Hello, everyone. My name is Mike Mason, and I'm here today with three authors of a forthcoming book. So I'm here with Jim Highsmith. Hi, Jim. Hey. I'm here with David Robinson. Hello. And I'm here with Linda Lou. Hi, Mike. Can you give me the elevator pitch for the book?

Well, the elevator pitch is that, first of all, is an agile operating model.

So when we started out, in fact, the first version of the book that we were working on said

value-driven portfolio management.

And the more we worked on it, the more we realized that it was much broader than portfolio

management, and we started cobbling at an operating model.

And so it really goes, it's really an operating model for an institution.

I think everybody knows today that technology has really changed the business world.

Several years ago, an IBM study said that the CEOs, their number one concern was

technology. McKenzie did a study a couple of years ago, basically said about 85% of CEOs

know that they want to be more digital, but only 15 to 18% have actually gotten there.

So there's a big gap there, and that's the gap that EdgeTry is going to

try to feel. So there's a desire to be more digital? Right. Okay. So it's a technology book,

but it's an operating model. Is it a technology book or a management book? It is a management book,

but it concentrates on the technology part of it and that you've got to have

really technology at what we say at the core of your organization in order to be a real

digital company.

Okay, so technology at the cool, what do we mean when we say that?

So that's about eliminating the separation of the silos between the technology organization

and the rest of the business or the technology organization and the rest of the

business or the value stream that actually delivers whatever product or services to your customer.

And the recognition that in order to compete in this digital economy, you're going to have to

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