our framework is designed to do one thing and one thing only that is connect the strategic ambition with the value creation and make sure that we have transparency, focus and momentum along the way. It goes into two main domains. The first one is about doing the right projects. And then when I talk about it as an ecosystem, it's because it has a counterpart, which is, you know, doing the projects right or executing the right projects. with momentum and transparency. The first one that we typically work with in doing the right projects is an old but very important discipline called portfolio management. What we look into here is getting a full transparent overview of all the projects we have in the portfolio. It's making sure that we have a rhythm and a cadence in how we monitor the portfolio, how we adjust, prioritize and make decisions. Because the other domain in doing the right projects is, of course, all the projects. also balancing the amount of resources or competences you have to put into your portfolio. On the other side, we're talking about doing the projects right. We work with project management, another old and classic domain where we typically work with making sure that the organization have a shared way or a common way of actually working with projects as a project model and a shared language. What we typically experience here is that there are many different ways of working and that can also be become an inhibiting factor when actually wanting to create that transparency in the portfolio. Another part of this domain is also working with capability building. What we also see is that even though we have all of these, you could say, structural components in place, there is also a need for moving the organization's capability level to fit with the future needs. So there is typically something around having everyone that works with development and projects work with the same roles and responsibilities definition. To link all of these together. We have a domain in the middle called governance and performance. The main point here is actually linking doing the right projects and doing the projects right based on data driven decisions and making sure that we have a fixed way of communicating this to the organization. And of course, underneath all of this, we have a component that has been, we have quite easily just written down here, but that's a huge component. We have a huge factor called leadership and change. And what we work with here is, of course, making sure that the whole leadership team is behind the strategic direction and that we can cascade those decisions down through the organization to get as effective execution as possible. One last very important factor to remember here is that our approach and recommendation is that you not only work with one or two or three of these disciplines, you need to see it as a whole ecosystem where you don't have a whole ecosystem. You don't have to go for a goal standard and all of the components, but you need to understand that without having a good way of executing your projects and reporting on them and measuring performance and benefits, your portfolio management will have a hard time delivering value. Without managing your resources, the projects will slow down and so on and so forth. So you need to work with all of these dimensions to actually take a step forward on moving your strategy execution capabilities.