►
Description
In this video, Saumya Upadhyaya - Sr. Product Marketing Manager at GitLab presents an iteration of our customer messaging deck.
Please provide feedback here https://gitlab.com/gitlab-com/marketing/product-marketing/issues/1371
A
All
right,
so
we're
aware
that
digital
transformation
is
disrupting
any
every
single
industry,
I
think
the
writing's
on
the
wall.
We
have
seen
that
that
disruption
across
multiple
different
industries,
whether
it
is
healthcare,
feet,
retail,
the
telecom
and
so
on,
right,
so
I
I,
don't
think
this
is
it.
This
is
kind
of
debatable,
but
what
we
are
also
seeing
is
that
70%
of
digital
transformations
are
actually
failing,
and
this
is
this
is
based
on
a
study
that
was
done
by
McKinsey
a
couple
of
years
ago,
and
this
still
remains
the
case.
A
70%
of
digital
transformations
fail
across
enterprises
of
various
different
sizes.
You
know
enterprises
like
for
GE
and
so
on,
as
well
have
had
issues
with
the
successes
of
their
digital
transformation,
and
why
is
that
right?
So
this
is
primarily
due
to
fourth
power,
for
this
summarized
in
four
key
reasons:
one
is
the
complexity,
bottlenecks
and
inefficiencies.
What
country,
in
spite
of
embarking
upon
a
process
of
digital
transformations?
What
we
see
is
enterprises
consistently
continue
to
have
manual
processes
at
various
different
stages
of
their
organization
as
well.
There
are
multiple
different
functional
silos.
A
Different
teams
don't
talk
to
each
other,
be
it
the
dev
teams
talking
to
the
security
teams
talking
to
the
monitoring
teams,
talking
to
the
operation
teams,
all
the
IT
teams
and
so
on
right.
So
each
of
these
teams
operate
in
silos
because
of
which
there
is
there
is
a
handoff
between
between
one
team
to
the
other.
A
Let's
take
an
example
here,
let's
say
the
dev
team
wants
to
embark
upon
a
project
right
without,
without
the
collaboration
open
collaboration
with
the
IT
team,
they
may
not
have
the
necessary
resources
that
are
required
for
that
project
with
without
having
a
collaboration
with
the
concentration
they
would
not
have.
They
may
not
have
the
rights
to
our
deployment
capabilities
for
that
project
and
then
so
on.
A
Right
I
think
the
change
hands
needs
to
go
on,
so
there
is
continues
to
be
complexity,
bottleneck
and
inefficiencies
across
the
board,
and
this
is
also
because
there
is
very
poor
collaboration
and
communication
between
the
team,
because
the
teams
operate
in
silos.
The
teams
also
have
quite
a
bit
of
misaligned
priorities.
For
example,
the
priority
of
a
development
organization
could
be
that
they
need
to
release
as
fast
as
possible
to
the
market,
to
catch
up
with
competition
or
to
to
go
ahead
of
competition
to
meet
the
customers
requirement.
A
But
the
priority
of
an
Operations
team
would
be
that
they
need
to
keep
the
system
the
production
system
as
stable
as
they
can.
So
this
results
in
misaligned
priorities
and
tag
of
you
know,
push
and
pull
between
the
Devon.
The
operations
organisations
resulting
in
poor
collaboration
there's
a
lot
of
duplication
of
work
also
because
different
silos
within
the
organization
might
be
doing
similar
work,
but
they
are
not
aware
of
the
other
parts
of
the
organization
doing
that,
and
this
results
in
duplication
and
wastage
of
time
and
effort.
You
know,
between
teams
or
across
the
organisation.
A
There
is
periodic
crisis
right,
so
it
is
a
well-known
fact
that
you
know
unplanned
work
that
typically
comes
in
is
never
accounted
for,
whether
it
is
you
know,
and
on
flat
ordered
it
could
be
an
you
know,
an
implied
security
crisis.
It
could
be
a
runs
line,
defect
or
production
downtime.
None
of
these
actually
are
planned
in
the
overall
scheme
of
things
over
digital
transformation.
A
Now,
incidentally,
there
are
reports
that
also
say
that
almost
40
to
50
%
of
times
that
is
spent
by
teams
is
actually
spent
in
unplanned
walks,
and
that
also
results
in
you
know
digital
transformations,
failing
significantly
for
a
lot
of
organizations
and
of
course
there
is
lack
of
visibility
and
traceability
again
due
to
the
silo
teams.
It's
difficult.
Let's
say
that
there
is
a
buck
cotton
production.
A
It
is
very
difficult
to
backtrack
and
say
which
particular
deployment
caused
it,
which
particular
part
of
the
code
caused
that
change
and
so
on,
because
different
teams,
like
we
have
already
said,
use
different,
toolsets
and
so
on
as
well.
So
because
of
all
this
challenges,
we
are
seeing
that
ratio
transformations
fail
and
result
in
poor
quality
products
being
delivered
to
the
market.
It
may
not
be
tested
enough,
it
may
not
be
security
tested
enough
or
it
is
not
production
ready
to
actually
go
into
production
environment
because
of
misaligned
priorities.
A
There
is
an
impact
to
the
developer
morale
as
well,
and
this
results
in
high
employee
turnover-
and
this
is
the
case
across
various
industries-
not
just
technology,
but
even
you
know
in
within
the
industries
that
manual
processes
lead
to
high
employee
turnover
and
if
the
quality
is
not
good.
If
the
processes
are
not
in
place,
it
does
result
in
business,
reputation
or
business
disruption.
The
reputation
and,
of
course,
now
customers
can
move
from
one
provider
service
provider
to
another
service
provider.
A
At
the
click
of
a
button,
so
it
does
result
in
a
significant
customer
attrition
and
hence
right
so
this
all
boils
down
to
the
fact
that
we
there
needs
to
be
a
standard,
standardized
approach
that
needs
to
be
taken
towards
digital
transformations,
to
ensure
the
success
of
digital
transformation.
So
let's
take
an
example
of
one
such
transformation
that
has
happened,
which
we
are
all
familiar
with
right.
A
A
You
couldn't
have
a
varied
location
that
you
would
actually
want
to
look
at.
Take
camera
as
an
example
you,
you
would
probably
have
different
devices
to
click
your
picture,
then
you
will
insert
that
into
your
computer
and
then
you
would
actually
look
at
the
picture
then
put
it
for
printing
and
so
on.
So
each
of
these
different
services
require
various
different
devices
which
which
then
was
transformed
by
the
iPhone,
which
is
a
completely
new
thing,
which
replays
various
different
point
tools
into
an
entirely
new
into
a
new
tool
set
or
into
a
new
service.
A
Where
you
could
now
do
your
phone,
you
could
do
your
calendars,
your
email,
music.
You
know
consolidating
all
of
these
devices
into
one
single
device
which
brings
a
single
intuitive
user
experience,
which
has
only
been
improving
over
the
years
right.
Let's
now
map
that
back
to
our
software
delivery,
landscape
right.
So
as
companies
embarked
upon
their
digital
transformation
journey,
what
really
happened
was
if
they
identified
a
specific
part
of
their
if
they
identified
a
specific
part
of
their
process
to
have
an
issue,
they
incorporated
a
toolset
tool
that
would
actually
fix
that
particular
problem
right.
A
So
if
there
was
a
source
code
management
problem,
it
was
probably
as
get
or
github
or
what
of
those
kind
of
tool
sets.
If,
if
there
was
an
automation
problem,
it
could
be
something
like
a
puppet
or
chef
and
so
monitoring
program.
It
could
be
a
new
relic,
as
you
can
see
over
here,
but
what
happened
over
what
happened
over
over
the
years
as
companies
identified
companies
like
yourself
identified
various
different
challenges
in
your
processes.
A
You
brought
in
multiple
different
tool
sets
in
your
organization
and
then
what
happened
was
it
became
increasingly
important
to
kind
of
make
these
two
sets
to
talk
to
each
other
right,
so
it
resulted
in.
You
know,
increased
license,
cost,
of
course,
because
are
you
using
multiple
different
tool
sets,
but
more
than
that,
I
think
the
cost
of
manage
these
integrations
became
increasingly
difficult,
let's
say,
for
example,
you're
using
two
two
such
thing
products
like
just
for
the
matter
of
example.
A
A
If
there
are
any
changes,
they
need
to
be
updated,
it
becomes
very
hard
to
manage
and
many
very
hard
to
steal
the
your
employees
would
actually
require
to
have
a
good
knowledge
about
github,
a
good
knowledge
about
puppet
and
every
time
a
new
toolset
comes
into
the
paper
into
the
play,
there's
a
whole
new
learning
process
that
goes
into
goes
into
play
right.
So
this
is
what
we
call
the
tool
chain
tags.
It's
multiple
tools,
fragile,
integrations
across
multiple
different
tools,
which
makes
it
really
hard
to
scale
and
results
in
outage.
A
So
what
is
really
the
solution
for
this
right?
So
what
based
on
all
our
conversations
with
companies
like
yourself,
what
we've
identified?
There
are
really
three
key
things
that
companies
are
trying
to
achieve
due
to
with
their
digital
transformation
journey.
The
first
is:
how
do
I
increase
my
operational
efficiency
right?
So
I
companies
have
been
telling
us
that
I
want
a
consistent
view.
I
want
a
consistent
space
or
a
consistent
Avenue
for
my
development
operations,
security,
IT
teams,
all
collaborate
with
each
other
right.
Everybody
has
one
single
source
of
truth,
rather
than
you
know.
A
Each
team
trying
to
use
their
own
tool
sets
to
actually
create
this
I
want
to
be.
You
know,
as
the
environments
have
been
changing
and
a
lot
of
companies
here,
like
yourself,
have
been
burned
by.
Oh,
you
know
technology
that
one
of
the
things
that
we
are
increasingly
hearing
is
that
I
want
to
be
independent
of
your.
You
know
the
environment
right,
it
should
be
a
cloud
independent
I
would
also
deployed
anywhere
whether
it
is
SAS
it
could
be
self-managed
any
cloud,
maybe
even
not
using
you
know,
mono
applications.
A
I
might
just
want
to
use
service
components
right.
So
as
a
result
of
this,
what
enterprises
are
like
yourself
are
also
trying
to
achieve
is
that
you
want
to
make
sure
that
your
developers
are
not
doing
manual
processes
anymore
and
they
are
engaged
in
most
tragic
activities
as
well,
so
thereby
you're
trying
to
increase
your
operational
efficiencies.
The
second,
the
second
aspect.
What
we
understand
that
customers
are
looking
for
is
to
deliver
better
products
faster
right.
So
this
is.
This
is
really
you
know.
A
What's
changing
the
game
right
now,
you
need
to
be
available
in
the
market
faster
before
your
next
competitor,
because
every
single
customer
can
actually
switch
to
your
competitor
very
very
quickly.
So
what
this
means
is
unique.
You
cannot
have
silos
anymore.
You
need
to
have
the
ability
to
work
in
parallel
to
get
feedback
both
from
customers
from
other
teams
from
the
production
environment
back
into
the
into
your
software
delivery
lifecycle,
so
that
you
can
iterate
on
this
reasonably
quickly
right.
You
need
to
be
able
to
automate
testing
and
your
deployments
with
very
limited
manual
intervention.
A
A
The
third
key
thing
we've
seen
is
that
increasingly,
as
customers
are
moving
to
cloud
and
cash
base,
environment,
the
fear
of
security
and
compliance
is
always
there
right
so
to
decrease
the
security
exposure
you.
What
you're
really
looking
for
is
something
that
could
incorporate
the
whole
security
testing
aspect
to
it
in
the
entire
software
delivery
process
itself,
without
having
to
do
that,
as
I
said
as
a
standalone
process
right,
so
this
kind
of
makes
it
a
lot
easier
and
cleaner
to
even
from
an
auditing
point
of
view.
A
If
audits
are
required,
you
have
everything
in
one
single
location
and
that's
what
you
would
want
to
give
it
to
your
auditor
as
well.
So
this
is
what
we
understand,
and
this
could
be
a
good
segue
to
ask
your
customers
whether
this
is
they
they
kind
of
relate
to
this
as
well.
So
now
that
we
are
and
what
the
challenges
are,
or
rather
now
that
we
understand
what
the
drivers
are
to
to
towards
digital
transformation.
A
We
also
need
to
make
sure
that
you
understand
what
the
what
the
ROI
is
return
on.
Your
investment
is
right.
So
what
we've
tried
to-
and
these
are
just
a
few
sample
metrics-
that
you
could
use
to
identify
the
success
of
your
digital
transformations.
So
for
your
increasing
operational
efficiencies,
you
could
you
could
look
at
the
total
cost
of
ownership
right.
A
So
if
you're
looking
at
consolidating
multiple
to
two
chains,
maybe
you're
bringing
down
from
3
to
2
or
2
from
5
to
2
or
5
to
1
and
so
on,
multiple
to
say
what
is
the
total
cost
of
ownership
of
licenses
of
also
of
training
people
and
maintaining
these
tools?
So
that's
one
of
the
things
you
might
want
to
look
at.
A
You
might
want
to
look
at
cycle
time
from
what
how
much
time
does
it
take
for
me
to
go
from
an
idea
or
a
defect
or
an
issue
as
you
call
it,
as
you
may
still
the
time
that
it
is
actually
deployed
to
production.
So
that's
the
end-to-end
cycle
type.
So
how
much
time
does
it
take
me
and,
what's
worse,
the
before
and
after?
What's
my
developer
turnover
and
employee
satisfaction
right
so
again,
I'll
be
trying
to
reduce
manual
processes
for
developers
so
that
they
can
participate
in
more
strategic
activity.
A
So
what
is
what
is
the
impact
of
the
turnover
and
satisfactions
similarly
from
a
deliverer,
better
products
faster,
I
think
about
this
from
an
as
an
external
outside-in
perspective.
So
what
does
it
mean
from
a
revenue
point
of
view,
how
many
new
customers
have
I
been
able
to
attract
or
number
of
customers
or
market
share
right?
How
many
releases
have
I
been
able
to
achieve
on
time
or
how
frequently
have
I
been
able
to
achieve
my
dreams?
A
So
these
are
some
of
the
metrics
which
help
to
understand
whether
I
have
been
able
to
deliver
products
a
lot
faster
in
type
to
the
market
for
our
customers.
Similarly,
for
security,
you
have
the
you:
have
the
metrics
of
num
percentage
of
code,
that
is,
cat
percentage
of
security
vulnerabilities
that
have
been
caught
before
it
actually
goes
into
production
right.
So
these
are
some
of
the
metrics
that
you
can
look
at
so
with
that
we'd
we'd
like
to
introduce
you
to
get
lab,
so
we've
identified
that
digital
transformations
are
complex
for
organizations
of
all
sizes.
A
We've
also
identified
how
this
is
being
done
in
some
other
other
industries
and
we've
also
identified.
What
is
it
that
organizations
like
yourself
are
really
looking
looking
for
when
they
embark
on
the
journey
towards
this
new
transformation?
Now
we'll
jump
in
to
get
LA
and
how
good
luck
can
actually
help
you
with
your
digital
transformation
journey
right.
So
we
spoke
about
the
changing
landscape
of
the
software
delivery
tool
chain.
A
There
are
multiple
point
products
that
you
may
have
brought
into
your
environments
over
the
years,
based
on
that
requirement
that
you
had
what
gitlab
does
is
achieve
all
of
these
capabilities
with
one
single
application
right,
so
you
may
you
you
can
actually
do
our
source
control
management,
CIC,
the
concurrent
development
monitoring
configuration
and
so
on.
All
of
these
in
a
single
intuitive
user
experience
and
data
model,
and
therefore
thereby
achieving
full
accountability,
transparency
and
real-time
feedback
into
your
development
organizations
right
so
yet
lab
is
delivered
as
a
single
application.
So
we
have
we.
A
We
classified
these
into
ten
different
stages,
all
the
way
from
from
idea
which
you
may
start
at
the
manage
or
plan
section
all
the
way
up
till
you
go
into
production
will
and
monitor
it
and
defend
it
from
vulnerabilities
and
security
features
right.
So
this
is
achieved
with
a
single
single
conversations.
Every
every
part
of
this
s,
TLC
is
visible
to
everybody
else.
Who
has
the
right
access
and
permission?
We
maintain
a
single
data
store
and
a
single
permission
model.
A
You
have
a
single
interface,
so
you
don't
need
to
clearly
retrain
your
employees
on
multiple
different
tools
to
achieve
multiple
different
results
and
then
it
also
helps
with
team
collaboration,
because
everything
is
available
or
one
single
platform.
You
have
the
visibility
you
can
cross
link
across
different
stages
and
show
where
the
really
is-
and
you
know,
helps
teams
to
collaborate
with
each
other
in
the
whole
development
process
itself.
A
So
we
have
the
whole
DevOps
practices
built
in.
So
if
you
start
from
the
left
side,
we
start
with
the
creation
of
an
issue
once
the
developer
actually
makes
the
changes
and
comments
the
changes
the
CI
pipeline
runs
and,
along
with
the
CI
pipeline,
we
actually
have
the
testing.
We
have
the
application,
security
code,
quality
reviews
and
so
on.
There
is
a
collaboration
aspect
to
it.
A
We
can
incorporate
your
review
and
discussions
as
a
part
of
this
process
right
after
the
CI
pipeline
runs
and
successful,
and
you
can
also
include
an
approval
process
where
you
will
only
determine
which
specific
issues
are
actually
going
into.
A
merge
requests
are
actually
going
into
production
at
a
particular
point
in
time.
Subsequent
to
this,
you
can
deploy
this
to
your
environment,
which
is
also
then
configured
from
get
lab
itself.
A
So
we
are
a
uniquely
transparent
to
our
partners,
so
our
entire
roadmap
is
available
on
on
on
our
website.
We
also
actually
claim
our
maturity
levels
for
different,
different,
various
different
capabilities
that
we
offer
in
each
of
these
different
stages.
For
example,
if
you
look
at
the
create
stage,
our
maturity
level
on
the
source,
current
source
code
management
and
code
review
is,
is
really
at
a
lovable
stage
right
where
customers
are
using
it
and
they
really
love
it.
Whereas
a
maturity
level
on
snippets
is
something
that
we've
just
started.
It's
minimal.
A
We
may
have
a
few
handful
of
customers
or
we
are
we're
still
dog
food
right,
so
we
are
extremely
transparent
in
that
sense,
in
terms
of
accurately
showcasing
where
we
are
and
where
we
are
going
in
the
near
term
from
a
roadmap
point
of
view,
so
we
have
a
very
audacious
goal
right.
We
have
a
very
aggressive.
Our
end
goal
is
really
to
our
vision
is
really
to
replace
a
lot
of
these
point
product
so
that
you
can
actually
have
a
single
tool
set
to
manage.
A
We
have
been
continuously
innovating.
We
have
had
a
release
every
single
month
without
fail
on
the
22nd
since
2011,
so
that
is
almost
97
98
releases
every
month
and
we
believe
in
an
open
ecosystem.
We
use
the
best
practices
of
best
powerful,
open
source
tools
available
in
the
market
and
any
point
of
time
to
extend
our
solution
quicker
and
faster
and
in
a
better
way
like
you,
bilities
and
prometheus,
is
what
we've
been
using.
A
So
our
vision
is
also
possible
because
of
our
exponential
rate
of
product
improvement
right.
So
what
started
as
just
source
code
and
issues
in
2011
has
now
extended
all
the
way
in
2019
all
the
way
you
know
to
to
the
ten
different
stages
that
we
spoke
about
with
May
has
different
capabilities
and
we
keep
adding
to
this
every
single
month
as
well,
and
this
is
possible
because
of
contributions
by
our
own
internal
team,
as
well
as
contributions
from
the
community.
A
So
in
addition
to
what
we
say
about
ourselves,
we'd
like
to
also
talk
about
the
validation
that
we've
been
getting
from
from
various
other
avenues.
So
the
first
is
the
analyst
Avenue,
so
we've
been
featured
in
tons
of
reports
and
we've
been
identified
as
innovator
by
ID,
see
in
multiple
different
capabilities
like
agile
code
development
technologies,
to
supporting
open
developer
platforms.
A
We've
been
identified
as
a
visionary
by
Gartner
in
their
agile
planning
tools,
enterprises,
aisle
planning
tools
and
then,
as
a
leader
in
the
Forrester
wave
multiple
times
in
you
know
in
a
row
for
the
continuous
integration
tools
as
well.
So,
in
addition
to
analysts,
giving
us
validations
Gartner
also
runs
a
pure
insights
website.
A
Where
we've
been
identified,
you
know,
as
the
best
adult
trying
planning
tool
couple
of
twice-over
we've
been
identified
as
the
best
application
release
or
castration
tool
again
twice
in
multiple
years
as
well,
so
this
is
validation
from
faster
horse
whisperer,
and
this
validation
from
both
analysts
and
customers
is
coming
because
our
customers
find
the
fastest
return
on
investment
using
our
product
at
a
very
basic
level.
You
know
just
actually
reducing
the
tool
chain,
reducing
multiple
tools
to
a
single
consolidation
tools
and
a
very
basic
level.
A
You
know,
reduces
the
licensed
tool
cost
now,
as
you
extend
this
a
little
bit
further,
when
you
have
multiple
tools,
you
would
have
actually
spent
a
lot
of
effort
in
maintaining
and
integrating
this
tool
change.
So
that
is
the
second
level
of
value
that
our
single
solution
actually
brings
it
right.
The
third
level
is,
you
know
the
dem
AR,
the
overall
development
cost
itself
is
reduced
because
of
a
much
faster
cycle.
Time
p.m.
bed
testing
the
embed
security
vm
bed.
A
You
know
peer
reviews
and
collaboration
into
the
single
pipeline
that
that
developers
can
use
to
deploy
their
products
faster
into
the
market
and,
of
course,
we
are
able
to
accelerate
the
revenue
due
to
innovation.
Now
we
actually
also
get
feedback
back
in
from
customers
on
production
very
efficiently
back
into
the
software
factory,
as
we
like
to
call
it,
and
thereby
that
kind
of
fills
the
fulfills,
the
entire
end-to-end
of
fidelity
lifecycle
loop.
So
we
have
quite
a
few
customers,
enterprise
customers
using
us,
and
they
have
achieved
a
lot
of
value.
A
For
example,
we
have
very
detailed
case
studies
of
all
of
these
on
our
website.
For
example,
Goldman
Sachs
has
reduced
their
cycle
times
from
almost
you
know,
from
from
almost
one
to
two
weeks
to
of
only
a
few
minutes
right,
so
that
has
increased
the
number
of
deployments
that
they
are
actually
making.
You
know
into
production,
bi
worldline
also
has
been
get
lab,
has
been
the
backbone
of
this
has
been
improving
because
of
our
automated
testing
code
review
and
so
on.
A
As
a
part
of
the
entire
pipeline
process,
bi
worldline
has
achieved
120
X
improvements
in
their
overall
pipeline.
As
well
so
tons
of
such
case
studies
are
available
on
our
website.
You
can
actually
go
ahead
and
take
a
look
at.
It's
also
trusted
by
customers
across
multiple
different
verticals.
So
we,
you
can
see
a
snapshot
of
you
know:
networking
telecom
government
agencies,
hardware,
software,
financial
services,
industrial
industry,
verticals
and
so
on.
So
multiple
verticals
have
trusted
kit
lab
as
their
partner
for
achieving
their
digital
transformations.
A
You
know
over
over
the
years
so
and
so
to
end
with
why
gitlab
so
we
have
spoken
about
the
challenges
that
you
have
been
facing
and
what
is
actually
required
to
fix
those
challenges.
We
talked
about
how
gitlab
can
help
you
and
also
we've
spoken
about
validation
that
we've
received
from
analysts
wrong
from
our
customers
from
an
open
source
customers
from
customers,
enterprise
customers
as
well.
A
So
the
main
reason
that
we
see
that
get
lab
has
been
successful
has
been
that
it's
delivered
as
a
single
application
across
the
DevOps
lifecycle,
which
includes
source
code
management,
CIC,
be
security,
compliance
monitoring
configuration
and
so
on
right.
What
this
helps
you
achieve
is
get
an
end-to-end
visibility
and
insight
into
your
software
delivery
lifecycle.
At
any
point
in
time,
we
also
offer
very
flexible
posting
options,
so,
whether
you're
a
company
that
is
comfortable
hosting
your
own
instance
of
gitlab
all
you
would
like
to
take
a
SAS
offering
we
offer
both
the
solutions.
A
We
are
innovating
very
rapidly.
We
release
every
month,
the
SAS
product
releases
more
frequently,
and
then
you
know
be
an
open
source
company.
Anybody
can
contribute.
You
can
influence
our
roadmap
as
well
by
you
know,
giving
a
thumbs
up
scientist
about
specific
issues
that
you
are
interested
in
and
so
on
this
way
so
be
very
collaborative
and
transparent
company.
You
can
see
where
we
are
going
at
any
point
in
time
and
you
will
see
what
you
get
in
the
near
term
or
the
long
term
as
well.