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Speaker A In terms of can you do requisite gradually? I don't know how else you would do it. You can't just say and Elliot used to talk about, well, you bring your managers together on Friday afternoon and say, here's what we're doing, and Monday you start working this way. And I never was quite sure how serious he was about that. But it takes time to get the roles right, to get the structure right. It takes time to train managers, and I believe actually it's something I'd love to be able to work with more. The most important part of requisite is the managerial leadership practices. Because if you hold managers accountable for the effectiveness of their subordinates, they will demand the right subordinate and the right role and the right structure. If you put the right structure in place, it doesn't do anything to the leadership practices. At the heart of it capability is its middle name. It's about holding people to account for working with full commitment. Yes. Gradually. Force.