8 tremendous scale. We can instead focus on building great applications for our customers. That's where we can make a difference-not building data centers or running our own private cloud. That has enabled us to move quickly and nimbly while some other big banks remain mired in their own kind of internal infrastructure challenges. A CULTURE OF OWNERSHIP O ur move to DevOps has been another aspect of our continuous transformation. It's partly about automating how we build software from development to deployment. But it's also enabled a very important shift to a culture of ownership within IT. By bringing development and operations together, our software engineers now own their code all the way through production, which creates powerful benefits. They're able to quickly resolve issues that arise because they're no longer throwing their work over a wall to operations. We're also moving our operation teams upstream and integrating them into the development teams. DevOps has opened everyone's eyes to the importance of code quality and delivery and what it takes to develop systems that can run at scale reliably in a very demanding environment. There are employee satisfaction benefits to DevOps, as well. People like working in an environment that operates with a high degree of efficiency and turns out great capabilities and software products for our customers. As a leadership team, we're telling our entire organization that this is what IT success looks like. And every part of our organization-every team- is working toward that goal. AN EVOLVING INDUSTRY T here's an incredible amount of activity and innovation going on in the world of new technology for financial services, particularly with fintech startups. There's a recognition that the world of financial services and technology are converging in very powerful ways.