Well then, here we are for a last time. I hope you found the ideas in this course as fascinating as I have. I also hope that you take the time now to think about what you're taking away from this course as it concludes. So to help you, I'll take us through a quick summary and to set the stage, remember, strategic innovation is about novel ways to compete or to put it in the vernacular to change the rules of the game. That's what we've been talking about and hopefully providing you with an arsenal of knowledge to use in that effort. So where to start? Well, you should know now. Start with the customer, put customers at the center even if you start without any customers, in fact, because you may start without any customers. Work on the value proposition, and of course you should always do that in business. But it's doubly important where innovation is concerned because customers react to new things differently than they do to what is familiar. Remember prospect theory. Remember that losses loom larger than gains. So you win by being the one that addresses the pain points best. We elaborated on this idea with the customer journey map later on in the course. So then, what about products and services though? So that's second, right? Well, perhaps the big takeaway here is that strategic innovation, it's not always about a relatively linear advanced down of technology road-map as important as that might be. Here, we brought in the idea that you can also change the game by thinking about products and new ways, perhaps inspired by that product configuration map with its maintain, subtract, add, divide framework. Another big takeaway here is about marketing myopia and avoiding it, recognizing that innovation can't happen without technology and products. But be clear that the business is about satisfying customer needs. We also saw the idea of dynamism and fast pace in strategic innovation. We saw this in the second module about life cycles. That was all about what happens in the life course of an innovation and how to navigate the different stages. Remember that triangle that we need to consider the life cycle for the customer, and for products, and for firms? For customers then, the key thing to remember is this idea of crossing the chasm. What got you here won't get you there. You get ready by perfecting the product and finding a beachhead segment. On the product side, the product life cycle highlighted that it's all about experimentation at the start and then collaboration and building an ecosystem and settling on a dominant design but later on, avoid the pitfalls of feature creep and overshooting while looking for ways to change the basis of the competition in mature industries. For firms, the critical question was when do you enter? We saw that firm takeoff happens before sales takeoff does. The implication was if you wait until things are clear, you'll be late. Finally, we talked about business models. The first takeaway here is simply that the business model is about more than the revenue, more than the revenue and costs. We saw this with the business model canvas. That brings in the customer value proposition, it brings in capabilities and it challenges us to figure out how all of these will be integrated. We went through a process to think about re-imagining business models and in doing so bringing together everything we've talked about in the course. So there you have it. We often hear talk about changing the rules of the game. Our hope for this course is that you take away tools and frameworks that will help you make that a reality in your career in your industry. I also want to invite you to continue on. You may be thinking that these are powerful strategic ideas, but if I have the strategy right, how do I actually manage an innovation initiative at my firm? That is just as interesting and just as powerful. That is the subject of the companion course on a strategic innovation, managing innovation initiatives. I hope to see you there.