You mentioned all those market spaces. Something they all have in common is there’s only so much money and staff time to get all the stuff done that we need to do. And some of that is keeping our lights on, and some of that is growth and innovation work. And it’s really hard to balance that. And so what SPM at the core of it is really about aligning those limited budgets of hours and dollars to what we want to become at the end of the year, at the end of the quarter. So what we’re doing is starting with our strategic plans and then getting a series of repeatable, interlocking processes that allow us to consider what work do we really want to do. Do we have the time and the money for it? And then if we do decide to do stuff, is it actually producing the value that gets us those strategies and goals? And so really what it is, is it’s a way to get us some really lean governance and make sure that we’re actually achieving our goals and our strategies.