Looking at IBM, it's working really well at the moment and we're just about to embark on another kind of agreement or contract with them as well that will take us up until the time at which the workplace would have changed again. It's right that we've got in place that kind of short-term contract as well. I think it keeps us and IBM on our toes in terms of making sure that we've got the best possible partner for where we are in our journey, but also understanding where we want to get to. I think IBM has taken a lot of time to really understand Lloyd's in a way that other providers possibly wouldn't have. We really, really value that. In terms of where it can improve, as of late summer 2016, we had two large surveys running at the moment. We've got a culture survey, which we introduced in 2014, which enables us to be able to assess and measure company culture to the extent to which an individual is connected to the purpose, vision and values of the group. It's a big survey. It's almost like what you compare with an annual company-wide survey. Later in the autumn, we were about to launch our engagement survey back in the UK. That's also another big event as well. I think the challenge for us as well is that we know that the external market is changing. If we think about what's happening from a consumer or customer experience, we see that they are getting feedback at the moment. There's constant feedback, constant dialogue, and there's more transparency around the data. The organizations are then having to respond back whether it be through social, through mobile or some other form of giving back, giving feedback or giving a response back as well. I think we've got these two main vehicles in our organization. I think they work really well. Where we need IBM's help is to understand. We don't need to identify. We understand the value of social, mobile and now cognitive. It's been really important for me to hear over the last few days what the era of cognitive will now look like; what are the opportunities that are now opening up for us. I think the challenge for me is that we've got to use social more. We've got to use mobile more, but I need it to be connected. I think this is a challenge for IBM. These tools and products and solutions are great, but I think from a partner's perspective, we've got to make sure that we have that connected view because what we don't want to do is introduce, get more into the ecosystem. What I want to be able to do is look at what I've got so far, understand how I can move from data to insight, and I think I'm kind of getting there, but it's now from insight to answering the 'so what' questions that I get asked all the time. For me, it's about deriving even more value from what I've got already and then to be able to connect social, mobile and somewhere in there, build cognitive into it into creating a kind of connected environment which enables me to do data, analysis and insights in a more transformational way. I argue that we're doing that already, but I think we've got loads more to do. Where I'm looking is, for example, retailers; how they work and the extent to which retailers know about their customers and their customer behaviors. It comes back to the science behind it as well. I'd argue that they are light years ahead. I get a real sense of frustration when you see the kind of customer insight teams and what they can do and then you look at the colleague insights teams, which I'm leading on as well, and seeing there's a gap and we need to close that gap. What I don't need are more solutions. What I need is more of a connected view and have an ecosystem that enables me to be able to measure the colleague experience at the key moments of truth, but to join those dots up to then answer the 'so what' stuff.
