So competence really is about human skill set. Right? And to actually have human skill set, that should be matched to intrinsic motivations of people to learn more and grow and to be able to be good at things. And that topic covers also data literacy versus business acumen, That both should be balanced, if you want people to work together, should have both to actually be able together. But it's also about how to support the talent lifecycle, how to give people the opportunity to jump between departments to actually grow, or to basically what the promotion career path look like, and also how to use academy concepts, for example, to actually teach in a structured approach and give people like a group learning experience to grow together, and all of that is part of competence. Collaboration itself is really based in the intrinsic motivation of human connection, I would say, right? So it's really about we are human beings, we want to, we are social beings, right? We want to actually work together. But for some reason in data and in other corporate environments, business environments, we seem to be motivated to do the opposite. Right? Yeah. And if we can basically build it by changing our mindset around it, then I think it's all better. And there's one important I think the most critical part of the chapter is about the theme of co creation. Right? Because if we think about central service or self-service, there's always gonna be a trade off. But if we all had co creation as a mindset, then we wouldn't need to basically always fight about my goals versus your goals, because we have the same goals and we work towards it with different motivations. Yeah. Then we have communication, right? Where it's really about the communication of value of data. Why should we work together, what is actually the underlying reason, and there's basically a topic between organizational goals and value versus personal reward, because we are only rationally driven by the organizational goals, but emotionally driven by our own reward, so that should be managed. Then we have creativity, which is, I would say the human basis for organizational innovation, right? Because innovation starts with good ideas and ideas come from human beings. And the idea to also see data as a field where you can be creative, and to have the environment for able to be able to have ideas, to put them into practical outcomes, and to have an experimentation culture basically, right? And finally, conscience, really that's the critical thinking and human judgment part, right? We want to proactively do the right thing, right? Wanna be on the right side of history, but we cannot do it alone as a data expert, we need other experts to help us do that, like legal experts, information security expert, ethics expert, all these kind of people to actually make the right decisions, to be able to actually foresee the consequences and to make everything in our power to prevent them.