Thank for joining us this lovely Wednesday morning. It's a pleasure to have you here with us for another OnPoint session as part of our longer series, Unlocking the Full Potential of Your Transformation. For those of you who have been with us before, welcome back. And for those of you joining for the first time, my name is Helena. And over the past few years, I've had the pleasure of working closely together with Kespa and Alexandra, diving into the world of transformation management. And I am very happy to be back with you again this morning. It's fantastic to see that we have more than 250 signups. And we really hope that you're all sitting comfortably in your chair with a morning cup of coffee, or maybe you're commuting on your way to the job. Nevertheless, we really hope that you are ready to dive into the topic of transformation management with us. As with the rest of these sessions, our ambition is to give you as much value and as many insights as possible in this very short timeframe. So therefore, it will mostly be us talking, but we encourage you to post questions and comments in the chat because we will end today's session with a Q&A. So with that said, joining me today, Kespa, who has been a part of actually every session in this series series since we started. So if it's not your first time here, you may already know him quite well by now. But Kespa is one of implement's leading experts within transformation management. And he knows exactly how to transform strategic vision into action and value. However, it will not only be the two of us today. We are also very pleased to have David with us. David, he has deep expertise in helping organizations build the capabilities needed not only to drive change, but also to sustain the change that our transformations are set out to deliver. He will give a more proper introduction to himself later in the session. But I know that you have something special to look forward to. So as you may know, the purpose of gathering all of you here today is, of course, to continue our journey on large scale transformations. And to do that, we have three things on the agenda for today. We are so fortunate to have many new faces joining each session, and we want to create a shared understanding of our overall transformation approach before we dive into the specific elements. From there, we will spend the majority of today continuing our deep dive into the engage to change discipline of our framework. Last time we explored the topic of change communication as part of the engage to change discipline. And today we will stay here, but we will turn into another very important aspect, which is the topic of capability building. Finally, we will wrap up today with a Q&A session. So once again, please feel free to share your questions in the chat throughout the session. As I have mentioned a couple of times today already. Today is a part of a longer series called Unlocking the Full Potential of Your Transformation. So if you missed the first five events, you can still catch up together with the slides that we are presenting during today. We will, of course, also share recordings of all the previous events for you to to catch up. Good. And with that said, I think we are ready to to get into it. And it's no secret that designing, steering and executing these large scale transformations is extremely difficult due to the high level of complexity. However, here in implement, we have almost 30 years of experience working with transformation across all industries and different parts of the world. And that has taught us that we in fact can increase our chances of success. If we put it down to a very condensed format, it comes down to two, three main things. The first thing we need to focus on is increasing impact. And we do this by reducing our time to benefit realization by being very clear on our vision and by lowering our risks. The second thing we need to focus on is speeding up progress. And we do this through efficient execution, increased agility and improved coordination and collaboration across the program. Lastly, we need to focus on strengthening engagement. Here we focus on faster adoption through change communication, change management leading to higher stakeholder satisfaction, stronger ownership and higher motivation with transformation. So of course, these three elements impact progress and engagement is what forms the core of our best practice framework for how to succeed with large scale transformations. And we call it the implement TPM. And this is designed to help you ensure that your transformation is designed to create high impact, that the program is set up to continuously drive progress, and that the receiving organization is engaged to change. Far too often when we go out at our clients, we see that the target remains undefined. There is maybe an overestimation of the execution capabilities and the changing organization is forgotten. Far too often. And to truly succeed, our experience shows us that these three elements must work together in an ecosystem. Of course, while being steered by strong leadership and facilitated by an effective TMO or transformation management office. Far too often. Okay. If we go into the framework a bit more, each of these three disciplines have three underlying objectives, which function as high level roadmap of concrete practices. If we start with the build for high impact dimension, this is all about steering the transformation. We often convey that programs not just go wrong, they start wrong. And therefore, it's important that we invest energy and effort and time in creating a clear and compelling program vision that everyone from the program can subscribe to from the beginning. Then we, of course, also need to have clearly defined scope with desired benefits and a plan for how to get there. Afterwards, we need to design and establish the organization and staff it with the required capabilities to enable us to deliver on what the transformation is set out to deliver. So this is the first element. This is building, steering the transformation. It's the foundation for our transformation. If we go into the second, it's about driving progress. This is the engine. This is the heartbeat of our transformation. And to ensure that our transformation drives progress, we need to have a strong governance setup across all levels in the transformation. This is what enables fast decision making and an effective information flow up and down. Then, of course, as I mentioned before, we need to establish an effective TMO or transformation management office. This is what facilitates rhythm, the meeting cadence, the control environment, and the collaboration practices across the program. And, of course, we also need to have streamlined project management approach across all projects because this is what enables one source of truth reporting, data aggregation, and then enables the fast decision making and effective information flow as I referred to before. So drive progress is the engine of our transformation. This is the heartbeat. If we go into the final discipline of our framework. This is about transforming the organization. And here we need to involve all stakeholders with engaging change management and change communication early in the transformation and continue to do so throughout the transformation. We also need to equip the leaders to drive and to own the change and to be able to engage the infected employees. And then, of course, finally, the topic for today, we need to assess what are our current capabilities. We need to define the future capabilities required and build the capabilities to bridge that gap. Because this is what enables our benefits to be realized and sustained. And this is exactly what David will dive into later today. So fulfilling all of these objectives will ensure that your transformation is set up for success. So this is, of course, important to mention that it's not a one-time exercise. Like the environment around it, our transformation will also evolve. So we should therefore adopt our approaches over time and revisit it regularly. If we go even further and unfold the framework, it contains concrete methods that can be applied to fulfill the given objectives. So that's the introduction to our framework. But before we dive into the engage and change discipline, we will just take a quick look at how we typically support clients across the transformation lifecycle. And we do so throughout the entire lifecycle. We help with the program initiation and ramp up. We help establish and drive PMO's. We help manage and support program execution. Then we have our X-Ray, which we have a separate event on. Then we do course correction and improvement offices. And of course, we help build transformation capabilities. With that said, I think it's time to turn our attention to the engage and change discipline. And if you're ready, Caspar, I will give the stage to you. I am. Thank you so much. Thank you, Helena. Good morning, everyone. Also for me, it's a pleasure to be here once more. And actually, last time I told you that you could let me know in the chat that if you have gotten too tired of me, you could tell me. And fortunately for me, you didn't do that. So I guess you have one more chance. Otherwise, it's your own fault that I'm here again today. But today, we are zooming in on the part of transformation management that ultimately decides whether benefits even show up in reality. So whether the organization can actually operate in the new way that we want. And Engage to Change is about connecting the program to the receiving organization in the end. It's about creating ownership, building the readiness and making adoption real and not just something that is planned. And last time, we had our change expert, Trolls, talking about how a strong core story and the supporting engagement plan actually create this direction and shared language for the change that we are embarking on. And this time, we are building on that, but we are shifting our mindset or the spotlight a bit to capability building. And how to equip people and leaders and organizations with the skills, the routines and the support needed to actually sustain this new stage that we want. But before we go into the deep dive with David, let's start with the pattern where we see that capability building goes wrong if it's underprioritized in the beginning. Because we do see a consistent pattern amongst the program that actually struggles. They tend to leave change in the dark in the push to determine the impact that they want and draw this full picture and to show progress to the management or the leaders. And the critical point about this choice is that the consequences of this compound over time in the program. You can still deliver the outputs that we want, but the adoption becomes fragile and the benefit stays out of reach. And in our change communication x-ray, which Troels also introduced last time, that actually points to the same conclusion. Because transformation with dedicated change management efforts from the beginning are almost five times more likely to succeed when we measure them on benefits. And by dedicated, we don't mean just a few communication before we go live. It means that we build the people side of the program into the program from the start, like Helena says with the three equally important dimensions. And it's about including the capability building needed for the receiving organization to actually perform differently in their day to day operations. And even when programs do invest in change, we often see that it's often too little and too late. Because as Helena also said, transformation don't just go wrong, they start wrong, like famous Ben Flubia has coined in his work on mega projects. And our experience shows the same. When we go out and help organizations actually fight some of the fires or put them out in the programs that are well underway. The meaning of this can actually be traced back to the start as small sparks in the beginning of the lifecycle of the program. Because we set up the governance, we create the plans, the scope, and we build the solution, but we do not build the organization's ability to actually adopt in the same pace. And if capability building is just treated as something that we add on later, then we start with a structural blind spot. We may be able to deliver on paper, but we do not create a workforce that can actually realize and sustain the benefits over time. So our message here today is actually quite simple. If you want the benefits, capability building has to be a priority from the start and not just a rescue effort towards the end. And last time we showed you how the engage to change starts with a strong core story that have a compelling narrative around why we are actually changing and supported by an engagement plan, which together creates this shared language and shows a united path towards the desired future that we want. But the story has to be translated into day-to-day performance. And this is where capability building comes in. And in our mind, capability building matters on two levels. First of all, it helps to strengthen the organization's transformation competences. This is the mindset shift that Helena introduced in the beginning, so that leaders and teams and employees knows how to actually navigate these complexities of change and not just deliver the plans. And second, it of course also builds the functional and operational skills needed to realize the benefits. So this is the new rules, the new routines, the new roles and the ways of working that actually makes the future state run. And that is what we'll dive into here today. How to design capability building so that it follows the program waves, it supports adoption and it makes benefits sticks in practice. But before I invite David to the stage who knows much more about benefits, about capability building than I do, we would like to actually get a small glimpse of how strong capability building is in your organization. So if you're sitting in a place where you're able to, please find your phone and join our mentee either by going to their web page and enter the code or scanning the QR with your phone. And for your current or maybe previous programs or transformation, please try to indicate to what extent you agree with the four statements that you will see in there. And please, even though we are changing up the screens a bit here, don't go anywhere because we'll be back in just a minute with the results and pick it up. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you for all of the responses and you still have the time to answer if you didn't get to it. But we'll now turn to the main event of today. David, our experts in capability building. The stage is yours. Thank you, Kasper. And thank you, Helena. And thank you out there for joining us today, this fine morning. My name is David. It's David. And I have worked with a capability development programs and training academies for the past 15 years. And one thing that I've come to learn working with these areas that is truly a continuous learning journey. Let me start out with B.B. King, probably the most well-known blues guitarist ever played or ever set foot on this earth. The interesting thing about B.B. King is that he didn't really have an ambition of mastering the guitar. His drive was all about creating memorable experiences that last. Emotions. What music could make you do. And then it just happened to play guitar. He said a very, very true thing. The beautiful thing about learning is that nobody can take it away from you. The dilemma is that while that may be true, what is also true is that if nobody takes responsibility and sets direction for your learning, well, then we might just end up in old habits. We have seen this corporate movie too many times. A huge transformation is launched. New processes are ready and looks good. And there is a solid plan ahead of us. And then we fast forward for three months. And nothing happens. Nothing happens because we are back to old habits. Not because we don't care, but because we don't feel equipped and motivated to do what's necessary. So in our humble opinion, capability building is all about or is simply giving people a fair chance to succeed. After delivering capability programs for more than 200,000 professionals, we have come to learn that successful capability building consists of four main elements that together form this model. First, define. Define the target group and desired behaviors. What is it specifically that we want the organization to do differently? Second, design the training and the capability development offerings to enable people to do what you want them to do. Third, deliver the experience, the training offerings, the careful thought through touch points. And finally, sustain the learning within the organization and support wherever is needed. Let me just take you through these four elements in a bit more detail. The first step is define. So defining the target groups and the desired behaviors. And the main questions you should ask is or are, which capabilities are needed and how will these capabilities support the business outcomes defined in the overall transformation program? What specifically needs to change in how people work and make decisions? And who are we talking about? This calls for a conversation about what good looks like in your organization. What role modeling behavior are we striving towards? We often hear statements like, well, we assume that the project managers needed training, so we train them. But we came also to realize that the real issue was actually that the leadership team and the designated steerco's made super, super, super late decisions because they didn't have any trust in the project managers. So in effect, the leaders actually became the bottleneck. Well, how about we start there instead and talk about what behavior is needed in order to install trust in our organization? Moving further to the next step, design. According to Gallup's worldwide study on projects from 2018, only 14% of employees are truly engaged in their work. This is a pretty devastating number and a reality that makes it super difficult to imagine that any transformation will come easy. And to challenge this number, we could find useful inspiration in the behavioral design and the work by Daniel Kahneman, the thought leading psychologist and Nobel Prize winner in economy. And what he said was that to create real behavioral change, three elements needs to be in place. First, high motivation. What is in it for me? That is the question that pops up for all of us. So there needs to be a strong motivational gain to do things differently. Second, low friction. If it's complicated and if it's difficult to do things differently, well, forget it. You need to show people an easy way to do what you want them to do by simply keeping it simple. And then lastly, install triggers. The human mind is wired in a way that we can actually only forget, remember a few things. So we need to be reminded all the time on what we want to do, what we will set out to do. That is why we have a calendar. This is why we have a clock. This is why we have a good friend who reminds us about what we agreed upon. This necessity of these triggers can also be traced all the way back to Ebbinghaus, the forgetting curve from 1885, which illustrates how quickly we actually forget. Within the first few days or even hours, we have lost much of the learning we just obtained. So therefore, installing triggers is what we need to do throughout our transformation program. When designing capability programs, we are inspired by the important success criteria and high impact learning approach by Robert Brinkerhoff, the widely known evaluation and effectiveness expert. And according to him, 80% of training and capability sessions fail due to poor preparation or lack of follow-up. So in essence, the majority of the work actually lies in before and after the well curated training and touch points. And he built it into this 40-20-40 model, which is fairly simple. The third element, deliver. If you want people to stick, if we truly want people to stick and translate the capabilities into impact, we need to ask ourselves, what experience can we create to make people truly want to change behavior? Kind of like BB King playing music and creating that feeling, that desire, that hunger, kind of. Make sure that you make new behaviors easy to applicate into everyday life by using as many different high impact learning formats as possible, be it high energy workshops, simulations and cases, on the job coaching, virtual tools, self-paced e-learning programs, etc. This is an example of a learning journey that we developed together with a client, which is designed around three core modules, but countless interactions and triggers has been installed before and after the actual training sessions. Meaning manager check-ins, learning circles with peers, reminder emails, etc. And this is just to demonstrate the usage of the variation of formats to create learning and new behavior. The final element is sustain. And even though learning cannot be taken away from you, who is actually responsible for ensuring that the learning you receive is actually put into action? Is it you? Well, yes, but not really only you. There needs to be an organization that supports and asks for new behaviors. Learning is something that needs to be nurtured continuously. And I bet BB King practiced countless hours every day to become as good as he was. And we actually need to do the same by installing regularly support and follow-up manager check-ins, support from your peers, continuous feedback, etc., etc. And lots and lots of triggers. From our own learning and capability institute, which is designed upon these principles, define, design, deliver and sustain, 92% report that they have changed behavior after training and touch points. And well, you cannot win them all, but you can always try. So let me return back to BB King. He also said another beautiful thing. A day that I don't learn something new is a wasted day. So I sincerely hope that today is a day that you will learn something new and remember it. Thank you. Thank you so much, David. Thank you for sharing your insights. Yeah. Now I would like to invite you over to a more comfortable setting where we will continue to the final point of today. which will be the Q&A. If you're up for that. I'm up for that. Welcome back. What we want for this final part of today is for you to steer the conversation a bit more. And we will do this through the Q&A. So if you haven't done it yet now, please go to the chat, start posting your questions if you have any. But before we dive into the chat, we promise to get back to the mentee from earlier from today's session. So maybe we can start with you, David. When you see these results, the mentee results, is there something surprising? Do you have some? What are your initial reflections to this picture? Interesting numbers. I think there is room for improvement, to be honest, when you look on this. Some of these seem to be doing pretty well, and there's definitely room for improvement. If I were to pinpoint some of them, training is delivered through engaging high energy formats that people will actually show up for. It's too low, simply. And to be dead honest, if you don't have a great trainer, if you don't have a kick-ass trainer that will blow your mind and create an experience, then people will not forget, and they will not show up, and they will never learn from anything. So that's one of the things that I see from this. I think that, of course, also the second one here, talking about how easy it actually is to assess some of the training, is, of course, also something that we often see out there, that the training is something that's put on top of the work that you're already doing, meaning that it becomes just friction in your day-to-day. So I think that's also reflected here in results. What actually surprised me a little bit is that, number one, seems to be the highest one, because those are some of the conversations we really want to have with organizations, the behavioral conversation. So what kind of behaviors is it that you want people to demonstrate? Yeah. That seems to be doing fairly well according to these numbers. So, maybe. But still, we need to continue that conversation. So at least there is a foundation for the following conversation, right? Hopefully. With that starting point. Let's hope. Maybe it can also be some unknown unknown. They think they know what they want to and what they should deliver, but maybe it's not always exactly what is missing for the transformation. I think we actually have a question here in the chat that aligns a bit with what you said, David, here in the beginning. You said, or the question goes, how do you keep capability building alive after the first training wave? What follow-up triggers and routines makes it stick? What makes it engaging? What makes people want to show up? Hmm. That's a lot of questions in that question. A lot of questions, but what keeps it alive is, I think the question about, you know, who's responsible for putting a learning interaction is key in this. So somebody needs to ask for you to do something differently. Otherwise, why should you do it? And it's super easy to blame the managers and the leadership, but it really needs to start there. That somebody is asking for, when you come back from a capability development session, so what have you learned? How can I support you in applying that to your everyday life? And then these triggers, be reminded all the time that I learned this and it's great and I need to put it into action because there's a value into that. And I think that, of course, also the incentive structures that you can put up around it would, of course, also help that. So it's also important to understand like how you are actually sort of maybe not measured, but at least nudged towards this new behavior afterwards in the way that the operations is actually set up. Yeah. And then it needs to be easy. Just as Daniel Kahneman and the whole low friction if it's super, super difficult and easy as, you know, it's also that, you know, the templates are there, but it's also people are paving the way for you to do whatever you need to do. So, so make it easy. If it's too complicated, we just go back to the old habits. There is another question that I think is quite interesting. It's from Alexandra. And first of all, she says, thank you for great inspiration. And then she also asks, how do you ensure that capabilities are also embedded in organizational structures, processes and decision making? And it's not just individual development. Caspar, do you have any reflections on this? I think that it's, it's, it goes back to sort of the, the mentee here and, and especially the, the first question we had here by defining the target group and also understanding that different target groups and different places in the organization, of course, needs different, different capabilities. So, of course, it goes into the whole operation model of the organization that it's really clear that what we actually want out of the various elements in the, in the way that the organization is, is operating. So actually starting to segregate that out and distribute like what is, what is actually needed from the, from the various, various elements in the organization. So, so trying to understand the split between what we actually need to build of capabilities in the various departments and various sub departments of, of organizations. And of course, then aligning that with the, with the outputs of the, of the transformation. Yeah. Then have the conversation earlier about what, what does good look like? Yeah. What is the role modeling behavior that we are really, really striving towards? Yeah. Can we put that down to paper and, you know, be in agreement about that? Then we can hopefully, you know, this is our starting point and this is where we need to go in terms of role modeling behavior. So, let's, let's follow up on that throughout. Yeah. A lot of it links back to the whole like values of the organization and that is very clear and, and set up from the beginning because a lot of the, of course, the role model behaviors that you all have. So, you know, that you're also talking about links back to like a more general thing about the organization itself and not just the transformation because that is also often very specific about like it's this process or this system that we need to change. But here we are talking about something more general and of course we need to, to raise it up to, to, to a higher level for people actually know a bit how to, how to handle various situations. And I think that goes quite well in hand with, with this question. So, where should capability building sit in the program setup and who needs to own it? I think it, it, it sort of, of course, very consultant answer here. It depends. But, but of course it, it depends on the organization and depends on the transformation that you're setting up. But here the first thing that actually brings to mind is, is, is how well the overall capability building engine is in the organization. So, if you already have sort of an unit that within maybe sort of HR people organization that actually normally takes on this responsibility, then it might actually sit maybe not outside of the transformation, but at least it has a very strong link to something outside of the transformation. If that's not the case and the transformation is very substantial, then of course it needs to be within either the PMO or the TMO. And again, link back to my, my previous point about that it needs to be thought in and also your own point, that it needs to be, that it needs to be built in from the start. So it's not something that we add on later, but actually something that we start understanding from the beginning. So if this is the target state that we are going for, who needs to do something different? What do they need to do and how will we make them understand why that's the case and how do we train them to, to get that linking back to your point? So I think it really depends on, on how the overall structure is set up of the, of the organization. But the main point here is that it is owned and not just something that floats around because that is what we often see. That is just sort of floats around and everybody expect that it's everybody's responsibility. It is not, it should be linked very closely to, to somewhere in the, in the structure. And have someone, sorry. Yeah, and I agree, it depends, but it also needs to be owned by business. Because if this is, and with all due respect to HR, but if it's only owned there, then it's, you know, it's sometimes become an HR project. That's, that's not the point. It's HR probably driving it, but owning the best, what, what is the business behavior we want out of this? So you really need managers and leaders from that side of the business or that side of the organization to, to truly ask for this and to take responsibility that people are doing things differently now because we have some business outcomes that we are trying to strive towards. Thank you. Okay. We have a very specific question from Hill going back to the 92% about learning that we presented earlier. And, um, she's referring back to the forgetting curve that you also covered in your presentation. Mm-hm. And then she asks if, when this question was asked, you know, when, um, did they have a chance to apply their knowledge from the training? Mm-hm. Was it right after? When was this, uh, this question asked? Yes. Uh, so this, this number comes out of, uh, some, some, some curated training sessions we have in our, within our, within our learning institute. And three months after people are asked certain questions, uh, about how they are applying their learning into, uh, into the everyday life. And, and some of the questions are related to knowledge. So do you still remember X, Y, Z that you have learned throughout these courses? But some of the questions are also, so have you translated that knowledge into concrete behaviors on your workplace? Uh, so at least three months after, 92% of changing behavior due to these triggers of these, uh, these elements. So that's where the number stems, stems from. That's quite good, I would say. I think it is. I think it is. Yeah. I think, uh, we will, uh, grab one, um, last, uh, question from the chat here. And, um, again, this goes back to the energy and, uh, having a, uh, kick-ass trainer that you mentioned earlier. So what are the most effective high energy formats that you have seen where, uh, people actually show, show up and are motivated? Maybe that's, uh, specifically for you, David. Well, I've seen many. Many, and, uh, I've also seen many, uh, horrible formats. We all know death by PowerPoint. Uh, and actually when we go out and train, some of the things that we, that we, uh, met with is, oh my God, it's nice that we haven't seen a PowerPoint slide for, slide per slide for three days. I would say that there are many formats, but one of the tricks is the changing formats. Uh, so you actually change the format all the time. And there's also the 20 minute rule that, that is the attention span you have of people. So when you design any capability development training, uh, make it into slots of 20 minutes. And then you change, or then you make group exercises and then back to the classroom and walk and talk and whatever. Uh, so changing formats is, uh, and then a great trainer that can, uh, keep up the energy and, uh, create the experience. I think Hille, she has actually asked, she asked specifically to the trainer. She says, as I just mentioned, Hille is back. Uh, yeah, she's back. She mentioned a kick ass trainer to succeed. What is a kick ass trainer? You know, what does it take? Or, um, actually now I'll phrase it, uh, correctly. What is your take on, uh, on demand training or even AI generated training? So, having this, uh, trainer role, this kick ass role, connecting that to AI, the role of AI now. Do you have reflections on, uh, on that? We, um, we actually, uh, about a year ago, uh, did a, uh, yeah, a training academy where we, uh, actually used sort of a, uh, AA augmented training. And that was, uh, that was, of course, combined with a lot of, like, in-person training as well. So, I think that in some instances it makes sense. And the case here was that a lot of different people needed to be trained in a very short time and various different places in the world. And what this AI actually enabled us to do was that we could actually translate the training into 100 different, like, languages within an instant. And that would be something that we wouldn't be able to do with, like, 100 different trainers that needed to be in, like, we needed to find 100 different kick ass trainers. And that, of course, would be very hard to, uh, hard to do in a short time. What we did there was for the sort of the things that actually needed to be the same for everyone. We sort of translated that into, uh, into the, into the language. So, making it easier to understand and, and get that sort of out of the way in the beginning. And then we sort of made in-life sort of sessions for the more, like, reflective stuff and the more group work and the cases and all of that. So, so in some way it definitely makes sense because it's, of course, also a way that you can reduce cost very, very easily. And, and if you need to train, let's say, 20,000, then it might come in handy. Combining. Yeah, combining, of course. Yeah, because we definitely don't see it as something that, that, that fully, fully takes over. It's, it's a support. Like, I believe it's, it is with, with everything in, in AI. It cannot stand on its own, but it needs to be sort of combined. Okay. Thank you, Caspar. Thank you. Thank you, David. That was it for today. And of course, thank you so much for, for dialing in and spending the Wednesday morning together with us. With that, we will conclude our sixth session in, in our series, Unlocking the Full Potential of Your Transformation. We have one event coming up before summer, which will be the, uh, June the 3rd. And, uh, the topic for this will be Transformation Initiation. We often convey that programs not just go wrong, they actually start wrong. So, in this session, we will look into how we actually initiate transformation to set them up for success from the beginning. So, we really hope to see as many of you as possible at our next event. And then, thank you so much again, and, um, have a lovely day.