Host: David identifies another potential hurdle to effective innovation: the demands of conservative shareholders and investors, whose short to medium-term goals could conflict with the necessities of long-term change. David: The single biggest impediment to most successful organizations to thinking like this, is shareholders, who expect quarter by quarter, things to be a little better than they were last quarter. And of course, these startups don't have shareholders, they're struggling to raise their funding. And they need metrics that show some progress in order to raise their seed or their Series A round. Inside an organization, you have to find a way to stop thinking about short-term needs. And maybe it's having a small team inside the company that has the resources to do that experimentation. Maybe it’s decision-making control inside the organization. Often, I've noticed that it's companies that still have a family member in the executive team, or that are still controlled by the founders that can take these old risks. But it does take courage because essentially, what you're saying to your staff, your stakeholders, your shareholders, is, “Tomorrow, we're not going to be making money, the way we have been for the last X years. But trust me, I'm going to take you there.” That's a really brave thing to say. But this is the moment where you can capture people's excitement, where talent is motivated to build something new in different ways. We've realized that the planet is burning because the last century or two, we kind of got it wrong. This is our one chance, so let's not blow it.