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So the biggest challenge we have right
now is what I call hyper-specialization.

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So while individual pockets of knowledge
are getting deeper and deeper,

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finer and finer, and people are really becoming
super-duper subject matter experts

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and domain specialists in their own areas,
when you think about the opportunity I described,

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which is how do you bring it together,
it becomes a difficult task to manage.

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So one thing I definitely say is
that this notion of how do you bring

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people together to share knowledge,
to build these communities of practice,

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to build these professional networks where
knowledge acquired in one domain can not

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only help that domain, but can also
transfer over in an effective and

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efficient way to help other domains.

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That's truly the opportunity,
but that's also truly the challenge.

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I'm one of those people who truly
believes that technology is a solution to many things.

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It's a necessary condition,
but certainly not a sufficient condition.

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Culture is a big part of it.
I think that we need to have a

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organizational dynamic where people feel
comfortable in sharing knowledge,

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people feel comfortable in working together.
This has to do with not just culture

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in terms of the interpersonal bonds that
people feel with each other,

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but also having proper, for example, let's say
incentive structures, compensation, pay,

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things like that.

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So it's truly not just
a technology-only solution,

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it's technology plus a human solution.

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So I think that my view of the world is
nobody knows everything

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and everybody knows something.

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So the reality is that even though
we have a lot of experts in our department,

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in the federal family we
have lots of experts on a lot of things,

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the private sector also has a lot of
domain experts, subject matter specialists

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in their own areas.
So for sure, I'm very open to the notion of

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collaborating with innovative partners
from outside and has to be... could be companies,

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also could be academic
institutions, research centers and the like.

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Really here the main thing is for
everybody to know what their competency is.

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Nobody is an expert in
everything and really where I find that

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we generate the truly win-win
relationships is where everybody knows

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what their competencies are,
but also what their limitations are.

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And as long as there's enough overlap
for them to collaborate

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I think it can be a truly
success story for collaboration.

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I found it to be very helpful.

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I notice that my EnerCan colleagues
are in the mix here.

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I also look around and I see a
lot of my federal family colleagues,

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lots of booths, lots of interaction,
lots of activity.

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Also, what I like about
this format is

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that it wasn't so much just a discussion
or a presentation

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where people are talking
just at the audience.

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There was a lot of
participatory nature,

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there was a lot of engagement
from the audience,

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so I really found this
to be an interesting event.

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Like I said, going back to
my original goal of collaboration,

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lots of opportunities for
people to meet and network,

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lots of opportunities for people to come
together to share knowledge and

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ultimately build these long-standing
communities of practice, which ultimately

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can help elevate everybody's
collective game.