What I found is that this change management was really valuable. It was valuable in a number of regards. The first part of change management, which was interesting, was developing the case for change. Not to presume—even though it would be very easy to presume—that the organization would understand why it was important to do this but really to sit down and drive a compelling case for change that explained why people should go out of their comfort zone and actually go along with us in what was going to be an important but very challenging journey. We did that. We sold that all the time. We had town hall after town hall to continue to remind people why we were going through this.
And then the broad concept of constantly touching in with people and communicating and, frankly, over-communicating and sometimes even communicating when you had very little, if anything, to communicate just so that people could see you and not begin to develop views that were inconsistent with where you were heading, was really valuable.