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But I believe that the vast majority of business is conducted at the 100-course level and that very little of it is actually occurring at the 400-course level, or at a level that is strategic in nature. Some companies thrive on revolution, on really being out on the bleeding edge and coming up with new ideas. The challenge for a company like ours, I think, is to innovate in a methodical kind of way, in an evolutionary kind of way, as opposed to a revolutionary. But we do have to always be thinking about the changes occurring in the marketplace around us, in the world around us and in our customers' lives that we need to be properly responsive to. There are far more creative people in the world than would typically populate an insurance company, myself included. Insurance isn't rocket science, and there are far more creative people in the world that are doing really phenomenal things. One of our values is creativity, and the tag line that follows it is "You better find a new way of doing it tomorrow, because yesterday's way ain't gonna be good enough anymore." The ultimate measure of success is the ability of an organization to effectively perpetuate its culture and continue to exist as a viable service provider, in the future as it has in the past. There are years that are exceptionally good, and there are years that are exceptionally bad, through no fault or through no great gift of ours but, rather, just because of the luck of the draw. I think success isn't always measured in terms of an absolute return on equity.