Bechtolsheim: No, I think that's the wrong way to look at it. If you want to innovate, you sometimes have to throw things out and see whether you can make them successful. Because there's no easy way in advance to predict how exactly it will play out. Open Look is an example where something was not successful, even though we tried, we tried to give it away to the industry, but at the time, there was this counterforce called the Open Software Foundation, which was really the IBM, HP, DEC club to prevent Sun from growing, and whatever [we] were doing, they would oppose and do it differently. Now the Open Software Foundation, of course, wasn't successful either. There's nothing that remains from that. But the unfortunate thing is that what we were telling these other companies at the time was that the problem was Microsoft, not Sun, and they just didn't believe it. And a few years later that was more evident, but a lot of energy was wasted during that period of Unix companies trying to slow each other down, which really wasn't beneficial to anyone. But again, this was an industry matter of fact that we could just observe that not everybody understood open systems at the time, but I think it's clear now.