosh, this is a really slow moving train. I mean, this is me coming from dealing rooms, right? where everything happens really fast at a high pace for like, 12 hours a day. And I came into this sitting in endless meetings and listening to things and I think in this governance business, was that ever going to change? But then it actually did start changing. So I started back in Oh, six, and then I thought, okay, you know, we had the crisis, and people started questioning, you know, why certain decisions were made at board level. And as I got deeper into it, you could see that there was a need to have a much stronger business rationale behind many of the decisions, and also that it needed to look in a much broader way. So I would say the last five years, this slow moving train has started moving pretty fast. And actually, to the degree where there will be some countries that can't fully embrace what is happening in terms of moving over to the whole stakeholder governance and having to look at the purpose, having to look at the impact you have, both on the planet and and socially. And, and that's something that's very new for many of the directors that was sort of came into it in the last century. And I think many of those that are thinking, you know what, this is just not super interesting, the whole diversity discussion, right? Is has really moved on the last five years, especially, I mean, I've been in equality shield, since I was very, very young, it's always been a big thing for me that we are all equal as human beings, nobody's over anyone else. But again, when you enter the boardroom, you realize that that's kind of just not the case. So to try to implement that in the boardroom, as well has been an interesting journey, things are moving COVID, I was hoping would make people think, excellent, we are all part of the one. So if you do something bad to someone else, you do something bad to part of yourself. And when we destroy the planet, we destroy part of ourselves, it should be it's quite logical that that's how it goes. But that's not how people act, they act, many people act as if they can do whatever bad they want to do, and nothing happens to them. And I think slowly with a virus, for example, I mean, while we can build walls to keep people out, but that doesn't stop the virus, it also doesn't stop climate change, right. So literally the last five years, the conversations has, has changed in the boardroom. And then we have Black Lives Matters in the summer. And that catered another kick as well. So to make any change happen, you need a sense of urgency. So the first, the first financial crisis, we had back in sort of seven, or eight or nine was first kick into, okay, some urgency to change over time special for financial institutions. And then one thing after the other has been pushing to increase the urgency for for better governance for better leaders that can think in a much broader way. So I think absolutely things has changed. And I think for the better. We have to think longer, you know, around by ability to discuss what's the viability of the organization for next three to three to five years, not just what, you know, going concern for the next 12 months? And then the whole purpose and values? Yes, I think we have changed for the better, but we're in it. Now. We're not it hasn't completely been implemented. Right? But it's being pushed for.
