One of the things the penguins, the elves and I like – and this is a favorite of the penguins by the way – is when we started using agile it made all of our problems visible. Man that was depressing. But it made all our problems visible. We'd spent all this money and all this time creating all these fantastically big carpets and then putting stuff underneath it and this agile monster comes in and tears all these carpets away and now we've got to see all the problems. Man that was crazy. But one thing it did teach us. One is how important transparency is. We need to be able to see what's out there. You cannot act upon what you cannot see. You cannot resolve the problems you cannot see. You can't leverage the opportunities you cannot see. But it also made us have to think about how do we prioritize the problems, right. We talk in agile so much about prioritizing the book of work and what feature do we want from the client and how do we get closer to the client and understand what they need, what does the customer want to do and what is the job to be done. We talk about all of these things, but without execution there is no solution. There is just imagination, just ideas and by bringing all of these problems with our flows with it, with our handoffs, into visibility which is what agile does and us knowing exactly as we know with our clients, we can't fix all of their problems at the same time, we can't fix all of our problems at the same time, so it forces us to prioritize our improvement initiatives. Fundamentally we cannot fix what we cannot see. Just because we can see it doesn't mean we have to act. Just make sure that choice not to act is a conscious one, so make sure it's visible make your choices prioritize them on value and make the world better for everybody in your organization