I think one of the things that was very, very difficult for Xerox — always had been — was that the copier business was one with tremendously long product cycles, and tremendously high demands for end-user customer support, but very big profit margins. And you had a lot of time to make changes, and you could afford to be very logistics conscious in terms of what you did. That was the way it was determined that we would run the Xerox Corporation for quite a little while. And that wasn't a bad way to run it then, when it was an oligarchy. But you can't use that kind of scheme in the fast-paced, highly competitive office automation business. And yet, the industry culture didn't allow Xerox to change very easily. These things have natural roots and it's not hard to understand why that industry culture pre-existed. And it's also not hard to understand why it was terrible baggage in the office automation business.