A lot of it has to do with that strategic alignment. Some of the stats we got—Inc Magazine did a study and worked with executives, and when they started having them look backwards, they said upwards of 65–67 percent of strategic plans they felt were failures. And when they look forward, and they say there’s about three quarters of the executives didn’t feel like they were going to be able to achieve their strategic goals. So there’s this big alignment piece there. But what we’ve really found at the practical level is this term we call “ungoverned demand.” And this is the funnel problem. Everybody’s changing their mind, the priorities shift, and it’s always the scramble to rearrange where the money is, where those hours are going, and what we’re really going to try to get out of it. And that constant churn is generally what starts to impact how much value we get out of that project work. Because if you stop and think about it, I’ve got a team of eight people that are keeping the lights on for my whatever big platform: Salesforce, Oracle, SAP, whatever it is—
it can be any of our IT assets. I’ve got a team of eight people. Now we need to do a major upgrade and pull people off for a project. What happens? What happens in that KTLO space? How do we manage that? And then, somebody goes on maternity leave, or we have timing issues, and suddenly that project starts to draw out, and other demands are continuing to come in. We have yet to meet anybody whose pipeline is stagnant. It’s always growing.