At the end of the day, it's a different environment to be in a family business, in our family business ... we do take a long-term view of what we're trying to do and we can make commitments that are not fundamentally, solely based upon the financial reward and return.
Those principles really bring us together.
Beyond that, I think I would say to ensure that you set up the appropriate governance structures so that you don't have every individual thinking that they have the right or the mandate to make decisions for the business.
Every family is different, and every business is different. But those are some of the key building blocks to keep in mind.
The biggest transformation that we're continually pondering is our portfolio transformation.
It's incumbent upon us to perpetually think about the changing nature of consumers behaviors, not only in terms of what they want to buy, but where they want to buy it, and how they want to be told about it.
In terms of digital, one of the biggest opportunities, and the thing that we're most proud of in terms of what we have, is our brands. Our brands are known around the world, loved around the world, and used by people on a daily basis.
Addressing climate change is not only necessary for the health of the planet, but absolutely for business.
We're fundamentally an agricultural company in that we buy raw materials and, obviously, turn them into brands and products that people can eat. And to that end, farmers are facing very real, significant issues in terms of the threat of climate change, particularly in terms of weather patterns.
We all have an impact, and the goal is to minimize our impact, whether that's as an individual or as a corporation.