[MUSIC] So what does an income statement look like for IT. For a business, you want to put revenues against costs. For IT it's a bit more tricky. They don't have revenues. You will look at costs. This is a usual thing you look at when you look at a cost center and how they evolve over time. What's interesting though is to understand against what you've been spending those costs. You have created value for the business, delivered that amount of functionalities. You have built more IT assets, some video conference centers, some mobile applications. And of course, you may or may not have generated more IT complexity. There are lots of debates around the value of IT. And how to measure that. It's critical to position IT on value, because otherwise, you would get stuck in the cost trap. And you're only a cost center, and people ask you, just do cost cutting, because you're a cost center. There is no fill the bullet on that. It's the grail of IT to know what is the value I've created. It's a little bit like research and development. To be able to evaluate from a tangible perspective what's the value created. I think what is important is to look at the cost from several perspective, so that you can explain how you've been spending those costs. And to do what? You have to take care to be sure you look at cost. Not that internal recharge, statutory financing because it will blurred the picture. What I mean by looking at costs is the following. You look at costs by nature. Am I paying people? Am I buying software? Am I paying outsources? Am I paying service? That's one thing. You have the assets where you put your money. What have you been doing? You can look at your cost by type of activities. I've been developing application, maintaining application, supporting the users it's also an interesting way to show what you deliver with the resources we just spoke about. And also, a very interesting lens is to look at it by organization. What have I done centrally? What have I done locally? It's a good way to have the discussion of whether it is aligned or not with what the businesses expect. They want you to be local, close to the users, very diversified. You're supposed to be central and deliver one single applications from what the business person tells you. Looking at the cost this way with the three lenses at the same time will really help you analyze what it is that you are doing and have to dialogue with your corporate management, with the business lines and with your teams.