always hear with kids is that kids will rise to your highest level of expectations. So if you expect them to get Cs in school, they'll get Cs in school. If you expect than to get As in school, you turn around and, wow, they're getting As in school. Is it kind of a matter of expectations? That if you expect to get to level 4 and 5, you do? Or is it a difference in culture, do you think, David?
David: Well, I think there's a big cultural component to it. I think there's a big marketplace component to it. I think in some cases, too, that maybe the work force is perhaps more accustomed to a disciplined process, or is more accepting, perhaps, of a disciplined process. And so is eager to move on. And I think the other aspect of this that sort of works with that, is the notion that the Indian government and software industry have decided to make a very conscious effort to become recognized in the software world. And have latched on, if you will, to CMM-based software process improvement as one way of gaining recognition, and through that recognition, hopefully gaining market share. One thing that occurred, or one notable event during the conference was actually the close-out of the conference. And it was done by Dr. Kohly, I hope I got his name right, but he was the former president of Tata Consultancy in India, and Tada is an enormous organization there, and their consultancy services is basically their software arm. And he talked a little bit about the positioning of the Indian software industry, and he made an interesting analogy, which was I think perhaps along the lines of your statement there Carol, about trying to encourage people, because although there was sort of a celebratory mood, let's say, within the conference, and within those attending from the Indian software industry, he said, "You know what? We in India are earning..." And I'll make up the numbers, but let's say they have captured maybe 3.5%. It was something, it was less than 5% of the worldwide software market. "And we have a billion people in India." He said, "You know, the Israelis have about 2.5% of the worldwide software market, and they have 3-1/2 million people. So before we get too exuberant about our performance and our result and our focus and progress in software here, maybe we should stand back and really take stock of where we are and what resources we actually have to apply and how well we're actually doing." So he was kind of providing a little bit of sobering, if you will, to the crowd. And I think as you said, laying out a challenge for those in attendance, to say "we need to expand the kinds of software we're developing, continue to make a name and attracting revenue and business into the country." And I think a lot of what they have done has been primarily in the IT arena. Perhaps less so in some of the more emerging kinds of technologies, you know, mobile networks and things like that.
Carol: Right. When you were saying, it just kind of hit a chord, when you said that these companies are so new, it kind of rang an analogy with the voting that we had happen here back in November, where the newer states had the most advanced voting mechanisms, and the older states were still using a lot of old things. And what hit me about what you said about India having these new