The golden thread of value is the important thing and aligning strategy to execution. So for example, we might have a multi year ambition to be the number one brand in our industry. We're articulating the outcome. We want to double our market share. The boundary is when you go from the quarterly OK are down to the monthly epic initiative experiment. Now we're in output land. And that's for the example of how the K are alignment works inside your company. Right? I see some companies that I see that instead of changing what they're doing rather than just pivoting means like adding more initiatives or new products into their product roadmap. That doesn't always work but it does help

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