Let's take a look at a global executive team of a bank. This is the CEO and senior leadership. And back in 08 and 09, this company was having some real challenges. But now they're sitting well, things are going perfectly fine for this company. And they could easily sit on their laurels and assume that business will continue to proceed as normal. But this team is different. This team wants to looks at threats that haven't even been identified on the horizon. To put their attention not on how good things are, but on what the next chapter might be. Let's take a peek, see what this team is up to. >> All right, everybody. >> Done. >> Phones. All right, I'll follow my own advice. There we go. Okay. >> Hm. >> We are in a strong position. Our wallet share is up 12% quarter after quarter. At our last shareholding meeting, excuse me, at our last shareholders' meeting, we had a great review. And we are holding steady for the three quarters. So tell me, what am I missing? What do we need to be thinking about now that things are going well? >> It's time to roll up our sleeves and help you, help ourselves to assess our threats, to think about the future. 08 happened. No one was ready for it. No one saw that coming. And we don't want to see something like that happen again, when we're feeling good. Now is the time. We want to have a strong quarter, a strong year, a strong decade. And we all know that things can change overnight politically, economically, socially. So now when things are good, now is the time to really think about what we could be looking for in the future. >> I'd like to weigh in on this. As you know, we have an extraordinary team with data, actuarial science, 35 PhDs we have, 35, that are weighing data against global benchmarks, international regulation, etc. I would urge all of you, please, trust this team, they're a wonderful team. And as far, 08 and 09, no, we did not see it coming. But we're in a much better position with this sort of data to predict this almost completely. >> I mean, I feel so strongly that we have such great human capital. We have boots on the ground. Our team is fantastic. The problem that happened in 08, 09, was the fact that the information from the bottom wasn't making it into the boardroom. Now fortunately, thank you, we've done a lot of work to change that. But we really need to be putting them in a position where they can be heard. >> This is good, this is good, right? This kind of friction helps us reveal our blind spots. We should be doing this in every department on every floor. >> Absolutely, yes. >> There is also a concern in the product department about well, about the viability of the product. Well, let me put it this way. We want to review over and over the buy build of the product because the demand from the consumers changing all the time. Everything is crowdsource now, where they always want something new. So I don't think we were covered before so well, and I don't think big data maybe had found any red flags on this yet. But I think that it is something that we need to check with all the departments. They all have to keep covering the thing about department. >> Yes, and we have to ensure that our products still align with our values. >> Of course. >> We can't budge on that. >> Of course. >> All right, now banks are supposed to prevent these kind of financial disasters, not cause them. >> [LAUGH] >> Absolutely, and I feel right now at this juncture, our greatest resource is our team. And I will be a strong advocate for making sure their voices are heard. >> But I would also like, once again, to press this idea of big data. It is much more complex than what we know. And it could very much shed a light on any blind spots. >> Well, yes, but at the same time, I think we should be really- >> [CROSSTALK] >> This is not some game. >> Mm-hm. >> All right, we can rely completely on your expertise and your expertise, right? We need to be looking throughout the company for any ideas and information that we can get, as well as outside the company. >> All right. >> I think. >> And now we should be talking about this product's situation, because I had this email from him. >> [CROSSTALK] >> Yes, Daniel. >> Yeah, Daniel and [INAUDIBLE]. >> [CROSSTALK] >> Yeah, he had a concern that maybe the interest was too high on the new packet that we were talking about. >> I can believe that. I can understand why someone would say.