Friday, November 8, 2013

Thrive on the Data Deluge! - A Review of the Book, Big Data - Part I

The authors, Viktor Mayer-Schonberger and Kenneth Cukier, have done a great job in tracing the emergence of Big Data. They also support the facts about Big Data with interesting live case studies from various fields.  Though the writing is not at par with Tim Harford and Malcolm Gladwell in keeping the readers glued to the book, I found it comprehensively informative! The thorough research by the authors has made this book rich in information and insight. The insights and information in the book more than compensate the lack of racy style.

The book takes off with 2009 outbreak of flu, which could be traced on real time basis by leveraging Big Data by Google! This typical Big Data case study captures all the elements of the Big Data phenomenon. Out of Google's 3 billion searches per day, 50 million common searches in USA per day were examined and found correlation of many unexpected terms with the outbreak! CDC (Centers for Disease Control and Preventioncouldn't trace the outbreak on real time basis! The case study has all the three characteristics of Big Data;
  1. More: Humongous data base almost touching n=All
  2. Messiness: No exactitude in the data, though for 'Small Data' applications exactitude is the prerequisite
  3. Correlation: Unexpected co-relations, not necessarily the causes. Hence the stress is on whats but not on whys. 
To me the last characteristic seems to be restrictive. Probably, in the initial years of Big Data, the stress will be on 'what's but when we have enough resources we move towards not only 'why's we also go to the next levels of 'why's!

The authors offer a good application case study of Farecast by Oren Etzioni, which was later acquired by Microsoft. In 2003, Farecast started with analyzing just 12 thousand airfares to save money for airline ticket buyers. Later, Farecast analyzed 200 billion transactions to offer better price advice for the air travelling customers! The authors also list Oren Etzioni's other ventures: Metacrawler which was taken over by InfoSpace; Netbot for price comparison, which was taken over by Excite and Cleanforest for extracting meaning from the text content, which was taken over by Reuters!

The data deluge we are experiencing is pronounced in astronomy, genomics and stock exchanges but it is spreading to all others. In astronomy, while Sloan Digital Sky Survey collected 140 Terabytes (TB) of data between 2000 and 2010, an upcoming telescope in Chile due to open in 2016 will be collecting the same quantum ie. 140 TB in 5 days! That's nearly 800X improvement in 16 years! The authors point out that while it took nearly a decade and whole lot of scientists to sequence 2 billion pairs human genome in 2003. Today, similar sequencing can be done by individual computer in a day! That's minimum 3,000X improvement in 10 years! Similarly in US 7 billion shares are traded every day and nearly 5 billion of them are traded by the algorithms, not human beings! 

According to the authors, Google generates 1 Petabyte (PB) data per hour; 10 million images are uploaded every hour in Facebook, 1 hour video is uploaded every second on Youtube and 600 million tweets are being sent every day in 2013 with annual growth of 200%. That gives an idea of rapid strides of Big Data in everyday life! The tools available to leverage this Big Data are mainly Mapreduce by Google, the open tool Hadoop and NoSQL. The authors conclude that data is growing at 4X speed and processing power is increasing by 9X compared to other economic activities. 

They offer an interesting example of images when available in huge quantity ie. more than 24 fps, then they change into videos. A live visual example of big quantity turning into qualitative difference. In my view, going forward  this corresponds to the 'augmented reality' apps we have already started experiencing. The data deluge is leading to  augmented reality in real time. Presently, the decisions are taken and executed in split seconds literally in the case of algorithm based share trades! And as Internet of Things (IoT) grows, we see similar split second executions in the other fields too.

In the first chapter, the authors offer a brief overview of the characteristics of Big Data. In the chapters on each characteristic of Big Data, the authors offer live exciting case studies to provide better understanding of the concepts.  

In the chapter about more data, they offer history of data collection which started with Egyptians and Chinese in large scale. Largely, the purpose of such data collection for the states was to identify sources of income for the states. US Started its census operation 1880 which went on for 8 years and the data was obsolete by the time it was available! The authors trace emergence of IBM to adoption of Herman Hollerith's punch cards and tabulating machines for the census of 1890, which could be completed in a year. 

While collecting and processing humongous data was extremely difficult, 'sample' data was sufficient for useful interpretations. 300 years back the foundation for statistical methods were laid to glean useful information from sample data. The randomness of the data trumped the quantity, as 95% of the time the results showed hardly 3% error margin. The randomness of data ensured better interpretation of sample data. The exactitude of data is the necessity for the interpretation as even the smallest error would affect the results largely. The fascination for exactitude continued even while the availability and process-ability of data kept on increasing.

But sample data interpretation can't be used to drill down data deeper. The sample data gets collected for specific objective/s in optimal manner. In short, the sampling was the solution for the world suffering from data scarcity. 

To differentiate between sampling and using almost all data (n=all), the authors offer convincing examples. Whereas, 23andMe offers the analysis of a few markers for a few hundreds of dollars, Steve Jobs got his entire genome sequenced at a six figure price. Steve Jobs and his medical team had the advantage of addressing the specific sequences to cure him. Whereas data sampling excludes the outliers for efficiency, the Big Data offers exciting insights based on the outliers!

The authors exemplify these advantages through Steven Levitt's study of Sumo wrestling matches in Japan. Steven's team collected all the data about Sumo matches and could conclusively show that the cheating was happening in the matches leading to the final matches.  Though the data in this case was not humongous, but they could collect all data, which was a few gigabytes. When FareCast used more airfare data  they could attain better accuracy in spite of messiness of data.

Today, the data streams through sensors, clicks and likes on web, web-cameras and CCTVs beam images and videos. There is ever accelerating trend of data being captured and communicated and shared. We are at the cusp of 'Internet of Things', which heralds communication between 'devices' to facilitate necessary decisions and actions.  

The authors offer a very apt example of Lytro camera. This revolutionary camera captures the entire light field consisting of 11 million rays! So the photographer can choose to focus, refocus, change perspective, ... the possibilities are immense. The same applies for the humongous data collected by today's sensors. Both these developments can be attributed to exponential growth in the complexity of chips and corresponding cost reduction in manufacturing them. 

We have entered the data deluge (Big Data) era, hence we can drill down data through multiple levels to get multiple insights at every level. Additionally, we have the advantages of serendipitous discoveries. We need not hypothesize in advance. We can get insights through outliers too, which gives distinct edge over the Small Data practitioners.

Talking about messiness of data, the authors offer a glimpse on history of data collection and the necessity of exactitude. This was due to paucity of data, storage and processing power too! The exactitude was and is required in many fields. The journey of exactitude started in 13th century and reached the height in the 19th century France, where the international standards of physical measurement were proudly possessed! The emergence of quantum mechanics in 1920s  moved the focus on uncertainty!

The messiness creeps into data through many ways, it could be myriad ways of referring to the same thing. The authors quote citing a Big Data expert from IBM, D J Patil. IBM may be referred differently as International Business Machines, Tom Watson's Laboratories,... Precision from the sensors in a refinery or a vineyard may vary. The format and type may vary in relational database. A sentiment analysis of tweets may be utterly messy by conventional standards. But the authors assure that messiness is better if humongous data can be acquired, stored and processed. And the data deluge era has already reached there! Not only the data, it gets generated, conveyed, shared, stored and processed (thanks to Hadoop!) almost on real time basis! The authors offer many examples. If computers almost end up winning that is because all the combinations of the endgame of six pieces or less can be accommodated in 1 Terabyte!

The authors offer the case study of development of grammar checker by two scientists from Microsoft, Michele Banko and Eric Brill. When they fed 10 million sentences to two different algorithms they could get 75% and 86% accuracy. When they increased the sentences to 1 billion sentences, they could get the accuracy of above 95% and 94%, respectively! The authors offer exciting stories from the world of machine translation. In 1954, IBM researchers announced possible machine translation within 3 - 5 years, fresh from the victories due to translation 205 pairs of well chosen sentences but had to concede defeat. In 1990s, IBM scientists used 3 million English French pairs of sentences from Canadian parliament discussions but the plug was pulled by late '90s! Google Translate project started with 1 trillion words making 95 billion English sentences. By mid 2012, the project covered 60 languages and was ready to accept voice inputs in 12 languages. The result of the project could offer translation between Hindi and Catalan too!

The authors emphasize the challenges in achieving neatness or exactitude in huge data. In Flickr 6 billion images are uploaded by 75 million users. It is impossible to categorize such huge data neatly, hence the 'tags'. Many times these tags with incorrect spelling will be ok.  In real life, not many things are neatly categorized. Approximation is fine. While Facebook shows exact number while the numbers of 'like's are within 100s the moment they cross 1,000 approximation sets in as 2K, 5K,... The same goes with emails in Gmail, 12min., 1hr., 2 days....

Whereas structured query based solution give precise answers, Big Data solutions like Hadoop offer quick answers, which are approximate by processing messy data.   The authors offer an example of 73 billion transactions of Visa which took 1 month to provide precise answers while big data solution offered approximate solution in 13 minutes! Almost 2,000X improvement in speed. When the decisions and executions can be done on real time basis, the organizations get the power beat the market comfortably. 

They also offer another example of Zestfinance founded by an ex-CIO of Google, Douglas Merrill. The organization analyzes huge number of 'weaker variables' to decide lending and the default rate is better by 33% compared to industry standard practices. The authors also share that only 5% of digital data is structured. Hence Big Data analysis with sample size nearing all gives us the answers with sufficient 'plasticity' which is closer to reality! In the instance as this, the authors deep understanding shines.

The chapter on correlation takes off with Greg Linden in 1997 who wrote code for a startup to recommend products. The startup was Amazon. Greg Linden discovered that the recommendations based on similar items bought by others was optimal recommendation. The 'item to item collaborative filtering' technique was duly patented by him! Greg Linden could develop codes for recommendation by using 'what' rather than 'why'. The correlation rather than causality provides optimum solution while leveraging big data. The authors share that Amazon found content generated by the code was more beneficial in recommending then the reviews by the in-house reviewers. Netflix's 75% of new orders are based on such recommendations.

The authors trace correlations back to Francis Galton, Charles Darwin's cousin, in 1888 who found correlation between a person's height and length of forearm. Such correlations could not be verified because of paucity of data. The authors offer case study of Walmart, which had almost became the largest consignment shop in the world with $450Bn., which is far more than individual GDPs of more than 80% of the countries around the world. In 2004, Teradata (earlier National Cash Register) could 'datamine' Walmart's servers to correlate the hurricane warnings with the sale of 'flashlights' (which was expected) and pop-tarts (which was unexpected). Nevertheless, Walmart gained from the insight by selling  pop-tarts along with flashlights while hurricanes were predicted!

The authors offer numerous correlations found using big data. Fair Isaac Corporation (now FICO) could correlate Medication Adherence Score with duration of stay at the same address, duration of the same job, marital status and possession of car! The authors talk about WSJ's reporting that Experian could offer Income Insight by knowing the credit history. The Income Insight would cost less than 1/10th at $1! Aviva achieved 25X cost benefit by correlating health status with credit reports, customer's marketing data and hobbies. The authors also refer to Target's way of identifying the pregnant women from Charles Duhigg's book Power of Habit. UPS can undertake preventive maintenance of more than 60,000 vehicles' fleet by continuously collecting data about various parts of the vehicles. The same method is applied in continuously monitoring bridges, chemical plants, buildings amongst others. 

In healthcare field ECGs generate 1000 data points every second but hardly a few datapoints are used by the medical practitioners  Dr. Carolyn McGregor of Ontario Institute of Technology along with IBM conducted a study by collecting 1,260 data-points, including BP, O2 level, heart rate, etc., of premature babies (preemies). The study could reveal the problems suffered by preemies 24 hours before the outward symptoms showed up. The system could beat even the experienced doctors. Such systems are helpful in healthcare of preemies, patients and older people. Nowadays, lifeblogging, the trend of recording almost all vital signals through myriad sensors has taken off well with most of the techno aficionados, the data can be leveraged to help them and the wider population too!

Our quest for simple linear relations and causality is  understandable, as we lived in 'small data' or 'data scarcity' era. But the reality is complex, even though a few factors show causality and linearity there is a limitation to that linearity. The authors do a wonderful job of highlighting this through good case studies. The relation between happiness and income was established in a linear passion but up to some income level, after that income ceases to be impacting happiness, linearly. Measles immunization showed similar tendency. The authors also bring the aspect of network effect and analysis, which can be taken care of through the data available from social networks like Facebook and Linkedin. Daniel Kahneman's Fast and Slow thinking systems are used to illustrate the fallacy about finding the causes too fast which may turn out to be wrong. They take up the case of Joseph Meister, the first to be inoculated for rabies by Louis Pasteur on 6th July, 1885. It turns out that only 1 in 7 dog bites lead to rabies. The authors also note the finding of a study on Kaggle which indicated that orange cars experienced less accidents, our natural tendency is to find causes for the same! In a way, the authors do a commendable job in effectively demonstrating the limitations of 'small data' era practices. The authors conclude that in Big Data era, the causality won't be discarded but definitely will be knocked down from the pedestal it occupies, now.

To demonstrate the benefits of correlation in solving real life complex problems through the case study of exploding manholes in New York City. The manhole lids weigh up to 300 pounds and when they explode they rise up to many floors! 94,000 miles (which is 3.5X the Earth's circumference!') of underground cables are laid by Con Edison. In Manhattan alone, there are 51,000 manholes and service boxes. Since those cables are being laid since 1930s; the data available is messy and humongous. The Service Boxes are noted in 38 different ways as SB, SX, S?B,... Con Edison approached Columbia University to help them on this. The team used all the available data and mined it to arrive with 106 predictors. 44% of the severe incidents were covered in the top 10% manholes predicted by the team. The team could identify 2 main predictors, the age of cables and prior accidents. One may surmise these factors to be obvious. The authors quote Duncan Watts, a network theorist, " Everything is obvious once you know the answer!'. If we consider that there were 106 parameters to be considered to isolate only two major factors; then one would appreciate the complexity. 

The authors address the interesting debate, which has opened up after the emergence of big data. Does Big Data herald the end of theory? Chris Anderson, the Editor-in-Chief of Wired wrote a cover story in 2008, 'Petabyte Age' claiming that 'Petabyte of data allows us to say that correlation is enough.' The authors rightly argue that though the data abundance doesn't force us to hypothesize, Big Data itself is based on theory. Big Data affects the methods and outcomes. They also quote Danah Boyd and Kate Crowford saying that Google used 'search terms' as proxy for flu, which shows that a rational basis grounded on a theory is still needed. The need of theory continues but definitely Big Data has effected a fundamental shift in how we address our opportunities and challenges emerging around us!

The rest of the book covers 'datafication', values to be gained, implications, means of control and what's next. The review on these topics will be covered in the next part.

Thursday, October 31, 2013

Magical Journey - Life of Pi and More

Ang Lee's  spectacular adaptation of Yann Martel's Life of Pi takes us through the magical journey of Pi. Yann Martel's story is woven with fine threads of rationality and spirituality crisscrossing each other resulting in a beautiful  fabric bordering on reality and beyond. 

Whereas, Pi grew as a believer in all the faiths he came in contact with, be Hinduism, Christianity & Islam; his rational father & brother try to bring rationalism in him. His mother settles the matter between science & religion by saying that where science explains everything around us; faith explains everything within us. The reflection of those thoughts are seen through out Pi's life. Later in the movie, Adult Pi explains to his writer friend that the house of life can accommodate various religions at the same time and also can leave enough space to doubt them as it is multistoried building! Young Pi also wonders why one can't practice multiple religions at the same time. 

Yann Martel seems to enjoy spinning stories around the names. (I won't be surprised, if Yann Martel runs series of novels covering all the Greek letters!) He makes a gripping story about how Pi was originally named Piscine, but was predictably, derided by his classmates as Pee. But, Pi takes the challenge head on and makes everybody recognize him as Pi in a single day using his imagination & perseverance. (He keeps on writing Pi value on series of blackboards to the umpteenth decimal until the whole school comes to see the spectacle!)

On the way to Canada with his parents and the zoo animals, Pi survives the shipwreck alone. Pi ends up in a life boat along with Richard Parker, the tiger (Yann Martel weaves a beautiful story behind the name! Looks like, Yann Martel enjoys being inventive on names and spin yarn around them!) and a hyena, an orangutan & a zebra. The zebra, the orangutan and the hyena die in the life boat to leave Pi & Richard Parker to struggle & later find peace with each other on their journey to survival. Though Yann, doesn't name the other animals, he doesn't resist the temptation of personifying them in the later part of the story. He seems to enjoy giving attributes of life to the non-living island as a carnivorous island! In a way, one can't fail to enjoy this endearing attribution game.

At one level, the story & Ang Lee's visual spectacle satiates us. Pi tells another version, seemingly more  plausible, of his survival to the incredulous Japanese insurers who were trying to figure out the reasons leading to the ship's sinking. Anyway, the Japanese don't believe the incredible carnivorous islands full of meerkats and the mere survival of the boy for 227 (22/7=Pi) days along with the tiger which had escaped into the Mexican jungles. Yann Martel enjoys juxtaposing the facts and fiction in many magical ways.

At another level, the story is a depiction of our own lives. When we look at our lonely journey in life, we seem to be drifting in the vast ocean of life around us with some of our past catching up with us. There is no destination or help in sight. Even the directions to safe harbour are not visible. We are trapped between the universe in the sky and the sea or the earth below us. We have to fend for ourselves with the danger lurking near (the tiger) and around us. 

The only things that remain with each of us are the following;
  • the courage to continue the journey, 
  • the optimism to succeed and the positive emotions to enjoy even in the adversities,
  • the curiosity to explore life further to find meaning & share with others, 
  • the trust in ourselves to tame and win the world around,
  • the ingenuity to overcome the worst & achieve the best,
  • the bonding with others to share & spread the joy
Life of Pi succeeds in helping us to introspect our lives and encourages to continue the gloriously magical journey called life!

(I had posted it under another blog of mine, earlier.)

Tuesday, October 22, 2013

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins & Morten T Hansen Part V

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part I 

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part II

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part III

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part IV  

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part V


The authors identify two outstanding traits of Level 5 Leaders through their study. One of the traits is SMaC (Specific, Methodic and Consistent) 'Recipe' these leaders come out with; the other one is High Return on Luck (RoL). 

Based on the successful operations, the leaders of 10X organizations come up with not just a cookie cutter approach but also a 'recipe' which is SMaC! They give a very good example of SWA's Howard Putnam. He arrived with the following guidelines for SWA:
  • Remain short haul carrier
  • Keep Boeing 737 as primary aircraft
  • Maximum '10 minute' turns!
  • Passengers are #1 products
  • Low fare; High frequency
  • No food service
  • No interlining
  • Texas #1 priority
  • Fun!
  • Keep it simple
This finding is in lines with Michael Porter's oft repeated quote 'the essence of strategy is choosing what not to do'.  I could sense the similar sentiments in Toyota Way literature. The authors also touch upon the other 10Xers strategies to emphasize on 'choosing what not to do'. Microsoft's 'No perfect software while entering the market', Stryker's 'Never be the first or the last with innovation', Intel's 'No RnD cuts in recession' are quoted. Elsewhere I have read about Intel's obsession to keep the fabs across the world almost identical. This seems to be the 10Xers' obsession to apply the learning deeply to leverage for the organization's success. This approach offers the predictability and extreme controllability of what can be controlled.  In my view, it also helps in developing the 'stoic equanimity' in the leaders of the 10Xers. The leaders have the stoic equanimity to accept what is not controllable but exert extreme control, when they can, by being incredibly (or should I say paranoiac) SMaC!

The authors highlight the fanatic discipline of 10Xer leaders through the case study of Progressive Insurance. Out of Progressive's SMaC recipe of 9 elements, 7 were unchanged for 30+ years, 1 was unchanged for 25+ years and the other was unchanged for 20+ years! That talks about the consistency in 10Xers! In the study period, 10Xers SMaC recipe changed between 10% and 20% but comparison companies' SMaC recipe changed between 55% and 70%!

Talking about consistency, they offer a great insight, 'The sign of mediocrity is not in unwillingness to change but in chronic inconsistency!'. Talking about consistency they bring oft quoted case of UCLA basket ball coach, John Wooden, whose teams won a record 88 consecutive games! His coaching sessions would start with 'tie the shoe' routine even for the veterans! His drills were so consistent, the matches became 'memorized exhibition of brilliance'. I found John Wooden's Pyramid of Success to be a good takeaway. I found the quote 'Ability may get you to the top, but character keeps you there, mental, moral and physical.' In my view, this is another trait of 10Xers and the other great leaders.  

Regarding amending the SMaC recipe the authors provide an apt case study of Intel. In 1985, Intel changed only one element of their SMaC recipe which was maintained since 1969. The change from DRAM market to Microprocessors market, which was calibrated by firing many 'bullets' earlier. Here is the SMaC recipe of Intel:
  • Focus on DRAM (Changed to Microprocessors after 26 years!)
  • Adherence to Moore's Law 2X complexity every 18 to 24 months.
  • Moore's Law is being adhered through
    • Chip size increase
    • Innovations for high functional density
    • Smaller circuit units
  • The next generation chip developments (In my view, this in line with Geoffrey Moore's H1 H2 H3 Horizons.) which leverage Technology Adoption Life Cycle again proposed by Geoffrey Moore as follows; 
    • High price at launch
    • Gain volumes and reduce costs
    • Lower prices as competition starts to enter
    • Deploy profits for H1, H2 H3 products... and the cycle continues!
  •  McIntel Strategy of standardization, (I think, this is where identical fabs tactic fits!)
  • Constructive Confrontation: Confront aggressively on the basis of facts, decide; then commit strongly.
  • Measure everything and highlight the results: In my view, this is 'Disciplined Deliberate, Data Driven Decisioning' aspect of Intel. 
  • No cut in RnD, even in recessions.
Intel's move from DRAMs to Microprocessors, which has been dramatically captured in  Andy Grove's 'Only the Paranoid Survive' is offered. As an aside, the case of Microsoft move into internet era is offered. J Allard informed Microsoft management in January 1994 about addition of 2 systems every minute and of a network every 40 minutes to internet. Bill Gates 'zoomed out' to check the external ecosystem to come out with an 8 page internal memo 'The Internet Tidal Wave', which led to the development of Internet Explorer! That shows the execution of change too!

The chapter Return on Luck, starts with another mountaineering episode. In May 1999, Malcolm Daly and Jim Denim were climbing 3,000' Mt. Thunder in Alaska from an unconquered side. One of the mountaineers, just before reaching the summit, fell down unluckily in spite of almost all precautions the duo had taken. He was precariously dangling held by the rope. His partner climbed down to seek help. Luckily for them, a friend was flying a rescue flight nearby and came to help. The rescuer who fetched the mountaineer in danger was known to him, hence the rescuer could go extra mile to get the mountaineer safely into the flight. Within hours, the area was engulfed in  thunderstorm which lasted for many weeks; it would have rendered the rescue operation impossible. The timely rescue itself was culmination of years of disciplined rigorous practice and exercise by all, the mountaineers, the pilot and the rescuer. This episode has been leveraged very well by the authors to define luck and Return on Luck (RoL), basically the concept of what one does in the face of luck, bad or good. In this episode, the authors note, luck played its role because fortunately the rescue pilot and the rescuer were known to the climber and they were available to ensure the rescue right before the impending lengthy thunderstorm. But, people saved the climber. There is always a debate on luck or skill, but the results are due to luck and RoL, one of the variables in  RoL is skill.

To study what role luck played the authors studied how luck affected the common market, how exactly it helped in achieving 5X and above growth for the organization in question and what the leaders did about luck. They defined luck having the following characteristics;

  • Luck is independent of the people
  • Luck has significant consequences
  • Luck is unpredictable
They identified 49 and 56 'Good Luck' events happened under study period to 10Xer and comparison companies, respectively. And 65 and 60 'Bad Luck' events happened respectively. The authors found that, what the organization did with luck had greater impact on the organizations than the luck itself, whether good or bad. The authors conclude that the 'High' RoL had greater impact than the luck itself.

The authors take up Bill Gates' case study to emphasize High RoL. It is generally believed, thanks to Malcolm Gladwell's literature, Bill Gates was at the right time to catch on PC wave which made him so successful. He was from upper middle class; was avid reader of Popular Electronics, went to the right college with computer resources, knew BASIC, could work on PDP through time sharing arrangement. Hence he had more than 10,000 hours of practice on computers to influence the field in its formative period. But the authors point out that there were at least 1,000s of people with the same advantages. However, Bill Gates was the only person who would let go his education to pursue his passion. (Additionally, Bill Gates also had a fair share of failure. Bill Gates had come out with traffic management software to leverage the capabilities of Altaire hardware. The software venture was a failure. Bill Gates pursued in spite of the failure.) So in a way, the 'luck' was there for all the people at that time, but only Bill Gates could ensure high RoL. Regarding 'luck', they could see two extreme perceptions amongst people. One set of people feel that luck, in case of Bill Gates, was that he ended up with 50 consecutive heads in coin flips; the other set felt that luck never played a role! 

The authors offer the matrix shown here to offer further insights. 


When organizations are affected by bad luck, the RoL may be poor. In that case, they may hit Death Line and may not survive further. They take up the first week of SWA, the flight would have got damaged in the airport, that would have sounded death knell for SWA!

Here, they provide an insight into asymmetry between good and bad luck. If it's bad luck, not having great RoL ensures fatal consequences! If it's good luck whether RoL is poor or great the organization survives! 

  
The authors take up the case of AMD to illustrate how organizations may squander their luck to end up in a path of mediocrity. When Intel's Pentium had a glitch, IBM had started considering AMD's K5, but AMD delayed K5 delivery.  AMD luckily could buy NexGen which helped AMD to launch K6, IBM and others showed interest, but AMD faced manufacturing problems! 

Great RoL on bad luck is emphasized through Progressive Insurance's Peter Levis' handling of Proposition 103. That was a big hit for all the insurance firms, but Progressive insurance could tackle the crisis and became more effective to deliver dramatically great results. The 10Xers with fanatic discipline and empirical creativity are appropriately prepared to handle bad luck and start the 10X journey at such instances. (Recently, when Sachin Tendulkar, one of the greatest cricketers announced his retirement. In media, it was written that he was the  one who took the stones, ie. adverse conditions and feedback; and turned them into milestones, ie. great achievements!) 

The authors conclude that luck is not a strategy. If the leaders ensure positive RoL on any type of luck they are on their way to become 10Xers. They need to be sufficiently prepared through fanatic discipline and empirical creativity. It is all about having the wisdom to know when the luck is smiling or not. The 10Xers had the ability to zoom out to scan the ecosystem to identify luck and launched into the journey of 10Xers!

My focus has been on the traits of the leaders of the 10Xers and I look forward to a book based on the study by Jim Collins. Till then I was thinking that the purpose and the drive of the Level 5 Leaders can be identified through RoL and the way SMaC was developed by the leaders and implemented through out the organization. Definitely, the instances of Fanatic Discipline, Empirical Creativity and Productive Paranoia can give any indication of journey so far and the road map ahead!

As I noted in the beginning of the review of the book, Jim Collins has been successful in diving deeper in solving the mystery of success of 10Xers. Great by Choice offers fundamental aspects of the 10Xers. It needs thorough reading and application to build great organizations, by choice!

Wednesday, October 16, 2013

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins & Morten T Hansen Part IV

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part I 

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part II

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part III

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part IV  

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part V

The chapter on Productive Paranoia, titled 'Leading above the deathline' takes off with David Breashear, who was near the summit of Mt. Everest to capture it in an IMAX camera on the 8th May 1986. He had almost perfect weather to move up to the summit. But he was concerned about many other aspects, which could have been brushed off by others. He made way for Hall and Fischer, experienced guides, to climb up. Within 24 hours a tragedy struck  wherein the guides along with 6 others died in one of the worst mountaineering mishaps. Breashear was extremely cautious, and was unusually well prepared for the expedition with extra oxygen canisters, amongst others, in spite of extra burden he and his team had to carry. With this anecdote, the authors prepare the readers for the almost paranoiac cautions the 10Xers take while dealing with dangerous risks! Contrary to general perception, 10Xers avoid dangerous risks in spite of being 'over prepared' for any danger.

The authors identify three elements of  'Productive Paranoia' of the 10Xers, they are;
  1. Build reserves and buffers (Oxygen canisters)
  2. Bound risks, especially the uncontrollable, the asymmetric and the deathline ones!
  3. Constantly and consistently zoom in and out
The authors found the 10Xers building reserves and buffers (akin to oxygen canisters, above). The 10Xers had nearly 3X to 10X Cash:Asset v/s comparison companies. To illustrate, they take up the example of SWA on 9/11. SWA had $1Bn. in reserves on that day in 2001. The 'black swan' event couldn't have been predicted. SWA has the discipline of being profitable  for 30 years consistently. SWA was up and running from the day the airlines were allowed to fly! The same could not be said about the other airlines. The 10Xers stand apart from the other players being cautiously disciplined to be ready to take on any eventuality. 'The Toyota Way to Lean Leadership' also captures similar aspect of Toyota. While Toyota was struggling with 2008 meltdown, they had one of the worst product recalls. In addition, they were hit by the tragedy of tsunami and subsequent nuclear disaster in Japan. Toyota vowed not only to strengthen its own organization but also its suppliers' network!  That's the spirit of building 'super resiliency' or 'antifragility' (as Nicholas Taleb terms!) of the 10Xers. In this book Toyota was not studied.

The authors have collected impressive statistics on bounding risks. In my view, this forms the crux of the study. They come out with categorization of high, middle and low risks based on the three types of risks, ie., the uncontrollable, the asymmetric and the deathline ones. The high risks are the ones which have at least two types of the risks. The medium risks are the ones which have any one of the risks. The low risks are the ones which don't have any of these risks. The High:Medium:Low risk ratio for the 10Xers was 22:22:56 v/s 43:35:22 for the comparison companies. The comparison companies seemed to take more dangerous risks. I think the comparison companies were generally pushed into taking those risks by not being prepared and/or disciplined and/or due to haughtiness of the leaders. In any case, there seems to be lack of 'deliberate fact driven decision making' in the comparison companies. I call this as 'Disciplined, Deliberate, Data Driven Decisioning'. (5D) (For the sake of nice alliteration, I have termed 'decision making' into 'decisioning'; I hope linguists don't mind!) The biggest takeaway from the book is '5D is the hallmark of the 10Xers'! The authors provide the following behaviour matrix of the successful execution of the decisions with the example of Stryker!

  • The 10Xers recognized the threats early enough; the comparison companies were arrogant. Stryker foresaw the threat of the cost rises disrupting the healthcare industry.
  • The 10Xers were slow when they could afford to but were fast when they had to; the comparison companies were either too slow or too fast! Rather than indulging in any dramatic moves as the others did, Stryker built cash reserves to tackle the disruption in their industry!
  • The 10Xers employed Disciplined, Deliberate, Data Driven Decisioning (5D) while the others were largely reactive. Stryker proactively consolidated by taking over Howmedica.
  • Superb execution by the 10Xers. Stryker's 'non-stop' integration with Howmedica

I think this is to do with the mental make up of the leaders of the companies in terms of employing 5D, their own bandwidth and also their aspirations. This is where I argue for the need for going deeper into the aspects of Level 5 Leadership! In my view, as Andy Grove termed 'Only the Paranoid Survive', the pragmatic paranoia of the leaders get reflected in their companies' performance. And such pragmatic paranoia leads to great achievements by the leaders in every field. I personally believe that behind the greatness of Mahatma Gandhi, Einstein, Churchill lies many years of disciplined, deliberate data driven decisioning in pursuit of the purpose larger than themselves. 

The process of zooming in and out, termed by the authors seems to be scanning the ecosystem for for strategizing and almost simultaneously engaging in execution through initial tentative tactics (bullets) and later concrete  action (calibrated cannonballs). They offer the example of how Intel tackled the threat of Motorola's 68000 series CPUs. Don Buckhout, an Intel employee, fired an 8 page telex to the management about the looming threat of Motorola's 68000 series for Intel's 8086 series. Intel immediately formed a 6 people team under Regie McKenna, an industry consultant and the team worked incessantly for 3 days to formulate Operation CRUSH! Through superb execution of Operation CRUSH, Intel had more than 2,000 design wins over Motorola in the next 12 months!  The authors offer similar example of Amgen while launching EPO. Since I am more familiar with IT, I could co-relate more with Intel story, though Amgen story is equally impressive.

The authors offer advice on asymmetric nature of time for actions. It highlighting the failure of the comparison companies' actions, which were either too fast or too slow. In my view, the continuous practice of 5D leads to far better judgment of asymmetric nature of time and helps the 10Xers to leverage it to their advantage. I am again reminded of the following quote of Sun Tzu;



In my view, the Level 5 Leaders instinctively engage in disciplined, deliberate, data driven decisioning though many times it is painful in face of obvious decisions. 

Friday, October 4, 2013

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins & Morten T Hansen Part III


The chapter, First Bullets, then Cannon Balls, starts with the innovations brought in by PSA (Pacific Southwest Airlines).  PSA innovated by ensuring reliable, simple, safe, fast, fun filled air travel at cheaper rates. South West Airlines (SWA) sought permission to study PSA and simply copied PSA’s almost entire business model.  While SWA continues to thrive in the market, PSA as an independent airline doesn’t exist. The authors discover a big surprise that innovation doesn’t necessarily lead to success! Whereas they found that SWA, Amgen, Stryker, Intel, Microsoft were no better innovators than their comparison companies.  They also reveal the secret of success in the statement of John Brown of Stryker that it is ‘best to be one fad behind’ and in my view, have the best mover advantage than the first mover advantage. The authors also refer to the findings of  Tellis & Golder? in their Will and Vision, that only 9% of the pioneer innovators were successful whereas 64% pioneers failed outright! They reveal te following facts from the book: Star was the pioneer in disposable shaving sets; not Gillette, Dubroni was the pioneer in instant cameras; not Polaroid, Visicorp was  the pioneer in spreadsheet; not Microsoft. They also get a quote from Bill Gates that the belief of innovation as the centerpiece is the stupidest remark. The beauty of the book is in building the theory on the bedrock of facts observed in the study and then presented as contrast to the commonly held beliefs for better impact.  
In the next part of the chapter they deliver the secret of creativity supported by discipline. In the authors' words, ‘blend of creative intensity with relentless discipline to amplify the creativity than destroy’ As an apt example, they offer Andy Grove’s McIntel vision, which is an optimum combination of discipline and creativity. AMS (an earlier avatar of AMD) was the first to come out with 1Kb memory chip, but ultimately Intel succeeded. Because Intel Delivered! The thrust is on execution rather than just the idea itself. According to the authors, innovation without discipline leads to disaster. They also quote from Leslie Berlins ‘The Man Behind the Microchip’,  ‘… orderly steps in controlled manner’ led to Intel’s success.

On the basis of the above facts, the authors propose empirical creativity as, first bullets, then cannon balls. They first offer a very graphical account of visuals associated to a ship navigating in troubled waters. Such a ship first tries bullets to gauge the enemy; once the ship's crew has the enemy vessel in it's cross hairs, it blasts the cannonballs! They also offer Amgen’s early days, which came out with multiple small innovations before launching their big innovation, erythropoietin (EPO).  I am not so familiar with healthcare sector. But I believe, if the same study would have been conducted now, I think Google would have definitely qualified as one of the very few ‘Great by Choice’ companies. Then Google Labs would have been qualified as an apt example of bullets and cannonballs. In my view, this approach was mastered by 3M decades back to ensure flawless execution of innovations of 3M employees. The bullets are characterized by being low in cost, distraction and risk. In my view, many lean initiatives, especially in high tech startups, adhere to Minimum Viable Products (MVPs), which are bullets here and ‘pivoting’ which is the process of calibration here. And then there are big launches of calibrated cannonballs! They contrast such disciplined approach of 10Xers with Kirschner’s uncalibrated cannonball gamble of takeover of Chick Medical which was at 70% of its market capital at that time!

They bring the cautionary tales of ‘the dangerous lures of uncalibrated cannon balls'. Calibration is akin to MVPs and pivoting being followed by startups. They rattle the statistics of 10Xers with comparison companies: 10Xers fired calibrated cannonballs 69% of the times against 23% by the others. 10Xers succeeded 88% of the times with calibrated cannonballs against 23% by the others. The authors claim that this is 4X better success rate for both types of companies. In the light of these facts, my belief is that the decision making is thoroughly data driven and execution is highly disciplined in 10Xers. In my view, this is the biggest take away here.

The authors offer PSA’s gambits of Fly-Drive-Sleep in 1968, where in it had a JV with motels to offer complete solution to fliers and expand the market. In 1970s it bought 5 L1011 super wide body jumbos; a JV planned with Brainiff and acquisition of McDonnell Douglas fleet as uncallibrated cannonballs. Combined with these gambits and many other moves by PSA, led to its insolvency in 1975. The authors suggest that the dangers of achieving good outcome from bad processes are far too high. Implementing good processes in spite of a few bad outcomes is very much necessary to build great organizations. In my view, lean management practices in sync with Toyota Way of continuous implementation and improvement of processes is the solution to build 10X organizations.

It is not that 10Xers never launch uncalibrated cannonballs. The authors offer SWA’s acquisition of Muse Air and Intel’s deviation from RAM Bus technology in 1990s as uncalibrated cannonballs by 10Xers. The 10Xers treat such follies as expensive tuition and learn and adapt. According to the authors, the 10Xers always seek empirical validation. Amundsen leveraged empirical validation of dogs and sleds by Eskimos; and SWA learnt from PSA’s practices. They conclude that 'what works in practice' ie. Empirical validation is much better than being the first mover or/and the most innovative. So the stress moves towards flawless execution from mere innovation.

The authors distinctly differentiate between, Empirical Validation and the Genius of Prediction. Peter Drucker's 'Only way to predict future is to make it happen!' gets re-emphasized. They offer an apt example of Microsoft. I particularly liked the quote, Bill Gates was (and is) 'smart enough know that he wasn't smart enough!' from 'Hard Drive' and 'The waiting game that MicroSoft can't lose' article appeared in Business Week's 12/9/1985 edition. The authors offer a specific example of OS/2. It was predicted by Bill Gates, that it would be a game changer, and that was the general mood prevalent at that time. I used to follow these trends at that time. Windows development was more like a bullet fired to check the hypothesis of compatibility issue with existing DOS base. (One may as well argue that Bill Gates was shrewd enough to develop blockbuster OS for himself. But MicroSoft was a minion before giant IBM, and for any product's success, huge investment was needed.) In 1989, Windows sold 1 million copies in 4 months v/s OS/2's 300K in 3 years! Windows reached 1 million per month in 1992 and ultimately, when Windows95 was launched it sold 1 million copies within 4 days! That is a big justification for Minimum Viable Products (MVP) and pivoting in tech startups. In my view, MVP and pivoting are equivalent to bullets, calibrated cannonballs respectively.

At the end of the chapter, the authors offer a brief case study of Apple's 'rebirth'. As it is widely known and commented repeatedly by Steve Jobs' near ones. The biggest change in Jobs when he returned to Apple was his discipline. My own understanding after reading  Steve Jobs by Walter Isaacson is captured in the review. After the failure of NeXT, Jobs emerged as fanatically disciplined and also emphasized on identifying the best talent to delegate execution aspects. In my view, Pixar journey and subsequent success was the greatest learning point for Steve Jobs. 

Steve Jobs' initial focus was on Power series Macs. As it is mentioned in other literature, the inspiration for iPod was Napster. In my view, Steve Jobs came up with much bigger vision to create an ecosystem. The ecosystem already had the right subsystems available, ie., small hard drive from Toshiba, mini batteries from Sony, FireWire interface from Texas Instruments and MP3 hardware from PortalPlayer. iPod launch was just a bullet. The genius of Steve Jobs was in connecting the dots and shooting the bullet. The authors note that upto 2002, iPod contribution to net sales was hardly 3%. The cannonballs of iPod variants and iTunes were launched after calibration. In my view, iPod variants launch was more in tune with Geoffrey Moore's specific advice of +1 strategy while at the Main Street phase of the technology adoption cycle. It is interesting to note how far the +1 strategy went, the variants are 30/60/80GB, Mini, Click, Photo, Shuffle, Nano,... I will rather call both Andy Grove and Steve Jobs as pragmatic paranoids! Whereas, in 2002 Apple outperformed the stock markets by more than120%, it became the most valuable company in 2010 and recently in September 2013 Apple was recognized as the most valuable brand by Interbrand. 

Each of these lessons hold great potential for the 10X organization leaders! I am eager to share the other lessons in the next parts!



Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part III



Saturday, September 28, 2013

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins & Morten T Hansen Part II


Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part I 

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part II

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part III

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part IV  

Journey Unto Greatness Demystified!: A Review of 'Great by Choice' by Jim Collins and Morten T Hansen Part V

20 Mile March, the chapter on fanatic discipline, takes off with seemingly contradictory quote, 'Freely chosen, discipline is absolute freedom.' by Ron Serino. In my view, when we emphasize on passion, we are expecting the person to impose discipline on self to achieve his goal to turn discipline into freedom. I personally have noted this kind of enjoying the freedom by national leaders when they experienced freedom in their struggle for freedom. 

The authors mention about John Brown's 'the Law' of 20% growth in Stryker. And they hit 20% growth 90% times in the period of study. This is contrasted to USSC's inconsistent growth. John Brown operationalized the 20% consistent growth in his organization through 'Snorkel Award'. 20% growth was treated as 'watermark' and any performance below 20% was awarded a snorkel and the award was to be displayed by the employee.

The 20 Mile March may be chosen based on industry characteristics and the organization's own assessment and road map thus planned.  I found Gordon Moore of Intel's statement of 'double the chip performance every 18 months' a great guideline. Intel, not only stuck to the discipline of executing it; Microsoft and other software firms had clear roadmap to deliver appropriately power guzzling applications to ensure the disciplined march in IT industry! It was rather ecosystem defining growth roadmap. It's a different matter that both the organizations missed, in terms of execution, on internet and mobile  related exponential growths. In my view, Google has been getting it right through their own disciplined approach to the growth. The so called 'best mover advantage' accrues to the organizations based on the discipline they adopt to deliver consistent performance in aptly chosen metrics adapting to the external environment.

According to the authors, '20 Miles March' imposes two self imposed discomforts to the organizations. They are: Unwavering commitment in difficult conditions and Holding back in good times. They also bring forward the example of 30 years' consecutive profits in SouthWest Airlines (SWA). That's really amazing march in such a chaotic market! They also highlight that SWA took nearly a quarter century before reaching eastern seaboard! Unwavering commitment in difficult times strengthens the organizations to achieve the growth and also gives the confidence to beat the target. So the capability and confidences of the organizations are built in hard times. Whereas, holding back in good times helps them to work on other issues and enough resources are released for long term roadmapping and building execution capabilities accordingly. Additionally, the organization doesn't get over-strained! 

In my view, an organization is a tightly held system with multiple teams coordinating amongst and between themselves to deliver great performance to achieve long term goals. Whereas hard times test the cohesiveness amongst and between the teams; the  organization stretches itself to deliver the results and gains confidence and capability in the process. The linkages amongst teams get strengthened in the process. Conversely, the restraint in good times, rejuvenates the team and also helps them to leverage their stretched capabilities to build the right execution roadmap and deliver results consistently in line with the roadmap. The fanatic discipline of consistent performance helps the organizations to build capability, confidence to overcome the chaotic environment. Since the less disciplined ones are generally less passionate about the market they are operating; they may find the fanatic discipline of great organizations out of place!

The authors give a very telling case study of USSC which fought JnJ's sutures market to gain nearly 40% market share in a very short span. It was considered much more than the gain of 10% market share in that period which had been considered as great performance. According to authors, USSC also overstretched itself in laparoscopic devices market and failed. When the healthcare market was hit by Clinton's reforms, JnJ hit back at USSC's core market thus debilitating USSC almost forever! In a way, the fanatic discipline makes the organizations super resilient to ride over black swan events rather easily. This is where I get more convinced of Toyota's way. 

The following are the elements of a good 20 Mile March;


  • A Challenging Performance marker to ensure optimum stretch both in good and hard times.
  • Self imposed upper and lower limits (in my view (+/-20%)
  • Apt for the ecosystem to be a 10Xer - this needs the deep understanding of the ecosystem
  • Controllable, as the external environment is beyond control 
  • Goldilock timeframe leveraging the understanding of the organization and ecosystem
  • Designed and self imposed by the organization
  • High consistency

Talking about what makes good 20 Mile March the authors provide the case study of Progressive Insurance. Peter Lewis set two basic underlying principles for the growth of Progressive: 1) Exemplary Customer Service and 2) Achieve Profitable Combined ratio. The organization had to achieve these parameters without any excuses while correcting the failures. Whereas Safeco, the comparison company went through yo-yo path. Safeco lost hugely ($52Mn.) in 1989; then in 1997 took over another company to catapult to #12 position from #22! In the 16 years' span studies for the companies, Progressive met its targets in 14 of 16 years ie. 87.5% hit ratio v/s Safeco met it's target only 4 years ie. 25%! The other comparison pairs also had similar fates. The goals of the comparison organizations offers interesting study. Stryker had 20% growth target every year while the comparison company USSC overextended with much higher growth target. Southwest Airlines achieved profit for 30 consecutive years. PSA abandoned the discipline in '70s and sunk in '90s, whereas South West Airlines had faithfully  copied PSA's business model and executed well! Intel embraced Moore's Law and ruled the PC ecosystem along with Microsoft. AMD had unsteady ups and downs. Microsoft mastered the art of launching an imperfect product and then keep on improving the product based on user feedback. Apple had inconsistent growth at that time. Amgen stuck to incremental product innovations and Genentech bet big.

Recently, I went through an amazing story of Ramona Piersons. Ramona Piersons went through horrible accident, wherein she almost lost her life. Through the lens of the above understanding, one can clearly note the fanatic discipline she applied to regain, physically and intellectually and then in all spheres of her life! She went through series of problems too, but she always emerged triumphant. Her indomitable story can be an inspiration for many.  In my view, her fanatic discipline, applied to both intellectual and physical aspects, helped her to swim through the troubles and emerge as a highly successful entrepreneur and family person.

The authors provide three reasons for the success due to fanatic discipline applied to 20 Mile March.


  1. Confidence built from performance in adversity: This explains the defined success in the adverse period. The business leaders coach their teams to deliver performance, which brings immense confidence to their teams. The teams start taking responsibility for the success rather than the uncontrollable business conditions. In my view, it brings the knowledge of what can be controlled and what can't be. Additionally, the team members exercise their wisdom in executing what can be changed so as to deliver the performance metrics. the authors offer case study of John Brown of Stryker. The whole point is about having resources and the sense of responsibility to take on the humongous challenges posed by the forces beyond us.
  2. Avoidance of catastrophe: As the consistent pace of growth is set by 20 Mile March, the organizations are at liberty to adapt to the crises, which inevitably emerge due to black swan events or otherwise. In a way, the consistent pace builds super resiliency in the organization. The authors highlight AMDs troubles against Intel to drive home the fact. The authors conclude that the ferocious instability, due to black swan events, favors the 20 Mile Marchers over the others!
  3. Continuous feedback system: The fanatic discipline forces the organization to stick to continuous feedback system to adapt to the faster changing realities around us. Personally, this has been the major learning from Toyota Way literature.
Many other researches focused on individual performance and success lead towards similar conclusions. Notably, Angela Duckworth's study on Grit and Self-control, Carol Dweck's study on mindset and the book, Talent Code. One can clearly identify the trend of these studies leading to a unified theory of achievement of greatness both for the organizations and individuals. Fanatic discipline is the first part of the framework. The review of the remaining parts of the framework, viz., Productive Paranoia, Empirical Creativity and Level 5 Leadership, will be taken up in the next parts.