Now I want to talk a little bit to the corporate innovators out there. Right I feel your pain; I can't; I can't do it is an accent at all. But I feel your pain because you probably think yourself, why don't I do that? Sometimes why am I doing this? The organization that I'm in says they want to be innovative.

We talk about an additional time the the the bring in all these gadgets and toys for us to play with. But when it comes down to actually innovating to bring out new innovative products and services or to changing the culture of your company, so they are so innovative there's more innovative they're always falling down there never executing his plans and plans and plans. I feel for you, I feel for you.

I know exactly what it's like. I've lived through a number of them, and it just happens all the time up and down up and down up and down. When you think about it, it's so N.

T. ethical to actual innovation because a lot of times, they cut innovation out when they need it the most when they need companies. When you're in the liver session, you need to figure out how to get yourself out of a recession in.

The innovation will help you do that, but that is the one time when you read it in. The problem is is that. You want to see change because change means.

It means shaking things up. I mean, who knows what new things can come out? I mean, the reason you probably got into this business is that you love new things. I mean me I got into corporate innovation because I wanted to be.

What was next? What's next. That's why I got into innovation because I thought one of the things I'd be doing. As an innovator is to help companies move in the move, become more innovative create more innovative products and services.

Be new, but it doesn't happen all the time, but it's hard. I know it. I know it's hard for all of you out there.

Even in some of the most enlightened organizations, you have a tough job. But you know what you love it I know you love it because you're seeing the potential of what happens when things finally break 3 when the iceberg finally breaks away from the glacier, you know that your efforts are not going to be in vain that this organization these individuals that you're working with are slowly going to become more innovative in there might create. This is too difficult.

I can't do this anymore; I'm at it's too hard. But you know that you can't do that. You know the drug of working on new products, new services, new things.

Being able to change C. Dickey organizations they're stuck in a groove. U.

P. people say that organizations can change on a dime, but they can't they've been able to because all the organizations are made up of people who only to be aligned with changing on a dime. We know it's a hard thing.

Kudos to you for being a corporate innovator. I love the role of a corporate invader because there's so much you can do as long as your company values innovation values, the culture of innovation values changing your culture to be more innovative values executing on the products and services that you create in your innovation lab in your innovation sessions. I know it's hard, but you know what your changing the world, and isn't that worth it.