OK. And...and that's probably the primary reason for functional organization right there―is that we want some engineering consistency.We want the same kind of technology used in all four cars.If we disperse those four engineers into four parts of the organization and they work by themselves,there's a lot less chance that the technology's gonna be the same from car to car.So instead we maintain the functional organization―that means the engineers work together in one part of the building.And their offices are next to each other because we want them to talk to each other.When an engineer works on a project, they bring the expertise of their whole functional group with them.But there's a downside of that though, isn't there? I mean, organizing a company into functional groups is not all positive.Where's the allegiance of those engineers? It's to their coordinator, right?It's to that chief engineer. But we really want our one engineer, the engineer that's working on car number one,we want that person's loyalty to be to that project as well as to the head of the engineering group.We...we really want both, don't we?We want to maintain the functional organization, so we can maintain uniformity and technology transfer, and expertise.We want the cutting edge expertise in every group.But at the same time we also want the engineer to be totally dedicated to the needs of the project.Ideally, we have a...a hybrid, a combination of both functional and project organization.
