it's stress, right? I mean, I've always said the three conditions for innovation are basically stress and perspective shift. You know, I forgot what I'd say nutshell, remember it? All it does take an example or at the famous dambuster stuff, right? They had to fly a plane horizontally across a German reservoir to drop a bouncing bomb. He didn't have the technology. And the famous story on this is two officers were at strip club when they saw the two spotlights on the strip, and they realised they could do that. Yeah, so they can put two stoplights on the aeroplane and have the angle right now they provide the two spots coincided. They knew exactly, they were at the right height. And they had lots of examples that you find a lot of that in warfare, you get massive acceptation. Because the system is stressed and it has limited resources. Remember it starvation, pressure, perspective shift. Then people innovate. So resourcing people for innovation is a mistake. Is the buy Don't be making on startups. You don't you don't over resources startup. Because you actually want people to have to sell new things. If they can't sell new things, they don't co evolve. So they get arrogant. And they assume they've worked out the right solution. Only once they've got something which people are buying, do you find them to scale? Because you need that sort of high level pressure, interaction stress, right? And people are tremendously useful under this. I mean, sound I've been through three startups in my life to in companies where myself. And I've also been through a massive turnaround, right? So for example, you know, data sciences, which is the company, I was one of the 50 management people in the management buyer. And I was one of the five who went to the venture capitalists and told the truth. And the next day, we were the only five left, everybody else got fired. And they brought in a CEO and he reduced all of the senior management team to tears one by one, I still remember he just destroyed my business plans. The guy was brilliant. And then he basically selected six people and told us we didn't have to worry about the future, whatever happened, we would have jobs for our career. And that actually was tremendously powerful because we didn't worry anymore. Yeah. And the company was almost at the point of bankruptcy. And I remember one weekend, we had a real problem with cultural change. And that people were hierarchical. They weren't talking. We weren't getting cross fertilisation. So we gave people an extra days holiday over Easter. So that gave us five days. And we brought in the builders and we said, you know, we're going to have to decontaminate the office because there's nasty bugs here. So nobody wants to come in. And we took away all the walls. We just took away every single wall. And then people came in on the Wednesday and they discovered them, no walls left. And then we monitored who rebuilt the walls with filing cabinets. And those are the managers we fired. Yeah, we created a good HR excuse afterwards. But we had to shed 20% of the staff. And so we basically did use that as a detection technique. Here to find it out. And again, I mean, we have a lot of fun. In those days, we came up with some brilliant ideas, because, you know, we never knew from month to month whether we could pay the wages or not. Yeah, and we were safe. So we knew we were okay. Because we have that, you know, the venture capitalists have bought in Andy and he was going to run it. Yeah. And he was really good at letting I mean, he let me have complete carte blanche to do whatever I wanted. He very famously said your speech Okay. Go and check some spheres And he had other people around you and more structured. And we did a lot of stuff in that days. But you actually find and you find people who regret it. It's not like it was when we were a startup. It's not like the early days. Yeah. And the reason is, is different, and you have to go through the different life cycles. Yeah, the way. It's why I hate that book Lean Startup from it's a truly appalling book. Because the guy goes and studies friends of his who are successful and identifies things they did, and then says, if you do these things, you will be successful. Now we've Dorothy landed, we actually studied the valley in detail. And we also study companies who fail. And I can tell you everything in lean startup, which is associated with companies have failed, companies of companies have succeeded, companies have failed, did exactly the same thing. The difference is you've got a huge number of players, so some of them are bound to succeed is basic statistics.