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<v ->You called your strategy, if I'm correct,</v>

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stronger, bolder, and simpler.

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How do you leverage Teva's organization,

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the talent you have, to make this a reality?

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<v ->It's a great strategy,</v>

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but I think most strategies fall down

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when they come to implementation.

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And the implementation comes down

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to a bit of governance process,

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but the key thing is people.

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So do we have the quality of people

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and the capability within our people at Teva?

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And I think the thing we've done particularly well here,

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if I may say so,

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is we've developed this strategy within Teva,

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within our executive management,

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and the people below that have done that hands-on.

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So you'll see on our strategy

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the fingerprints all over it are Teva employees.

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Now, that is critical because they really believe in it,

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they've built it, they own it.

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My belief is when we come to execute this,

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they'll execute it

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with the same passion that they developed it

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because it's theirs.

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And the other thing is,

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it makes a lot of sense to simplistic terms.

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It's, we've designed it to such a level

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that we know exactly what we need to do

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each quarter of each year and each year.

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So we're transitioning from a strategic plan

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into an operation plan.

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And I think that will give the people

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and the employees of Teva a real grasp

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of what they have to do

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and an understanding why and the impact it will have.