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Gamification & Education to Nurture Intrapreneurship at Enterprise


Digital intrapreneurship: prospects and challenges

1.    Digital intrapreneurship: prospects and challenges

1.1 Introduction. What is digital intraprenership? 
1.1.1 Digital transformation
1.1.2 Definition of intraprenership
1.1.3 The intrapreneur    
1.1.4 Intrapreneurship models
1.2 How to support digital Intrapreneurship
1.2.1 How to find Intrapreneurs
1.2.2 Intrapreneurial culture
1.2.3 Practical activities
1.2.4 Sponsors

1.3 Reccomendations and tips for intrapreneurs. Do's and Don'ts
1.3.1 General tips
1.3.2 Do's and Don'ts

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ICT tools for intrapreneurship

1.    Module name: ICT tools for intrapreneurship

1.1 ICT tools for time management
1.1.1 Benefits and gaps
1.1.2 Time management tools    

1.2 Task managing in teamwork environments
1.2.1 Designing your own team strategy
1.2.2 Implementing your own team strategy

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Personal development and intrapreneurship: growing self-awareness and mindfulness

1.    Personal development and intrapreneurship: growing self-awareness and mindfulness
1.1    Characteristics and benefits of intrapreneurs
1.1.1    Individual characteristics of an intrapreneur
1.1.2    Personal development as a precondition
1.1.3    Benefits of intrapreneurial behavior for employees

1.2    Strengthening mindfulness for developing intrapreneur
1.2.1    Definition
1.2.2    Effects
1.2.3    Development and practice
1.2.4    Integration in daily life & work

1.3    Strengthening self-awareness for developing intrapreneurial 
1.3.1    Definitions and characteristics
1.3.2    Phases of development
1.3.3    Integration in daily life & work

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Intra-organizational communication and team management

1.    Improving intraorganizational communication to strengthen the intrapreneurial culture
1.1.    Definition & techniques
1.2.    Frequent exchange
1.3.    Culture of feedback
1.4.    Transparency of visions, goals and requirements
1.5.    Benefits of fostering intrapreneurship for your company

2.    Improving team management as a precondition for intrapreneurial behavior
2.1.    Leadership style
2.2.    Organizational development
2.3.    Appreciation
2.4.    Different generations

3.    The PDCA cycle as a tool for implementation good communication and team management 
3.1.    PDCA cycle and its phases
3.2.    Example for using 

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Intrapreneurship hope, hype and reality: Discovering intrapreneurs within organization

1.    Discovering intrapreneurs within organization
1.1.    How to encourage intrapreneurship?

2.    Intrapreneurial traits
2.1.    Part 1: Innovation + flexible
2.2.    Part 2: Intellectually curious + persistent

3.    Characteristics of intrapreneurs
3.1.    Dynamic
3.2.    Developers of ideas
3.3.    Drivers of change
3.4.    Determined
3.5.    Dedicated
3.6.    Diligent

4.    Identifying intrapreneurs

5.    Benefits of intrapreneurship    

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Striking the balance: Resource and time management within intrapreneurial MSMEs

1.    Organizational conditions influencing intrapreneurship 
1.1.    Management support
1.2.    Open communication channels 
1.3.    Job discretion and autonomy
1.4.    Rewards and reinforcement
1.5.    Appropriate time and resource supply

2.    Managing intrapreneurs 
2.1.    Managing innovative employees
2.2.    Intrapreneurship as a distinct system
2.3.    Transitioning to intrapreneurial system
2.4.    The mentor
2.5.    Challenges
2.6.    Remedies

3.    Strategies for intrapreneurial management
3.1.    Behave like a mentor, not a manager
3.2.    Give the team your trust but agree clear goals 
3.3.    Agree clear goals, give the team your trust
3.4.    Let them make their own mistakes
3.5.    Hold intrapreneurs accountable

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Pitching to your boss: Idea presentation and support gathering

1.    Idea pitch and its structure 
1.1.    What is an idea pitch?  
1.2.    Benefits of pitching an idea
1.3.    Types of pitches

2.    Development of an idea pitch
2.1.    Preparing your pitch
2.2.    Practice your pitch
2.3.    Strategies for pitch success    
3.    Delivering an idea pitch 
3.1.    Presenting your pitch 
3.2.    Body language and voice in your pitch
3.3.    Dealing with pitch failure

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Innovation management in intrapreneurial organizations

1.    The concept and nature of innovation management 
1.1.    The concept of innovation
1.2.    How are innovations created?
1.3.    What is innovation management?

2.    Factors to consider in innovation management 
2.1.    Creativity vs. stability
2.2.    Uncertainty and search for knowledge
2.3.    Internal processes

3.    Key individuals, tools and methodologies in innovation management 
3.1.    Key individuals in innovation management within organization 
3.2.    Key tools and methodologies in innovation management within organization

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Making things happen 1: A user guide list of triggers to nurture, evaluate and reward entrepreneurial attitudes and sense of initiative

1.    DOs and DON’Ts
1.1.    Lesson from history – Animal Spirits
1.2.    A critique – Do Animal Spirits really work for entrepreneurship and sense of entrepreneurial attitude?
1.3.    Inspire and motivate!...or maybe not? – Intrapreneurship does not work for all…
1.4.    Watch out for the traps – Slaloming through common inhibitors and barriers to intrapreneurship
1.5.    No short term vision allowed – Waiting for the plant to flower…
1.6.    Build a system that is here to stay – Practicing endurance and resilience
1.7.    Magic formula is the no-magic formula – Embrace uncertainty…within some extents

2.    A renewed managerial approach 
2.1.    Support and sponsorship – An open and fluid culture to foster intrapreneurship
2.2.    Self-awareness and self-efficacy – Exploring the ways ahead
2.3.    Incentives... not of financial nature
2.4.    Rewards… of financial nature 
2.5.    Resources – Knowledge capital, time and margins for errors
2.6.    Communication... for quality assurance and strategic planning
2.7.    Processes – Decentralization and delegation

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Making things happen 2: Intrapreneurial attitude, conflict and change management within MSMEs

1.    Intrapreneurial attitude
1.1.    Definition
1.2.    The 4 principles of intrapreneurial attitude: relation to the organization, satisfaction, motivation and intention

2.    Change management
2.1.    Definition
2.2.    Change management models
2.3.    Implementing change in your company

3.    Conflict management
3.1.    Definition
3.2.    The Harvard Model
3.3.    Exercise

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A user guide introduction to the AARRR! funnel

1.    Brief introduction to the Pirates’ funnel aka AARRR! model
1.1.    What is the AARRR! Model about? A quick introduction to the Pirates’ funnel 
1.2.    The AARRR! for intrapreneurs – Why even bother… 
1.3.    The AARRR! Model in its core essentials – Five steps for metrics’ measurement 
1.4.    Slight variations largely applicate & valorised into practice – The AAARRR! Model
2.    Core stages of the Pirates’ funnel aka AARRR! model
2.1.    Acquisition – The lead stage
2.2.    Activation – Stimulating further the lead contacts
2.3.    Retention – Nurturing customer loyalty
2.4.    Revenue – Time to make profit
2.5.    Referral – Triggering the word-of-mouth effect and positive externalities

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When the company Trust-u

Banco Bilbao Vizcaya Argentaria (BBVA) is a Spanish multinational banking group. It is one of the largest banks in Europe and operates in more than 30 countries worldwide. BBVA is always looking for innovation: every year it organises a financial technology competition (the BBVA Open Talent) to fund the best fin-tech start-up with 100,000 euros. BBVA, however, also seeks innovation within the bank itself: its intrapreneurship policy has led to the emergence of several start-ups. The Spanish banking group has several programmes to promote entrepreneurial skills among its employees, so it is a fertile ground for intrapreneurs who want to have the opportunity to develop their ideas and projects in a safe, yet stimulating environment. BBVA promotes and finances several projects, whose ideas often originate from employees or internal offices, some of which culminate in the birth of new internal start-ups. An example is Trust-u, a start-up launched by the Spanish banking group in 2018, specialised in SME financing. Trust-u is an initiative born thanks to the team of the New Digital Business area to help SMEs in their early stages of development. Thanks to Trust-u, in fact, companies with less than 30 months of creation will be able to apply for alternative financing to traditional bank financing, which would otherwise be difficult to obtain, precisely because of the company's short development.

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Virgin Atlantic – billion-dollar herringbon

Wanting to upgrade the company’s premium flight spaces, Virgin tycoon Richard Branson, surveyed an army of designers on overhaul proposals to keep an edge on the competition. Despite receiving a huge range of proposals, the leadership at Virgin weren’t entirely convinced, so they decided to give an opportunity to one of its young employees, Joe Ferry, who repeatedly claimed to have a solution. Tasked with such a career-defining assignment, Ferry was given freedom and a great deal of resources to match the trust that was put in him. The results didn’t take long to arrive: the signature herringbone disposition of Virgin sleeper suites. These suites were received with enthusiasm by this big-spending tier of customers, which translated into a great boost to the brand’s prestige and its revenue. But above all, it was such an agile, daring move that enabled Virgin to stay ahead of the competition, setting a new standard that would last years. When thinking about hotbeds for new ideas and products, people tend to think about nimble, fast-iterating start-ups, often disregarding the talent already working within the company. Ironically, it is because of this that intrapreneurs shine: they can be heard, managed and supplied more easily as well as being already committed with the organization and its values.

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Vimeo: An Intrapreneurship Example of Business Model Innovation

Vimeo An Intrapreneurship Example of Business Model Innovation       Vimeo is an exceptional example of how an Intrapreneur, Anjali Sud, transformed its companies’ business model inside out and went from being the Marketing Director to the CEO of the company. Increasing sales by 54% in a year, Anjali Sud changed the struggling online video platform to a successful SaaS business.   The Story Behind Vimeo was a smaller and in some way cooler cousin to the online video platform YouTube. The platform attracted 100 million unique visitors per month, focusing on a more sophisticated video offering targeted to a more savvy and influential audience. When Anjali joined, Vimeo was losing money, with annual revenue under $40 million, and was looking to build a subscription service to rival the likes of Netflix and Amazon Prime. However, Sud had a vision for the company’s future not in Hollywood hits but Silicon Valley plumbing. Her plan was to shift its focus from entertainment to entrepreneurs. At this time, Sud was the Director of Marketing and understood the opportunity to offer a one-stop platform for businesses to shoot, edit, store, and distribute video, akin to what Squarespace had done for websites. Intrigued by the idea, and willing to explore a potential alternative avenue for the future of the company, Joey Levin, Chief Executive at Vimeo, gave Sud a small team to test her idea.   The Outcomes This gamble paid off. In Q4 2020, Vimeo posted sales growth of 54% YoY and net subscriber growth of 25% QoQ, which led it to raise $450 million over two funding rounds in the last year alone. As a consequence, Vimeo shut down the subscription video streaming division in 2017 and made Anjali Sud the CEO.

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Three chronological steps toward encouraging intrapreneurship: Lessons from the Wehkamp case

Wehkamp started in 1995 with their first online experiments but at the same time the business stagnated because of the old business model “associated with catalogue sales due to continuous incremental improvements and a high focus on efficiency”.  In conclusion, strict procedures and rules to increase efficiency can hinder intrapreneurial behavior, because such a behavior means to go against established and accepted ways with radical innovations; formalization, control and hierarchy vs. autonomy and intrapreneurial behavior.   The result of this analysis by Deprez et al. is that a model-based system is important for establishing an innovative culture, a model-based system described below:   Phase 1: intrapreneurship of a few First, in front line employees can observe shifts of the markets, e. g. changing customer needs, and could find solutions. They are very important sources for finding innovative solutions. For finding and establishing innovations an increasing level of autonomy and decision making is needed. These can be given by team leaders as well as foster his or her self-initiative. The feedback on what is going on with his or her idea and the offer to keep on working on his or her idea is essential for the motivation and can facilitate further ideas. Finally, it is necessary to define why the organization wants to increase intrapreneurship and with how much capacity.   Phase 2: using turbulent times to instigate intrapreneurship in the many It is necessary to emphasize that intrapreneurship is desired and why this should be established. The top management can do pioneering tasks and promote intrapreneurship as well as the desired behavior of the employees. Lower barriers and less formalization for communication and presenting ideas can foster proposing ideas. A fair culture also gives effort to intrapreneurship. Intrapreneurs would like to be dealt humanely and fair.   Phase 3: maintaining the intrapreneurship of the many A lot of research is about figuring out which organizational factors can support intrapreneurship. There are five key organizational factors for enhancing intrapreneurship: “autonomy, rewards, time availability, management support, and boundaries placed on the scope of an initiative”. Time availability does not mean a specific time allocation, but an invitation to use leisure areas for meeting others or mental downtime. Rewards can be bonuses or indirect rewards, such as celebrating a company's success together.    

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The Intrapreneurship Program — unleashing new talent at TEB

  TEB's Intrapreneurship Program, introduced in 2014, encourages staff to work on the bank's strategic problems, such as digitizing its financial services, to give them the push they require to come up with original ideas in important areas. The intrapreneurs oversee the development of their initiative from beginning to end if it is chosen. They manage feasibility studies, finance, concept creation, and even a pitch to a panel of experts. With 336 candidates in 2017, an increase from 156 in 2015, the program is growing more and more effective. Every year, the Program finalists come together for TEB's Hackathon, which is intended to speed up the internal innovation process, an opportunity for intrapreneurs to collaborate with other TEB staff members and start working on their concept. All project stakeholders—IT, legal, operational, and other teams—work with the intrapreneurs over the course of two days to advance their projects and identify areas for development using a variety of methods.  In addition to the Hackathon, staff members take additional courses in design thinking, problem solving, and pitching to broaden their skill sets and foster their entrepreneurial abilities. Finalists then deliver their presentation to the Jury, which is made up of management personnel and outside specialists, at the end of program. Each winner is given a sponsor, who will guide the intrapreneur through every stage of creating their project. Winners then finish their training by traveling to Silicon Valley and taking part in sizable innovation-focused events as they wait for their product's official launch and the beginning of another success story.

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Gmail: From a spark that lead to a billion-dollar product

The heart of Google's business is innovation. Their renowned 20 percent time policy, which permits employees to devote roughly one day each week on initiatives outside of their areas of responsibility, is a significant feature of Google's creative workplace environment. By doing this, Google inspires its staff to act as intrapreneurs and think creatively. The majority of the time, Google employees who work on 20% of the projects team up with others to launch an internal start-up. Gmail is one of the most well-known and effective examples of this strategy. Paul Buchheit, a Google employee, had the initial idea to broaden the company's offerings by creating a web-based email that could double as a search engine. Even though, the majority of employees in the organization believed that from a strategic and product standpoint, this was a horrible idea. But when Google co-founders Larry Page and Sergey Brin made the decision to sponsor Paul's initiative, all concerns were put to rest. Due to this, Google's Gmail was introduced in 2004 and quickly became the company's first iconic offering since the launch of its search engine service in 1998. More than 1.5 billion consumers are currently using Gmail on a daily basis. From a small internal experiment, it has grown into one of the core services of Google's product line. This is a great example to show that keeping an open-mind and supporting innovators with management support can achieve marvelous results.

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The Founder Institute's One-Sentence Pitch Format

The Founder Institute is an American business incubator headquartered in Silicon Valley with offices in 95 countries. Its mission is to empower communities of talented and motivated people to build successful technology companies around the world. Since 2009, the Founder Institute's structured accelerator programs have helped more than 6,500 entrepreneurs receive funding totaling more than $1.75 billion. The Founder Institute recommends using the simple one-sentence pitch format, and it a great example of how a company can explain its business simply and effectively: "My company, [company name], is developing [a defined offering] to help [a target audience] [solve a problem] with [secret sauce]." The defined offering must be short, simple and understandable for everyone, such as "a mobile application". The defined target audience is the first group of people to whom you will market your offering, e.g. "women between the ages of 25 and 35". The problem needs to be something that everyone understands, e.g. "reduce the time it takes to pay bills". The last component, the secret sauce, adds your unique approach to solving the problem and shows that you are in control of the market, e.g. "by sending automated email alerts based on analysis of highest response times". The Founder Institute recommends (a) avoiding adjectives, especially superlatives, (b) defining the target market precisely, (c) eliminating buzzwords, acronyms, and jargon, and (d) being brief. In addition, the following should be noted: If you can't describe your business in one sentence, then you don't understand it well enough.

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Gore-Tex®: Innovative organization and contemporary culture

This case study explores the role of organizational management and culture within highly innovative organization W.L.Gore and associates, known for many of its products such as famous Gore-Tex fabrics that makes our clothes dry and lets skin to breathe. The organization values anti-management style with its employees participating in ownership, minimizing of management and emphasizing action and creativity. Company employs over 7000 associates at 45 locations across the world. It is often praised as role model of innovation management.  The company encourages innovation by including those closely involved in project in decision-making. Teams are organized and leaders chosen around opportunities. The organization relies on flat organizational structure without decision making chains or predefined communication channels. Multidisciplinary team members communicate directly and report to their members. New employees are led by sponsors and directed through understanding of opportunities and aims towards projects that match their skills. The path to lead and define project is open to anyone. Associates are assisted by sponsors in efforts to achieve personal fulfilment in making contribution to enterprise. Leaders emerge through demonstration of unique knowledge, skills or experience that contributes to the business goal. Associates are dedicated to four main aims: freedom of encouragement, assistance, growing jointly through knowledge, fairness, responsibility and consultation with other associates.  Organizational culture aims to avoid limiting creativity through conventional hierarchy. Employees are given considerable freedom in following corporate opportunities and each individual has three sponsors: one to ensure that each work effort is acknowledged, another to ensure appropriate compensation and third to introduce individual with organization. All three functions may be performed by a single person. Through flexible program organization maximizes fairness and freedom of its employees. Organization believes that right environment ensures that there are no limits to what individuals can achieve. It gives employees opportunity to rely on own judgment, project selection and direct approach to resources. On the top of that, departments can not exceed size of 200 employees in order to maintain intimacy and ease of communication in small workgroups.  The study shows which characteristics are required for innovation to emerge. Unique organizational model helps to unleash creativity and encourage teamwork in intrapreneurial environment and ensures maximal freedom and support to employees. Many of its organizational characteristics are present also in other firms such as 3M, Hewlett Packard etc.  Several characteristics help this firm to maintain its success. i) Innovation heritage helps to develop superior products. ii) Small teams facilitate communication one-to-one that eases informed decision-making. iii) Communication channels are open as employees from different teams can freely meet and talk about projects, problems and successes. iv) organization believes that co-ownership by employees improves their level of dedication.  

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The Happy Meal by McDonald’s: from simple gimmick to icon

Ronald Menu - the primordial Happy Meal - was established in 1978. It came about by happenstance, like with any great concept, when Doña Yolanda Fernández de Cofiño discovered that the children who frequented McDonald's required a menu with adequate servings for them. She decided to create a special menu that includes a hamburger, fries, a small coke, and a toy or candy in response to this demand. It was called “The Ronald Menu”. Seeing this concept, McDonald's Corporation made some tweaks and created - two years later - what we now call “Happy Meal”, the most iconic meal in a box. It was circus-themed and very similar to the one the Happy Meal is today. Therefore, it can state that the Happy Meal concept originated in Guatemala from a box-based idea of meal.  Definitively, 3 million Happy Meals are sold every say. This icon started as a simple gimmick from an example of female intrapreneurship in Guatemala, a “tailor-made” solution for children.

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Change Management processes in KMU - Successful organizational development at the example Josef Mack GmbH & Co. KG

Josef Mack GmbH & Co. KG is a successful family business specializing in power transmission solutions with a focus on carbon brushes and carbon holders. This Grünberg-based company employs 65. In the carbon brush production department, which employs 25 people, confusing situations often arose. Due to the increasing number and complexity of production orders as well as rising customer demands for adherence to deadlines, quality and flexibility, it became more and more difficult to process all orders on time. In addition, orders were often brought forward due to high urgency, with supervisors sometimes setting different priorities for their employees. As a result, a change in production planning and control was initiated in this department to improve lead time and on-time delivery.  The Constant Work in Progress (ConWIP) concept provides, among other things, that only a certain number of orders are processed by production at any one time. When an order is finished, a new order takes its place. This makes it clear to the employee which job has to be processed next. This approach entails idle time for the employees, if necessary. Because of this, as part of a behavioral change, they should get rid of the idea of working at the same workplace every day. In the idle times that arise, it is desirable that the respective employee takes the initiative to work at other places. initiative to work at other workplaces. to work at other workplaces. Organizational development as behavioral change The concept of organizational development focuses on the members of the organization and their behavior. They should be involved in both the planning and the implementation of change. In this way, a cultural change is to be initiated and thus the success of the change is also to be ensured. Personal communication in the change process Already during the initial communication of the upcoming change to the employees, it was ensured that the employees were fully informed about its background and could ask questions. The fears of the affected employees were also countered in a preventive manner by informing them that no dismissals were to be feared. In this context, two meetings were convened. Creating awareness of the urgency The close-knit project group consisting of the managing director, the person responsible for the change project, the sales manager, the production manager and the head of the carbon brush department created a "Sense of Urgency". The goal here is to ensure an awareness of the urgency of the change among all employees. This awareness should be developed at the highest hierarchical level and then passed on to the employees. The "Sense of Urgency" was conveyed through personal communication in the meetings addressed. meetings. Different requirement groups as a communicative challenge The largest proportion is made up of the "passively satisfied" group, which for the most part has come to terms with the change without resistance. The "actively committed" form the second largest group and integrate the change into their daily work with great commitment. On the other hand, the third largest group, the "acutely dissatisfied", rejects the change. dissatisfied" group. The smallest group is made up of the "disinterested", who are indifferent to the change. indifferent to change Learning effects from implementation on a small scale A significant reduction in the lead time of an order as well as improved adherence to schedules can be recorded as successes brought about by the change. A reduction in the workload of employees and managers can also be observed. Since the approach has proven itself in the carbon brush production department, it will also be applied in other departments in the future.

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AARRR Model in action. The Grammarly example

The $13 billion auto-editing software start-up Grammarly has experienced exponential growth in its huge customer base. The user journey map for Grammarly will be used to demonstrate how acquisition, activation, retention, and the other AARRR pirate metrics function. 1.    Acquisition  Grammarly's marketing initiatives are an example of how content marketing is crucial to acquisition.  The company specifically targets pain-point SEO keywords (e.g., affect vs. effect).   2.    Activation  Users are mostly engaged by Grammarly's freemium tool and promotional mailings.  A welcome email would be sent to users outlining how to get the most out of the editing tool. They will get a fresh email with new advice after each app installation. 3.    Retention To maintain active clients, Grammarly is working diligently on its email marketing approach.  The auto-editing software company uses trends, badges, and personal records to engage customers. 4.    Referral Grammarly uses a straightforward affiliate scheme to promote its product. It places a tracking link or banner on a website and get paid when a user signs up for and installs Grammarly.

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