RAMLETH: We started a year ago writing a new e-mail policy, and we are still writing it, because the environment is changing so fast that you don't know what to put in it. It started out to be a nice two-page document, now it's 23 pages. We are wondering how we can get it smaller again. It's a very complicated environment. We talk about all of these fancy systems, but we really have to look at e-mail. It's the only thing that everybody is using all the time.

SCHRIENER: I want to know from all of you two things. What keeps you awake at night now, and how do you see your jobs in five years?

RAMLETH: What keeps me awake -- with all the changes around technology and changes in the almost socioeconomic structure, will we have the people available and ready to do the job that we will be required to do in the future? We see a very clear demand from our customers, the owner-operators, that they want more of the work for their projects to be executed closer to where they have their base. That means that we have to have a ready, willing and able workforce in that new location. People are willing to deploy to these locations very early in their career or very late in their career, but you can't get the people you really want. So how can I draw out the knowledge of the people that can do that today so that they can deploy that to the people in the future so that I can send out maybe a five-year veteran rather than a fifteen-year veteran? That's the piece, the people side, is the one that worries me more than security or collaboration or all the other pieces out there. It's really, really on the forefront.

STOCKLEY: We call that the pursuit of the virtual organization. It's creating an environment that allows for and has the methodologies such that any employees that Skanska employs there, with the support of the whole organization, can do the job for the customer. So I think you have to create systems, and I think that concept keeps us awake.

THOMPSON: Well, having the additional responsibilities of facilities and risk management, which really entails bonding and maturity, the diversity of that responsibility is stretching me pretty good, from a CIO perspective. That probably keeps me awake the most.

RUBIN: For anybody else that has multiple responsibilities? Is that a help or a hindrance when you have that extra duty?

LAINO: There are a lot of circumstances where it helps, but a lot of times where
you get overwhelmed by one piece of your functions where it totally takes you away from the technology side. It's spinning really fast. You step away from it for awhile and you have to sort of readapt to it.

KERSHAW: To dovetail what Patrick was saying, I'd say, everything keeps me awake more than IT right now because it's the future of our business. In the IT arena, it's certainly, as Vince was just saying, the rapid change in assimilating that, and the security issues that go along with that becomes a focus. WOLGEMUTH: I think what keeps me awake is the sense that technology has been, in our organization, a real differentiator. We believe that we have won work and creative relationships because of technology. For me it's the separation of necessity is the mother of invention, and if we separate those two, then we lose the invention. If necessity is out here and it's got no brain trust with the invention side, we have married those two things and then we start losing things that make a difference, when this work would get us a deeper relationship.

GULAS: What keeps me up at night is being able to respond. Most of us are internal organizations serving our clients, our businesses. The reality is, there is a lot of creative talent in those businesses and they have all the ideas in the world. And to be able to respond to the ideas that they are selling to their clients and to be able to put an infrastructure in place and a system that responds to that, is the challenge. As soon as they start putting unique things, those costs are going to go skyrocketing.

RAMLETH: I think some of our best pieces have come out of skunk works. How do you not let the skunk works disappear because that is really driven by the mother of necessity. But how do you get that under control before it goes out of control?

GULAS: It's exciting to see what these guys will come up with. Then you think, we could do that, but then you start to think, how do we put it into our process that translates across the organization? I think in many ways, this is the role a number of us play. How do you take an idea, translate an idea across an organization, how do you take it and spread it in a uniform way, in a process way so that it imbeds? To me it keeps you up at night, but in a fun way.

AUTHELET: What keeps me up is probably the qualification that you were talking
about earlier, and that's probably -- you have got the cost standpoint to make sure people understand what we are doing and why we are doing it. It's a constant question.