to get to the moon if we can�*t even talk between 2—3 buildings?" so they actually underwent an intraorganisational transformation, much more horizontal communication with these project managers that were supposed to be constantly talking to each other. that kind of flexible, agile system we often don�*t have in government. and so, coming back to germany, what i have found interesting is that because they had a strategy, they also put conditions on the steel sector, for example. in many parts of the world, including here and the us, steeljust gets massive loans and bailouts. in germany, it has been conditional on steel lowering its material content, which they have done through repurpose, re—use, recycle. you�*ve worked on various different missions, but i note you�*ve worked on missions and governments in the western democratic world, mostly — where you, it seems to me, unless you correct me, you�*ve never worked, is china. and isn�*t china today�*s great example of mission economics? over the last, what, a0 years, they have completely single—mindedly devoted their economic strategy to eliminating poverty, massive urbanisation, industrialisation and geopolitical reach through belt and road. that is deeply strategic,