Tang: I think specifically in your notes here you are asking about skills, competencies, values and ethics. In my experience in IBM, I lived in two foreign countries while I was doing my IBM work. Throughout R&D work, I worked with a lot of the organizations, from Germany, Holland, France, Japan, Korea, Taiwan and so on. And I find one thing is extremely important: I don’t know if this is the rule of business schools, I think somehow we have to reject our ethnocentric perspective on things. And I am not saying I am perfect. But I am saying all of us carry to some degree a balance of ethnocentric perspectives, and lack of appreciation of foreign cultures and practices and values, and to the extent that that happens, I think it blinds us to things which are opportunities for us. So I think that is very important. During breakfast, we were talking, and I will give you one example, the Chinese government, I worked for, I was in IBM China, has a strategy, a national policy that they are going to join the WTO. When they joined the WTO, the highest level of the government said to join in the WTO, we need a world class payment system, because funds transfer globally, and they said we don’t think we have a world class global payment system. Can IBM help us to develop one? And we said sure, we love to. Are you kidding? We said in fact, we helped European Community do that, we help some other countries develop those, and we said we’d do that for the Chinese government. The Chinese government got a huge loan from the world bank to develop this international payment system and they submitted bids and requests for proposals. IBM went in, and our request for proposal took something, a group of maybe 20 people from finance, accounting, international business, engineering, all of these things. We answered the proposal with a document about this thick. We were very proud of it, it was IBMs best shot at it, except when it came to evaluating the proposals, because I was working with the ministry of the electronics industry in China, one day, they said, why don’t we have dinner, Vic? I said fine. When the Chinese say let’s have dinner, it means that they want to discuss serious business. That is always done over dinner. The food is very good for discussion. So very good food and a very high class restaurant. After a couple of beers and songs, they said Vic, IBM response to our RFP was very exceptional, but candidly, we don’t understand half of it. We are worried that with this kind of proposal, the price is going to be way over our reach. And they said, please don’t repeat what I said, candidly, they said, and they are not supposed to do this, they said the Japanese are in the running, too. And I said I expected that. They said their proposal is about like this. We think we know what they want, and we don’t know what you guys are doing. It is way over our heads. We just want a bicycle, but you are giving me supercharged Rolls-Royce here, and I don’t know how to drive a car. That is the way you ought to think about this. So I said, I think it is not too smart but I got the hint, I mean it is pretty obvious right? My wife says I am clueless, but in that situation, I think I wasn’t. So I went back to IBM and I met with the senior executives, and I said, look, these are signals they are sending to us about our proposals. They said well, the Chinese don’t understand high technology and they don’t recognize good work when they see it. We are IBM, we don’t know how to do things except the best there is, so that’s our proposal. I said maybe they cannot afford it. And they said if they want it, they can afford it. Guess what happened. You know what happened. Japanese got the bid. Why did this happen? It’s really a lack of sensitivity to understanding of how the Chinese were viewing this engineering project. We put on our ethnocentric hat that says we are the best, we don’t know do anything but the best, and they should recognize we do the best, and for the best they should pay the best money. End of story. Not good, all right! Let me just close this comment with what kind of business schools do better. I think one of the things MIT, which I found was kind of refreshing, because maybe I have not been in that kind of environment for so long, to me it was kind of refreshing, is they have internships with global companies. So their MBA students have semester long projects, they volunteer the students to solve the problems for these global companies. They get graded on the recommendations they make. This begins to shift the way, begins to create a sensitivity I think in the students minds about how other people think and value things.