We've actually set the tech priorities driven off what we want to build for customers and what they're asking us to solve, and that's how it's going to be, and that is a cultural tension even today because we actually want some of both, we want ownership.
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So, what I think, sometimes a pure tech company can underestimate is the importance of culture, the importance of a purpose.
Customers want to save money and time and have the broadest assortment of items, and we think that by bringing e-commerce and digital capabilities together with the stores, we can do things that a pure e-commerce player can't.
E-commerce had become so big and the plan was moving along such that you can't undo it now, you can make it better, you can plus it up, you can find some synergies and remove some of the older problems we had of the separation, but it created some newer problems and some complexity on how you actually integrate a supply chain, for example.
Looking ahead, we will compete with technology, but win with people. We will be people-led and tech-empowered.
We need to learn how to become a digital enterprise, but we understand that we're a company made up of 2.2 million associates, and that human interaction in the future will matter.
By the time we got to 2020, we had leaders that had a stronger digital acumen, e-commerce set of capabilities and beliefs.
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