It's very important to understand that to exploit the cloud computing, you do need to change your organization considerably. It has massive implications for the shape of your organizational form, but also the capabilities you have. One of the key areas of new skills and capabilities has to be the IT function, the people who look after the technology. And where before you used to build, operate and run technology, we think it's moving to a completely different model, which we would call broker, integrate and exploit. And it involves a lot more outsourcing, and it also involves a lot more renting services over the Internet, and it involves this move to digital. So we've done a lot of work on this, and on our book, Moving to the Cloud Corporation, in particular. We redeveloped a model of core capabilities for a high performing technology and back office functions. Which concerning that said that, basically, the IT function had four major missions, if you like. One was to elicit and deliver our business requirements, one was to look after the technology blueprint, the technology platform. A third was to manage external supply, and the fourth was to run the coordination of the delivery of those three tasks through leadership, and governance, and informed buying. So in this model, basically, the cloud implication, if you apply this model to cloud computing, is that the IT function has to be a business innovator. It has to be business savvy, it really has to understand what business requirements are so that you can apply the new cloud computing to that. It has to be an architect, making sure that the technology platform is wholly consistent and cloud fits with all sorts of technologies which you will be operating. And it has to be a sourcing specialist, if you like, managing the external supply, which is no mean feat with cloud computing. So we suggest that there are nine key capabilities you need to develop specifically for cloud there. Let me just quickly run through them. There's leadership, the manager role of making sure you're looking after cloud staffing, cloud business strategy. The redesign of the technology function, oversight of the cloud project. There's business systems thinking, which is fitting cloud adoption and timing with business requirements. Making sure that cloud projects are business facing, and relating to other business executives in the organization. There's the relationship builder, which is a business systems thinker at an operational level. So it's getting business leverage through cloud on a day to day basis and educating the business in cloud. Then, more technically, you have the architecture of planning and designing capability, looking after cloud strategy. Achieving technology business alignment, systems integration, cloud project planning, and insuring the vital area of security and data privacy integrity. The technical fixer was, at the operational level, looking after the fit of technology with the business and the existing technologies. Making sure you had technical skills available in house, as well as out of house, to look after non-routine problems that come up. Sort of it's a technical fixer role in cloud projects and ongoing cloud operations, really. Then managing external supply, you have the informed buyer who has cloud market knowledge, matches business demand with cloud supply, and looks after supplier management. You have the contract facilitator, makes sure that the daily cloud service is up and running and manages the relationship between the business units and the service providers. Basically a cloud product manager ensuring service delivery. You have the contract monitor that looks after the cloud service level agreements, manages regulatory implications, cloud security issues. Then you have the vendor developer that sees whether we can do more with our cloud computing suppliers and with the Internet. Looks after maturing the cloud relationships that you have with service providers and secures future innovation and value add from cloud deployment. So those are the major ones, and hopefully these work as a high performance team. It implies a much smaller grouping of people within the IT function, within the organization, but you can see a very vital one. Therefore, we call these core capabilities for cloud