Regarding making decisions that are challenging, and being disruptive, it is something the banks have to embark on. It's not something that's nice to do. We really have to do those things to be ready and in the forefront of where the landscape or shifting, not from just a banking standpoint, but like I said the ancillary industries also. So what Danske Bank has done over the last few years is embarked on what we call moonshots. So we try different things out, that is specific investment and sponsorship from the board. A team is specifically set for that moonshot. So it's not typically the same guys who work in the legacy teams. We pick and choose people who are on those moonshots, we give them an environment where they can try things differently, and like I said failure is okay. So it is not that we will say: Oh my God. We use failure to learn from it, build on it, and then move forward. So we have done different moonshots, have all panned out, no. But we are seeing a lot of value coming out of it. MobilePay is a great example. We just launched Sunday Fundamentals in Denmark. I think May 29th we rolled out 13 branches. It is going really well. So that is with the consumer loans. The ability to apply for home through the mobile. That's going really well. There is also the investment app that was done as a moonshot. There's a financial dashboard. So we have different kinds of things we're trying. The other thing were doing interesting from a cultural standpoint is every moonshot is not being run the same way. So some of them are like simple core development. Some of them are co-creation. Some of them are where we actually use agile methodologies. So we use different methodologies, different way of setting people up, and then we learn from each of those. So even if it doesn't succeed fully, there is a great learning opportunity for us. So do moonshots have immunity. Yes. So we actually set aside funding. It is part of an Executive Board decision where we set aside funding to actually try things out. So just as an example, for 2018, we have already started conversation for candidates for what should be moonshots. And then what we do is I can come up with some ideas or any of the colleagues can come up with ideas. We put them all together, we present that to the Executive Board, we talk about why the moonshot is important, what are we trying to prove from there? What are the risks? And what is the level of funding? Then there is a commitment made by the Board. Then we set aside that money for those specific moonshots. We track it though. Its not that its free money. We track the money, we track this progress, we understand the risks, we understand the issues, we also understand where we think we are not going where we need to be so we can stop it and try something else. So it is a discipline. It's not just a free thing just to try it out. It's actually a discipline, sponsored by the Executive Board. And given that it is sponsored by the Executive Board, we get protection in terms of the Big Brother or the large infrastructure or the large team not kind of pounding on it and saying you are dead. So that doesn't happen. The moonshots survive fully, because they are fully supported. Within personal banking what we are doing is very interesting. It's a concept that my peer from the business and I thought through. I don't know if you are familiar of the Shark Tank concept in the U.S. So we're doing something very similar here. So we introduce a theme, we invite ideas and the ideas can be provided by not just personal banking employees but we have also added other locations outside of Denmark, across the other business units to it. So we come up with a whole snoof ideas. They are screened, and then the top three ideas are presented to the shark tank. We call it Dragon Den. Just to change it. We call it Dragon's Den here. So they're presented to us and then we choose that winning idea. Then what we do is, we purposefully run that in a different way. So that is to show that outside of moonshots, we can create innovation with how the team is set up as is today. So not changing everything around. And then the way we get team members is also very interesting. We solicit team members. So we'll say this is the chosen idea. Who wants to work on it? And it could be business guys, it could be tech guys. We bring them together and then we run them as prints. There is no layers in the organization. The team does whatever they need to do. If they have any questions, they go to my business peer directly. So I am not in their way. None of the leadership is in the way. So we have actually done two of them very well and the third one is underway. The way we choose these themes is interesting too. To your earlier question about ecosystem partnerships. We choose this theme as an integration capability. So we have an ongoing road map, and the output of this theme would be part of the backlog in that road map. So then it gets added on as a capability when it's released. So that's what we have done. We've got very good feedback and we want to continue doing something similar. So that's in the business sphere. In the technology sphere, we are doing something similar too. So testing out new concepts, we throw out a theme and it could be Blockchain, it could be something with AI, whatever that is. And the team then tries out concepts, they bring it to us and we say, okay, this we're going to progress with. This is thank you, you've done a great job. So we go through the same thing. Many times when you try something new, the question really is how do we realize value for innovations that we try that is not the ordinary? So many times when we try to create value through these disruptive means if I call it, digital innovation, moonshots, whatever we do, we don't know how the reaction is going to be. So many times it is really creating that stickiness with the customers, seeing what they like and what patterns they follow using analytics for that. And once we know behaviors, patterns for how stickiness is created, then we put together a value proposition saying, hey this is how we're going to generate value for it. MobilePay as an example is still free. But behind the scenes now as we're getting partner banks to work with us, we need to come up with some kind of a revenue generation model and that's really what we're working on. So we're looking at what kind of transactions they use? What is done with those transactions? What kind of people use those transactions? What other types of transactions? And then we build the model.
