Archives For Leadership

The Twelve Days of Data Leadership (2015 recap)

January 7, 2016 — Leave a comment

Each year now as I advocate for Top-down Data Leadership by the CEO and his/her Board (as opposed to Proxy Leadership as a “Data Fashion Statement”), I use the 12 Days of Christmas lyrics as a theme to mimic in getting my message out over the holidays (in small bites). 2015 was no exception and you will find below a recap of my Tweets, along with a bit of embellishment beyond the 140 character limits.

Hope you enjoy it.

On the 1st Day of #DataLeadership the #CEO confirmed to the Board his/her Full Accountability for “All things #Digital, Data & #Analytics“. This is the central tenant of the Data Leadership Nexus where leadership manifests from the existing hierarchy which has now assumed full accountability for “All things Digital, Data & Analytics”.

On 2nd Day of #DataLeadership the #CEO & Board outlined the Strategic Outcomes which #Digital, #Data & #Analytics would deliver for the Organization. These core competencies must be leveraged to create tangible outcomes for every Oganization.

On the 3rd Day of #DataLeadership the #CEO & Board set their Data-driven Core Strategy into motion across all facets of their Organization. Data-driven begins with your Core Strategy and all its desired Outcomes. Data (facts) are used to help define the Strategy, to measure its progress along the way and ultimately to characterize the Outcomes in a meaningful way.

On the 4th Day of #DataLeadership the #CEO, Board declared: “We will Transform our Organization into a Predictive Enterprise within 5 yrs.” Transformation is a journey for every Organization. You must set targets along the way and eliminate barriers to success too. This is the role of the CEO & Board and it requires Continuity of Leadership as well as Conviction to achieve the Outcome in a finite time frame.

On the 5th Day of #DataLeadership the #CEO committed the Organization to achieving broad-based #Data & #Analytics Literacy within two years. Data & Analytics must be used pervasively and not selectively. This begins with Literacy & Competencies at all Levels, especially at the top where the most value from facts, measures and insights typically manifests.

On the 6th Day of #DataLeadership the #CEO enacted the Org’s plan to be #Data-driven in All Decisions, Measures & Outcomes going forward. Being data-driven is a major commitment and requires moving from an anecdotal (gut) -based decisioning model to a fact (evidence) -based on. It must occur at all levels where decisioning is required in daily & strategic operations.

On 7th Day of #DataLeadership the #CEO vowed to use #Data & #Analytics pervasively (not selectively) in creating their Predictive Enterprise. Pervasiveness is essential to becoming a true Predictive Enterprise. Data & Analytics can no longer be “specialist functions”, and must be used by everyone in all facets of daily work. This is the linchpin of any transformation strategy used to become a Predictive Enterprise.

On the 8th Day of #DataLeadership the #CEO & Board integrated #Data, #Analytics & #Digital into their #Governance & #Risk accountabilities. Data & Analytics are core to each Organizations strategy, tactics and operations. Their use must be governed accordingly in alignment the Organizations’ overall governance model. This applies to Risk Management as well. Data & Analytics are not outliers and must be integrated into the Org’s Risk Models & related activities.

On the 9th Day of #DataLeadership the #CEO, Board & All Senior Execs began their journey to become #Analytics-Literate Leaders within 2-yrs. The central tenant of the Data Leadership Nexus is Top-down Leadership. However, you cannot Lead what you don’t understand. This requires all senior execs, board members and the CEO to become “Analytics Literate” early in the journey to becoming a Predictive Enterprise.

On the 10th Day of #DataLeadership the #CEO detailed the key elements of Orgs’ Transformational Journey to become a Predictive Enterprise. Every successful Transformation requires a road map that details the key milestones and measures necessitated to achieve the outcomes of the Strategy. These will be unique for every Organization as it maps out its journey and the Outcomes it is pursuing. 

On the 11th Day of #DataLeadership the #CEO & Board assigned #DataStewardship Responsibilities for key #Data Domains across the Organization. There are many critical Data & Analytics domains in every Organization and they must be shepherded through their lifecycle by Stewards who are fully (or partially) responsible for this task. These Stewards are typically at the mid-tier of any organization and act as Asset Managers in the typical sense.

On the 12th Day of #DataLeadership the #CEO empowered the Org to use its rich #Data & #Analytics Talent to become a Predictive Enterprise. Empowerment is essential to the success of any Transformational Strategy. It is the Trust element and each CEO & every Board must instill in the culture of the organization. Empowerment engages every single responsible party in the pursuit of the common goal of becoming a Predictive Enterprise.

Look for more postings on The Data Leadership Nexus and Predictive Enterprises over the course of the year.

All the best in 2016!

RLLeadership-picture

 

In Big Data, Business Analytics, Business Transformation, Chief Data Officer, Data Leader, Data Leadership Nexus, Governance, Information Governance, Leadership, Regulations , , , , , , , , , ,
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2015: The Year of Data Leadership

October 30, 2015 — Leave a comment

Preface:

During November’s Data Leadership Conference in London I will be updating the audience on the progress to date that we have made during 2015: The Year of Data Leadership. I promise to share those findings in a subsequent posting shortly after the conference. In the meantime, this is the premise that started the thought process I used:

“The strategic value of Big Data & Analytics can only be realized when they are fully leveraged and exploited by the entire Enterprise. Top Down Data Leadership is essential to the success of these endeavors.”

Body:

As the focus of industry hype moves from Big Data to the Internet of Things we have a unique opportunity to turn our attention to one of the underlying disablers of broad success in using data & analytics to their full potential in any Organization; the lack of Top Down Data Leadership.  During the past couple of years we have seen a fever pitch in Organizations’ anointing proxies to the status of superheroes in respect to Data & Analytics Officers. While there have been many such appointments, most are now being scrutinized as the widening gulf between the rhetoric and reality becomes more apparent. This effort to create “Chief Whatever Officers” has been foolhardy in my opinion, as it has completely dodges the need for the Board and CEO to become directly accountable for the Organizations management and exploitation of data and their leverage of analytics across the enterprise to create a “culture of evidence-based decision making”. My aim in 2015 is to change this dynamic.

In 2015, I would like to create much more than awareness of this underlying challenge, but to make actionable its solution in what I am calling “The Year of Data Leadership”. In the Year of Data Leadership I would like every CEO and their Board (Public, Private, NGO, Not-for-Profit, etc.) to accept the fact that they (and Not IT) are fully accountable for “all things data and analytics”. I want them to embrace this accountability and make it core to their Strategies and Operational Plans. I am challenging them to step up to this leadership mantle and provide the Organization with a plan of action to put it on a trajectory to becoming a “Predictive Enterprise” within 5 years (2020). This Decision Making transformation would move them from being gut-based decision (relying on experience and anecdotes) making Organization to one where evidence (facts, decision science and the appropriate amount of intuition) guide all decisions at every level.

This is an ambitious undertaking for even the most agile of Organizations, but a necessary one if the competitive advantages of a Predictive Enterprise are ever going to be realized. To accomplish such a Transformation I strongly recommend approaching it as follows;

1.- Immerse the CEO, Board & Senior Executive Team in a series of Boot camps designed to immediately (and measurably) raise their acumen and competencies in the domains of Decision Science & Analytics, for “you cannot lead what you don’t understand”.

2.- Make Data, Information & Analytics Core Competencies in your strategic and operational endeavors. Make then pervasive and break down silos and centers of excellence to make capabilities mainstream and ubiquitous to all aspects of your operational domain. This will require investment in staff development and in the early stages may require shadowing of staff with outside experts, mentors and coaches.

3.- Manifest Cultural Adoption by all members of the Organization of this new strategic paradigm i.e. Becoming a Predictive Enterprise. Organizational Culture is “the shadow of the CEO, Board and Senior Executive Team”. It is found in every corridor and behind every door across the enterprise and is molded from the Top-down. To begin to change a culture requires Top Down Leadership to changes it behavior and modify all cultural norms and activities. The entire Leadership team must engage with the Organization directly (with support by Change professionals) to lead by example in regards to championing the new direction and its virtues.

This three-pronged approach will produce the maximum results in the shortest period of time and requires close coordination, substantial investment of time and resources to succeed. It is truly transformational and should not be a sub-priority to other Enterprise-wide strategic and operational initiatives.

The Nexus of Top-Down Leadership, Cultural Adoption and the enabling Core Competencies of Data, Information & Analytics creates a unique strategic framework for becoming a Predictive Enterprise. All components are required to work in concert to achieve a true transformational outcome within any Organization who wants to fully exploit data & analytics for competitive advantage.

*-This posting in an edited version appeared in the January 2015 issue of Information Age (UK)

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Changes in Digital Transformation Leadership: Anarchy or Opportunity?*

October 16, 2015 — 1 Comment

In light of the growing number of major Digital Transformation initiatives underway across the globe as well as the media & consultancy focus on the topic of “All things Digital” I wanted to re-publish a recent article on Transformation Leadership that ran in Information Age in the UK. I see if as still very topical given the state of flux that all of this remains in. Enjoy!

Peter Drucker, the so-called Godfather of Management Consulting famously opined: “Management is doing things right; Leadership is doing the right things.” 

Managers come and go; Bureaucrats seem to stick around forever, but when a true Leader decides to leave the Organization there can be change and upheaval to contend with. This is especially true in long-term Transformation Programmes where over the course of the journey many individual contributors may “roll-on and roll-off” along the way, but there is always an emphasis on continuity of Leadership at the highest levels so as to insure successful outcomes, while maintaining acceptable risk levels at all times.

By definition: “Transformation Leaders define the mission & vision of the programme and then take a hands-on approach to its successful realization”. Most Leaders are subordinate to a more Senior Authority (CEO, Board, Civil Service Exec., Cabinet Minister, etc.) who are  typically more political and subject to greater volatility in their oversight role.  Friction at this level or a Change in the direction of the programme can force even the strongest Leaders to re-evaluate their role and its longevity. This is when Leadership Changes can be precipitated either voluntarily or via a very public sacking and typifies the high wire act that all Transformational Leaders undertake each day. The recent events at the UK’s Government Digital Service (GDS) programme are classic in terms of this scenario and may play out similarly in the US and Australia’s nascent Digital Transformation endeavors as well. I tell many of my clients that “Transformation Leadership is like war. You must consider yourself already dead in order to fight on to the finish without consideration of your own survival”. A harsh analogy, but a true on from my observations.

However, anarchy & disruption do not need to be the norm. Changes in Leadership can be very cathartic events allowing for a detailed and transparent examination of the mission, vision and progress to date, such that Lessons Learned and Strategic Re-alignment activities can be undertaken in near real-time while the new Leader(s) is brought in and acclimatized to both the Culture and the Plan for the programme. This may disrupt some of the momentum that had been built up prior to the leadership change, but that is a small price to pay compared to the potential catastrophe that can result from everyone taking the attitude that “It is Business as Usual (BAU) until I am told otherwise”. It will not be BAU until the plan; its Leader(s) and all Contributors are re-synced and moving forward on a common plan once again. Additionally, there must be time allotted to mourn the Leader(s) who have left, to celebrate all accomplishments to date and to build a bond of trust amongst those who will continue the journey to a successful conclusion.

Much is said in the startup and consulting communities about the notion of Effective Leadership. Many these days believe that it can be “learned” as part of an MBA curriculum or in venture capital sponsored workshops. I find both of these efforts laughable given the scarceness of true Leaders around us. The mantle of Leadership is earned, not learned in my experience.

Needless to say, vetting and selecting a new Transformation Leader is a critical task once there has been a change in the current leadership. This person cannot be a clone of the previous leader, nor should they be expected to simply “carry on” in respect to the current plan. They must be allowed to examine all programme-related factors and to create an updated plan that reflects their leadership approach and the new BAU going forward. This process will allow for updates in mission, vision, scope and budgetary realities so that a successful outcome(s) can be achieved and everyone who contributes has had a say in the matter. No matter the strength or background of the new Leader there must be a process of reflection and collaboration so that an initial level of trust can be built and then nurtured by a healthy group dynamic going forward. If not, the Organization will be looking for a new Transformation Leader, or Oversight Executive in short order.

Transformation Programmes are high-risk, high-reward undertakings where the future of the Organization is at stake in terms of success. Leadership is the essential ingredient to insure that all elements of the Programme are working in concert, much less harmoniously, to achieve the Strategic Outcomes that the Organization has bet its future on. In virtually all Programmes there will be a Leadership Change along the course of the journey. Being prepared for it is a major Risk factor to militate against.

*- An edited version of this article appeared in the September 2015 issue of Information Age (www.information-age.com)

 

 

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Profiles in Data Leadership

March 13, 2015 — Leave a comment

Each day we seem to be bombarded with more and more hype about the need for Proxy Leaders aka Chief Whatever Officers and other Fashion Statements such as Data Scientists. There are specialist recruiters, IT Analysts and Conference organizers who promote these roles along with a chorus of IT people who seem to not have much respect for their boss, the CIO. Frankly, I am sick of hearing/reading all of it and in spite of my best efforts to tune out these voices out they seem to be everywhere. It appears to me that the entire vendor, analyst & pundit community have sold the farm on the success of these IT Superheroes in spite of a legacy of more than 50 years of failure by IT to lead in respect to Data, Information & Analytics. I am not one of these “true believers in the next data prophet”. For my money when it comes to creating effective Data Leadership  I am going to bet on the traditional organizational hierarchy which begins with the CEO (in partnership with his/her Board). To that end that is why I have devised The Data Leadership Nexus in the fashion that I didFor those who have been following my Data Leadership Nexus articles, blogs and tweets you know that I have been promoting the notion that “2015 – The Year of (Top-Down) Data Leadership”.

In support of this, I have been working with Clients and other Like-Minded Thinkers to develop 5-year plans for CEO’s & Boards to transform their Organizations into Predictive Enterprises within this timeframe (if not sooner). To help better understand what that journey looks like from the perspective of those who have already undertaken it (albeit on a slightly different path at times) I am authoring a new series which profiles these Data Leaders.  It is loosely modeled after JFK’s book entitled “Profiles in Courage” something that I was inspired by in my youth.

I have several of these profiles in development now. The first two out of the gate will be;

  • Maryland Governor Martin O’Malley the CEO behind CitiStat (Baltimore) and StateStat (Maryland)
  • Brian Cornell, the new CEO of Target Corporation
  • Jim Smith, CEO of Thomson Reuters
  • Alistair Currie, CEO/COO of ANZ Bank

I believe that you will find all of these profiles very compelling and all will run counter to the many waves of hype that you are subject to on a daily basis in respect to data & analytics advocacy and management. Look for these postings in the coming days. In the meantime you can Recap (or read in full detail) all aspects of The Data Leadership Nexus starting here: (https://infomgmtexec.me/2014/09/16/recap-the-data-leadership-nexus/)

Stay Tuned!

Richard

“Courage profiles” by Source. Licensed under Fair use via Wikipedia

In Big Data, Business Transformation, Information Governance, Information Management, Leadership , , , , , , , , ,
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Leadership & Disruption

January 12, 2015 — 1 Comment

I wrote this article for Information Age in the Summer of 2014. It was only available to print/online subscribers, but given my continued focus on Top-Down Data Leadership as a catalyst for creating a Predictive Enterprise I thought that I would share it with my blog readers. It was written for the CIO’s in the audience whom I see as an endangered species at this point.

Leadership in the Age of Disruptive Change

Leadership is a much-touted attribute, highly desired by aspiring entrepreneurs as well as within mature organizations. Much has been written about its virtues and boot camps have been created in respect to “transforming yourself into one”. However, in spite of these endeavors, few current much less future leaders/influencers have been trained in the art of “Leading during disruption”.

What is Disruption? (And yes, it has become a noun). It is the disruption of the status quo by out innovating and out executing an established standard[1]. It typically consists of new offerings that are “good enough” and at a much lower price point. A salient example of this is “the Cloud”.

Clay Christensen (Harvard Business School) launched the Age of Disruption with his seminal work “The Innovators’ Dilemma” in 1997 followed by many other writings & opinions on this subject up to the current date. His work has created a new management & planning paradigm, which has crept into almost every aspect of strategic thinking today. A new credo of “Disrupt or be disrupted” is being taught in every Business School across the globe and drives activities within every organization today.

By now you are probably asking: “How does this impact Leadership, much less in the IT domain?” Good question. IT Management today (executive and line) is all about maintaining the status quo across the enterprise while struggling to improve service levels and fight off cyber threats, while being constrained with finite resources and budget. There is little bandwidth (or money) for innovation or any incremental efforts. By definition it is an area that is prime for disruption.

There are a number of disruptive forces attacking IT Management today, not just the movement to the Cloud, which is primarily an infrastructure play. Other forces include; Big Data & Analytics, IoT, Mobility, IT Service Management, Cyber Security to name several. All of these have created a “perfect storm of disruption” for current CIO’s and IT Managers to contend with. Given that the majority of IT Leaders have grown up in a culture of building and maintaining applications and services within small to large enterprises it is no surprise that they are ill equipped to contend with the idea that their familiar world being turned on its head, in many cases by their own customers and not just by external forces in the IT vendor community. Change of belief sets and behaviors while under the duress of Disruption is not easily achieved, much less comfortable for any Leader. It requires abandoning much of what they have learned and experienced along the way and embracing new Leadership disciplines on the fly. As a result we have seen many IT Leaders exhibit a form of knee-jerk behavior where they are creating new “czar like” roles within their organizations to focus on data, analytics, security, technology, etc. while they wrestle with the complexities of disruption. This approach can provide some short-term relief from but creates leadership anarchy over time as these czars lobby for power and control.

What is required are true Transformational Leaders in IT during this time of disruption as the organization moves from a solutions-driven paradigm to an outcome-based one. In a majority of cases these leaders will come from outside of IT, with many having different career backgrounds and industry sector experience. All will have zero investment in the status quo and will be merciless to those who remain invested in it.

Leading IT in the Age of Disruption requires new leadership skills, few of which can be taught, most being learned by surviving previous waves of upheaval. Battle tested leaders and not IT bureaucrats will lead outcome driven organizations in the near future. Be prepared.

 

Some Parting Thoughts:

The IT Organization of the Future is one where services are delivered in support of strategic, tactical and operational outcomes. These services will be transparent to the organizations’ infrastructure and independent of its business model, with little interface to what many call “the legacy estate”. Few expect to see the large IT organization as it is constituted today, it having been replaced by a relationship model driven by facilitators and business advocates.

Becoming a Disruptive Leader is not a straightforward journey, no matter your background. It requires the embrace of wholesale change, the nurturing of innovative thinking and behavior and the management of outcomes rather than resources. It requires a personal transformation that many will choose not to make.

[1] A permanent or long-lasting thing.

In Business Transformation, Information Governance, Information Management, Leadership , , , ,
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Transformational Leadership for Big Data & Analytics Success – Part 2: Establishing Top-down Accountability

July 11, 2014 — 2 Comments

In my last posting I outlined a pathway for Transformational Leaders to use in achieving pervasive Big Data & Analytics success within their organizations. In this installment I am going to focus on the specifics of Top Down Accountability by the entire Senior Executive Team as it leads these transformational efforts.

In spite of all the punditry regarding new management paradigms & leadership structures, the vast majority of all Public, Private & Non-Profit organizations remain hierarchical in structure and cultural behavior. This fact cannot be ignored when establishing both the Strategy for Big Data & Analytics Transformation (BDAT), as well as its execution plan. It is essential to success and If you choose not to leverage this dynamic or try to run counter to it you will fail to achieve any outcome of substance in my viewpoint.

The Senior Executive Team (SET) within each organization is typically organized around major functional elements of the operational model utilized. Strategic direction comes from the CEO & the Board and cascades down to the accountable Executives tasked with its execution and the successful realization of its outcomes. This well established dynamic becomes the means by which we truly transform legacy decision making (from gut-based to fact-focused), insights (minimal to maximal) and analysis (from backward-looking to predictive) to create a true analytics-driven enterprise. In this model, each Executive manifests Strategy Execution by using Big Data & Analytics pervasively across their domain of Accountability to maximize Outcomes. Responsible subordinates drive this down the hierarchy and embed it further into all of their Tactical & Operational endeavors with alignment horizontally. Front-line workers leverage & exploit the Organizations’ Big Data & Analytics operational activities daily.  To achieve this level of pervasiveness, all Senior Executives, subordinates & staff members must be fully committed to successful execution of the Strategy and competent in all the relevant aspects of the data & analytics which intersect with their area of responsibility. This cannot be delegated to  a 4th-level subordinate squirreled away somewhere in a cube who “gets it”. They all “must own it” and rise to the challenge through whatever means are available.

As mentioned previously mentorship, change management and formalized educational activities should be brought to bear in order to bootstrap all Accountable and Responsible Executives, Managers and Subordinates. This represents a major up-front investment by the Organization in the success of the transformational strategy and is a benchmark as to their true commitment to achieving its outcome.  Relying on Competency Centers, Centers of Excellence, Data Scientists, Chief Data Officers, Chief Analytics Officers and other proxies just will not cut it. If Enterprises are going to be successful with Big Data & Analytics then the Senior Executive Team must “walk the talk”. Nothing less will do.

This is clearly a major challenge & undertaking for the current generation of Senior Executives and a great number of their subordinates, but is should not be for the generation to follow. We all (Educators, Consultants, Advisors, Vendors, etc.) must work these transformational enterprises to insure that they develop the deep acumen and competencies within these future business leaders that we intersect with in our endeavors. We can no longer exclusively devote our time, energy and resources to those in the technology department as they are neither accountable or responsible in this future model. Their voice has been diminished and will not be heard at all unless they become more relevant to the more strategic conversation. For more on this see my July 2014 Information Age article (http://bit.ly/1sU3yol) on Leadership during the time of disruption.

In the end, No Enterprise will ever transform itself into a Big Data & Analytics Success unless the process is owned and executed by the Senior Executive Team from a top-down perspective. IT is powerless to achieve this outcome and it is delusional to think otherwise. The current generation of Senior Executives know their business models, competitive environment and organizational cultures well, but are hamstrung by the lack of formal education and competencies in Big Data & Analytics. This can be overcome with our assistance, but we should not lose sight of the end game which is the next generation of Transformational Business Leaders.

In the Final Installment on this topic (for now) I will focus on “Organizational Design & Cultural Adoption”. Stay tuned.

RL

 

 

 

 

In Big Data, Business Analytics, Leadership , , , , , ,
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July 2014 Editorial Calendar

June 29, 2014 — Leave a comment

July is shaping up to be a busy month in terms of Editorial that I will be pushing out.

Below is a handy reference:

July 2nd – IBM Big Data & Analytics Hub – The Privacy Corner: – “Data brokers: Just how much should they know about you?” – http://ibm.co/1j9vXNK

July 3rd -16th – IBM Developer Works – “Champion Spotlight” – (http://ibm.co/1j2NyfB)

July 11th– InfoMgmtExec.me Blog – “Transformational Leadership for Big Data & Analytics Success (series) – Part 2.- “Top Down Accountability”

July 15th – Information Age – July 2014 Digital Issue – “Leadership in the Age of Disruption” – (http://bit.ly/1sU3yol) http://www.information-age.com

July 23-25th – The 8th MIT Chief Data Officer & Information Quality Symposium (Cambridge, MA) – Live Commentary Twitter: InfoMgmtExec & Daily Blogging: Infomgmtexec.me

July 20th– InfoMgmtExec.me – “Transformational Leadership for Big Data & Analytics Success (series) – Part 3.- “Organizational Design & Cultural Adoption”

Week of July 21st: Live Blogging from MIT Chief Data Officer & Information Quality Symposium

End of July – August & September: IBM Big Data Hub – The Privacy Corner: “Privacy & Social Experimentation”, Information Age (September Issue): “The Data Leadership Nexus”

 

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June in the PNW

After a very long journey back from the UK including sleeping on a bench in Terminal 6 at LAX (along with many other Stranded Passengers & Generally Homeless Folks) I am now back in Washington where Spring has finally arrived in all of its glory (you can just see Mt. Rainier in the background, a barometer of good weather here). It is a welcome sight given how grim it was when I left at the beginning of May.

I begin my summer with a flurry of activity including; two pieces for IBM this month; 1x for the Big Data Hub Privacy Corner on “Privacy, Big Data & Analytics: A Perfect Storm” (http://bit.ly/SAC9qX) and 1x on “Attaining Big Data & Analytics Literacy” for the IBM Data Magazine (due sometime soon) and the roll-out of the digital version of my Information Age article “Why you still don’t need a Chief Data Officer” appears.

I will be following these up with new pieces on Privacy, Analytics Leadership and a no doubt controversial piece with a working title of: “What do Chief Data Officers and their Advocates do besides attend conferences, engage in shameless self-promotion and search for Unicorns?” Stay tuned for updates on these.

One of the highlights of the Summer will be the MIT CDO & Info Quality Workshop in Cambridge in late July where I hope that we can have a “CDO Throw-down” to liven things up. I will be reporting live from this event which should be a great build up for the Information Age “Data Leadership 2014” Event in London this fall.

Cheers & Ta for now.

RL

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