[MUSIC] So, there we are again. The pyramids, the three levels of culture. Have you analyzed it? We're you able to map your observations for Rijk Zwaan to some of the levels of the pyramid that we just saw? Let me give you some examples, and, obviously, these are only a few. So it may really well be that you may find many more elements from the Rijk Zwaan company movie than what I'm going to tell you now. But I think for the observable artifacts, maybe some of you have written down that looking into Rijk Zwaan, coming there, we would probably see cooperation. We would see people being optimistic, having fun, celebrating company milestones, personal milestones, communicating, working together. All in all, being very cooperative. You agree? Do you have additional elements? Now if we go one level down and we go to the espoused values, here I think we can see things like honesty, reliability, respect for each other, working together personal initiative. These are the type of things that people within Rijk Zwaan value. That they find importance as guiders for the behavior that we see, also it has some sort of normative dimension. So what you will also see that if people would deviate a lot from these type of values, let's say, something may happen. They may be pointed to it. They may be socialized into a different way of behaving. But let's get to that in a minute. First of all, let's discuss now the basic, underlying assumptions. What's guides these values and then this behavior. I think for the underlying assumptions, we could see a few, it's more implicit, usually, as I mentioned. But I think here in the company video of X1, we nevertheless we could see some very interesting underlying beliefs about why people act as they do. For example, I think one underlying assumption would be that people want to help others and contribute to others. And that a personal sense of happiness is coming from that. This is a really fundamental underlying belief which shapes and which fuels values of honesty, collaborating, respect for each other. A second one could be everyone is equal and has something to give to this company. This is a really basic underlying assumption, and my bet would be, if we would go to Rijk Zwaan, and we would tell them, this is the basic underlying assumption. We analyzed your culture. Would people be very aware of it? Would people find it very special? My guess would be that people would say, well, but isn't that self-evident? That's totally logical. Of course, this is how it looks like. So you see already there that culture is something if you're inside it, you may not even realize how special it is. Whereas, let's say, if you come from a culture where people are very competitive and there is a focus on money only, there isn't very more individualistic setting, people entering Rijk Zwaan they would immediately see what is special about this organization. So, you see here the cultural framework outlined along the dimensions of Eds Schein's three levels of culture model. And what we see here, is that we can just get a little bit more of a detailed understanding of what is a culture. [MUSIC]