2. Even though Partridge's group arrived at the structure by incrementally solving individual issues (managing OEMs, adding end-users, avoiding becoming an investment manager, etc.), one could see it as a structure that separates strategic issues from financial investment issues. That is, in the final structure Intel vets investments on strategic issues, and Morgan Stanley vets investments on financial return issues. Do you agree? Is this a good solution to the generic corporate venturing tension between strategic imperatives and financial return imperatives?