>> So a lot of these Web 2.0 technologies mashups, social networks and like App Exchange really require a different type of developer activity, the turnaround time and just a number of differences. How are you dealing with that? Are you setting up separate groups? Are you building that within the business units? How are you trying to address the new requirements of these technologies?
>> Great question again.
>> Well at Motorola, we are doing a lot in this space. And we tend to have an architect and distribute model where we start at the center and we build out core capability with very small teams. It's not large groups of people, less than 10. But I mean deep expertise. It's not things that, you know, you could just have light skills. People have to be able to really think creatively. And so it's a different kind of group. And it's something I protect investment in. It doesn't have an immediate payback. It's not something with immediate ROI. And I actually -- I told the team the other day, I was reviewing the work, don't tell me how much it costs. I don't want to know, because then I'm going to think, oh, if I had to cut something. You know, I just don't want to know. You have to really have a focus, almost an R & D-ish kind of environment for it. And it works incredibly well. They are getting great stuff, deploy our knowledge management blogs, Wiki Switcher kind of early Web 2.0. But as we get into social networking, mashups, etcetera, we're doing a lot of that work. And it's very, very exciting. The challenge is once you get it architected in the center, is to get everybody else trained and understanding what it means to them, because it's a new architecture to design into. So you have to understand when you're deploying a traditional transaction application, what is this new portal environment mean for me? How do I think about Web services in a different way in that environment? And so we're kind of in that point of starting at the center and really starting to build some really great business case examples. And then you get into this evangelical mode across, you know, the organization. But it's something you have to protect and do.
>> Rob, you worried about whether --
>> Um --
>> No, go ahead.
>> I think it's a very good question in the sense that I don't have an answer for you because we're really challenged by this. I think as we've sourced our services, whether it be infrastructure, application developments, support of applications, we've suddenly changed the whole nature of career structures in IT within our business. And the big challenge is saying, how are we bringing talent inaudible? What skills do we need? How do we develop them? Are most of the career propositions from our own troops? And there are a couple of schools inaudible on this one. There's the one that says, let's get back to how we used to be and do everything in-house and then it's easy to flow through. There's the other side that says, let's employ as few people as we possibly can and buy that skill in when we need it, because all of this stuff is transitory. It's changing so fast that we're going to get caught in another trap of bringing a bunch of skills and then be caught with a bunch of people who now need to have skills transfer against them. And my guess is we're going to operate two. My guess is we're going to do a bit of both here. And we're trying to work out what skills we really need and how we're going to develop them. And for Unilever, who have been a cradle to grave, soup to nuts career proposition in the past, we can't offer that anymore. So we're saying good-bye to lots of colleagues and we're going to have to say good-bye to people and welcome them back later when they've gone and got the skills. But I do think we're going to have to access them externally in a different way. So it won't be let's go and talk to Exentia about all of our Web 2.0 skills that we might need. I don't think that's going to work either. So we're going to have to sit back and really figure it out. But it's a real challenge frankly. And one we don't talk about a lot because it's quite difficult because I'm talking about, you know, 5000 people and their lives. And I don't want to trivialize it, but it's quite a big challenge for us.
==== Transcribed by Automatic Sync Technologies ====
