of a business that doesn't have some technology content where the business manager is not making technology investments themselves, and they have to understand how to manage the IT in their business as a business. So this is a real bigger, bigger picture, and the other thing if you start looking at what's going on continually in the world of business, in the '80s and '90s, the '90s in general, we saw lots of industry consolidation and good stuff like that going on, mergers and acquisitions are, the pace is still there, we still hear this in the news, we're watching this year AOL/Time-Warner, and VIACOM/CBS and Chase and JP Morgan, all these things going on. You can't merge without having the right investments in IT either, so it's a really wild picture and just to sort of summarize this statement, we've gone through a history of sort of what I call IT being managed as a fission reaction, where people put money in as a cost got critical mass and now we're going to a world of running IT as a business within the business, in all aspects of the business, and this has to be a cold fusion reaction, no heat generated, seamless, and generating massive leverage from the business down to the lower infrastructure.
Dekkers: Right, and that's a very interesting way of putting it, from heat fission into cold fusion, that's going to come to bear I think with a lot of people that are listening and a lot of people that maybe have science backgrounds. This is an interesting way of looking at it. Jill Scott of Florida sent us in a question that I'd like to pose to you, and I'll pose her question in a little bit different way. She asked..."On the StickyMinds radio show page, it mentions briefings you provided to the Clinton Administration. What information were they looking for, what was their interest in software metrics and economics" and I'll just add to that and say this portfolio management, running IT like a business, is that something that you provided as well to the Clinton Administration?
Rubin: The Clinton Administration, the briefings and information that I was providing to both the President and Vice-president and actually the e-commerce working group committee that I was part of, focused on really three levels of things. It started in 1995, when through the worldwide benchmark activities, we were looking at the world IT labor, labor markets, and in fact when I first met the President in '95 my comment to him is that...he is a big student of history and understands, I guess the cliché of how history repeats itself...and I said "Look what's going on in the software world, not to say this is good or bad, but the piecework is going offshore like the textile industries and SAP, and the large premium packages were coming in from offshore, and the US didn't have a good understanding of the global software and technology economics, number one, and number two, they didn't understand their labor competitiveness and a lot of information on that, and that sort of spawned a good part of the IT labor convocation stuff that was run by the ITAA. The next thing beyond that in terms of technology and technology competitiveness has come in, things I've been doing on the...my new global new economy index, if anyone is interested in this, you go out to www.metricnet.com. That's where all our data is housed and the global new economy index concept was that fundamentally the economists, department of commerce, department