and the President of Copenhagen Business School, but also the Chair of the Danish Council on Climate Change. There is no new world order. There is a disorder right now. So what we see and what we have been talking about is the circle of wicked risks. And I think so right now we see a lot of confusion, a disorder, and the disorder is basically because we've got, of course, we've got the climate crisis, biodiversity crisis, that would be one set of crisis. We have a technology crisis and innovation gap in Europe compared with the rest of the world. We've got the geopolitical crisis and security crisis. That's the third. And of course, the fourth one is misinformation and disinformation. So you don't know exactly if you can trust the pictures that you're looking at right now, for example, right? That could be artificial intelligence. So those four crises, not only do we have four crises and therefore disorder, but they are also intertwined. You need responsible leadership to maneuver in this new world and to find business solutions in this new world. And you could say, of course, well, do we need to add responsible to leadership? And I'll just say, if you look around the world, yes, you see irresponsible leadership. So responsible leadership. So responsible leadership, the ability to find solutions in a world that is characterized by that disorder, that is what to us at Copenhagen Business School would define a new leadership model. So it's a triple helix kind of thing where we combine the academia, the public sector, the private sector, and also across different sectors, different disciplines, across different borders, also geoconics, and the geographical borders. We need to collaborate, have partnerships in order to understand this. So I think very much this responsible leadership is not one person's leadership, a personal individualized leadership. It is something that you automatically need to do in groups of people and maybe varying groups of people, really. I like our MBA, but really, if you think about it, those three words, are they suitable for today's leadership? Because it's not one person. It's not a master. It's not a master. Maybe it should be plural. Or at least it should be more than one person. It's not only business. You need to understand so many other things than just business, right? You need to understand the public sector. You need to understand geopolitics. You need to understand technologies. You need to understand special information. So to handle disinformation and misinformation. And it's not just in administration. You need to innovate. So maybe what we need is to rethink that MBA model, which is more suitable for, I would say, a more stable world. And I don't think it's theoretical at all. I think it's very practical that you need to really operate a little bit like an ecosystem. So an ever-changing ecosystem where you find out who are the different people that you need to engage with and combine. So building bridges between different people. And I think so. That's also why I think you need to, as a leader, you need to reach out, not only to your own group, but really test with stakeholders, but also stakeholders far away. I think there's a rich possibility of including that in your leadership model right now. All of those things, I think, are part of a new leadership model, which is in its nature, collective or collegial or partnership model or whatever you want to call it. I think in today's disorderly world, the leadership model that we need to entertain needs to be one in which you accept that you can't be responsible. There's no heroic leadership anymore. You need to understand that it's a collegial effort. It's something you do in ecosystems.