Since its founding over a century ago, Tokyo College of Music (TCM) has trained countless world-class musicians. Despite its well-established reputation, however, the school was feeling a pressing need to reconsider its role in order to remain relevant in a changing world.

The college had plans to build a second campus in Daikanyama, a prominent area of Tokyo known for being a hotbed for new global trends. Taking advantage of this opportunity, TCM leaders asked IDEO to help them develop a new concept for the school, and to redesign the learning experience while preserving a focus on classical music.

To kick off the research phases of the project, IDEO designers interviewed TCM students, and traveled to London, New York, and Boston visiting educational institutions, music schools, and arts facilities.

The team observed that students at music colleges outside of Japan were giving serious consideration to their career plans at an early stage in their studies, acquiring a variety of skills and mindsets through a well-rounded education. By contrast, TCM students were focused on learning and performing classical music, but tended not to have a clear image of future career opportunities.

IDEO proposed four specific directions for TCM’s new campus, based on an overarching theme of “culture, fields, and people collaborating across boundaries.” The first aim was to foster a business mindset and entrepreneurial spirit among the students that surpassed their classical music training. Next was to increase opportunities for actual performances, collaborations with professionals outside the school, and joint projects. The third aim was to position the college as a platform that would encourage the spontaneous creation of communities within and outside the school. The final aim was to develop students who were digitally savvy and fluent in new technologies, enabling them to continue evolving in response to developments in the real world. These goals are reflected in the various spaces of the school, as well as in the design of the experiences that occur in those spaces.

The most symbolic of these spaces is the Creative Lab. Originally intended as a library, the space now functions as a platform where people from within and outside the school community can collaborate and generate innovative ideas. The open layout, which encloses a cafeteria for students and faculty, can be altered depending on programming needs. The Creative Lab provides a venue not only for live performances in which the students can polish their improvisational skills, but for holding workshops and other events on topics such as cultural exchange, business, and new technologies.

New furniture and objects were carefully selected to inspire spontaneous encounters and conversation between students from different departments and staff, creating a flow of activity.

Even the landings on the staircases, which tend to be dead space, were designed with this concept in mind. One student commented that the space facilitates meeting new people and creates “opportunities for deeper interaction with students from other departments.” This intentional, open design has transformed the space into a hub within the school and the local community.

Through the new environment and educational opportunities at TCM's Daikanyama campus, students now have stronger opportunities to apply their creative talents in numerous fields worldwide, creating impact informed by the various perspectives, skills, and relationships they have developed at TCM.

Georgia is among the most populous states in the American South. It’s a place with a storied past and promising future—on the rise economically, and continuing its powerful cultural impact on music, TV, cuisine, and tourism. Over 10.4 million people call Georgia home, and nearly all of these people will at some point navigate the state’s websites for securing everyday services. Ideally, this online platform would provide unifying and accessible government resources for everyone, whether they’re renewing their vehicle registration, seeking a fishing license, or looking up tax law updates.

Georgia’s Office of Digital Services (DSGA), part of the Georgia Technology Authority, was challenged with designing a platform to modernize the collective and individual online presence of 80+ state agencies, many of which used visually disconnected formats and color palettes that could leave the public feeling confused. DSGA recognized that they could provide more efficient and higher quality service to the public if they simplified the language, designed the site from the user's point of view, and created a more cohesive look and feel across agencies.

IDEO worked with the DSGA to identify the priorities of Georgia residents who use the various agency websites. On a road trip from Savannah to Atlanta, with stops in Macon and Dublin, the IDEO team immersed themselves in the rich culture of Georgia, connecting with social workers, low-income residents, state agency leadership and civic organizations to learn how Georgia’s digital properties could better address their disparate needs.

The design research underscored that there isn’t just one Georgia—it’s a tapestry of people, geographies and political orientations. Yet several common themes emerged, including:

Georgians want their government to “give it to them straight.” On the redesigned Georgia.gov platform, the people of Georgia can easily search popular topics to get the information they need. This includes learning how to apply for food stamps, renewing a business license, or simply finding out the location of a local office in their area. If a user has remaining questions, they can connect directly with a real human for further assistance, balancing direct information with warmth and a personal touch. User feedback on the site provides the opportunity for continuous design improvement.

Georgians want to take pride in the legacy and the future of their state. IDEO developed an entirely new design system with new navigational elements, fonts, and a color palette inspired by Georgia’s landscapes, all of which can be modified for individual agencies while remaining consistent with the state brand.

A distillation of the original Georgia seal adds authority, and new icons anchor the site’s menus and bring more clarity to the search function. The platform was designed to be Section 508 and WCAG 2.0 AA compliant, providing clear and accessible page content that adheres to federal laws and international web standards. To instill trust in Georgia’s online presence, each page also has a header that indicates it’s an official Georgia State website and outlines the uniform features constituents can use to identify this.

With improved navigation and easy-to-access prioritized content, Georgia.gov is a much more efficient platform for addressing requests from citizens. The site projects a happy-to-help, citizen-centered approach that aims to empower all Georgians so that they feel confident, informed, and prepared.

According to the Centers for Disease Control and Prevention, nearly 30 million Americans have diabetes, almost 10% of the population. The vast majority of these diagnoses are type 2, which is commonly treated through a combination of medicine, diet, and exercise. Today, one of the major barriers to better outcomes is access to trusted information. As little as 15 percent of people with diabetes receive adequate education from their healthcare providers on managing their disease and making recommended lifestyle changes.

Ascensia Diabetes Care, a global healthcare company, has been a leader in diabetes treatment for over 70 years, known primarily for producing blood glucose meters. IDEO has worked with Ascensia for more than a decade, helping develop and design their CONTOUR NEXT ONE meter in 2016. In 2017, Ascensia engaged IDEO with a new goal of moving the company beyond physical devices. Ascensia envisioned a first-of-its-kind approach to educating and monitoring diabetes patients. In partnership with IDEO, they wanted to build a comprehensive solution—one that would not simply take glucose readings and document food intake, but would consider all factors that impact a person's health.

Through deep collaboration, Ascensia and IDEO built a powerful app-based service. The project began with a strategic vision for the experience and ended with the delivery of an all-encompassing health offering, including training of providers, packaging, app design, content creation, and visual design.

The patient experience married data and tracking, real-life mentorship, and personalized content. When a patient signed up, they were paired with a Certified Diabetes Educator (CDE) who created a tailored program based on their needs and linked them to relevant articles on topics like cooking, mental wellbeing, and sexual health. The IDEO team led the charge in hiring and training guides, crafting the educational content, and even designing the content management hub.

The data engine behind the app is another one of the program's stand-out qualities. The app pulled data from multiple data sources—exercise bands and glucose meters—to provide constant feedback, track progress, and continually refine the experience. To generate empathy, as well as build the app's initial data set, IDEO's data scientists tested the product on themselves. One designer wore a wrist full of exercise monitors around the office and tracked her blood sugar after every meal.

The app-based service was tested with 60 people and demonstrated remarkable early results. Only two participants failed to complete the study—a stunning success rate when adherence to therapy for chronic illnesses in developed countries averages around 50%. Additionally, participants reported drastic improvements in both physical and mental health. One recently widowed 70-year-old woman emerged from depression, returned to swimming, and started having regular blood sugar readings.

The project required Ascensia to embrace new ways of working internally, adopt a broader view of their offering, and ultimately expand the way they serve people with diabetes.

When Mr. Gordon told his fifth grade students they were taking a field trip on a bus, many of them envisioned the city bus that they ride each day to school. But when they saw the Verizon Explorer Lab pull into the school parking lot, they realized a unique experience awaited them. Painted in bright colors, this bus promised something very different from their daily commute.

“Climb aboard, explorers!” says the Lead Explorer. The students walk through the bus’ sliding doors and inside, where instead of rows of seats, they find a sleek research lab. Suddenly, the lights dim. The bus makes a rumbling noise as though it’s about to lift off. And on a large screen, a vision of Earth from space appears. The students listen and point as the video narrator briefs them on NASA’s ongoing search for life in space.

Science education isn’t always this fun. Some kids have a chance to learn through interactive games, immersive experiences, or engaging field trips; but many lack access to rich educational experiences in science, technology, engineering, and math (STEM). As a result, they can be less likely to pursue careers in STEM, though many future jobs will demand mastery of these subjects. This not only impacts a student’s potential and future, but reduces the diversity and number of qualified STEM job applicants.

In under-resourced schools, students are often limited to the scarce tools available for STEM learning in their classrooms. Many kids rarely have a chance to leave their neighborhoods. For these kids, mobile learning experiences that come to their school offer unparalleled exposure to cutting-edge, technologically advanced, and—most importantly—inspiring gateways into these critical academic subjects.

As part of its focus on digital inclusion, Verizon partnered with IDEO to share the excitement of STEM learning with middle schoolers. To facilitate access and discovery of STEM, the team designed a learning experience that takes place on a coach bus and can be scaled to reach kids across the nation.

The team set out to transform the bus into the Verizon Explorer Lab: a futuristic research lab that transports kids to new environments, from outer space to under the sea. As part of the larger Verizon Innovative Learning program, the Verizon Explorer Lab offers delightful and rigorous content that meets national science standards.

A multidisciplinary team comprised of designers across interaction, communication, environments, games, and software partnered with Verizon to bring the Verizon Explorer Lab to life.

To keep the student at the center of the experience, the team designed alongside kids. Their gravitation toward play, interaction, and technology inspired the digital game that students play onboard the bus. When developing the game’s narrative, the designers turned to popular kids’ books and movies. What began as a card game prototype eventually became a 360-degree video and virtual reality expedition to Mars—complete with a custom musical score—that introduces middle schoolers to engineering basics.

After stepping through the bus doors and taking a tour of the solar system, Mr. Gordon’s students receive an emergency call from NASA: They must rescue the missing Curiosity rover, which is dedicated to collecting evidence of life on Mars. Eager to save Curiosity, the students become immersed in the adventure at hand. And through the adventure, they become immersed in science.

Students use tablets to design their own Mars rover. Each rover appears on a large screen and traverses the planet’s extreme terrain. The goal is to collect data that suggests life on Mars, including ice deposits, photos, and more. Students iterate on their rover’s design—wheels, power sources, and sensors—to test if it can stand up against dust storms and craters. The team consulted a NASA planetary scientist to ensure accuracy, as well as educators to establish cohesion with classroom curricula.

During the game, students are encouraged to compare designs and learn from each other: One rover may be able to travel long distances and take various photos, while another can carry large quantities of ice and sediment samples but can’t go far because of its size. At the end of the mission, the group finds Curiosity and sends all of the evidence they’ve collectively gathered back to NASA to aid the search for life beyond Earth. Before departing the bus, students watch an animated video that explains various jobs in STEM and encourages kids to pursue one of these careers.

The Verizon Explorer Lab teaches students the engineering design loop, the value of collaboration and teamwork, and what a career in STEM might look like. The mission to Mars game is just one of many potential STEM learning opportunities for students and integrated, customizable learning modules for teachers.

Since launch, the Verizon Explorer Lab has traveled to various parts of the United States and reached thousands of kids. It continues to be managed by Learning Undefeated, Verizon’s nonprofit partner. By designing for and with students, it’s possible to create educational experiences that facilitate meaningful learning and genuine fun. The Verizon Explorer Lab represents progress towards a more inclusive future for employers and the STEM field.

As a Third Culture Kid, I took pictures to trace my changing worlds. These days, capturing and reflecting on images is how I feed my sense of wonder. This creativity challenge uses a dash of intention to keep your curiosity engaged throughout the day.

1. Morning Capture

In the morning, take a picture of something or someone around you.

Make a mental note of why you photographed the subject. What caught your attention? Then, examine the image. Identify one element or aspect of that image that strikes you. It can be anything—an object in the frame, a color, a texture, a mood. What sparks your curiosity? This is the kernel of inspiration for the next picture you’ll take in this short series.

Write down and complete this sentence: In my next picture, I’m curious about exploring ______.

2. Midday Capture

In the afternoon, take a picture inspired by the kernel of inspiration you wrote down earlier and reflect on what you appreciate about this new capture. Then, look at the image, studying it to identify a new kernel for the next picture you’ll take.

Write down and complete this sentence: In my next picture, I’m curious about exploring ______.

3. Evening Capture

In the evening, take a picture inspired by the kernel of inspiration you jotted down in the afternoon.

Then, look back at the first and last images you captured. Compare them. What’s their relationship to one another? What do you make of their juxtaposition?

Did your curiosity take you far from where you started? Did you circle around a single idea? What does that say about you in this moment of your life? Even if the setting didn’t change much, noticing details in your everyday environment can be a worthwhile exercise—especially in an era of selfies.

I hope this challenge was an easy way to observe what's around you. It can also be compelling if done over a week or month. Instead of taking multiple pictures in one day, take one picture per day and identify a kernel of inspiration to steer your focus for the photo you snap the next day, and repeat. Compare your first image with your very last, and reflect on the journey.

One last provocation: Pass this creative challenge to someone you know. Just copy and paste the instructions and, in the spirit of generosity, give them your last image to help inspire the first image they might take—like a visual chain letter.

Creativity isn’t a state of being—it’s a practice. So Fast Company created a 14-day challenge, tapping some of the most intriguing and productive minds in their community to provide exercises to help their readers reach their creative potential. One of their contributors is our own Roshi Givechi, partner and executive design director at IDEO New York. Here’s her recipe for discovering inspiration in the every day.

I came up with the concept years ago, when I realized that I had grown up so dependent on Google maps in London that I could barely recognize a street two blocks from my house. I’ve always liked to do mental exercises, pinpointing different places in the world I wanted to visit, or figuring out which direction I would need to go to get home.

IDEO projects rely on a brief and constraints. But I decided this project would be boundless. I wasn't going to rely on it financially, so I could take risks and experiment without worrying about money. It would also put me in the shoes of the very people for whom I often design. We work with startups a lot, so building my own to learn the struggles and nuances of a project like this would give me insight into what founders go through.

Over the last couple of years, our team has had many failures and successes. We’ve learned that it’s tough to keep a team motivated to work on a side project. We managed to build the prototype and the campaign in a very short time, but when the harder, darker part of the development began, momentum slowed and problems took longer to solve, causing delays.

Today, we are four weeks away from shipping the first units, and have around 2,000 people waiting for Haize to arrive, so I answer a ton of questions by email every day. No matter how good your intentions, there will be both positive and negative feedback.

Here’s what I have learned—and relearned—from this startup phase:

1. It is all about the team, and users are part of that team. Make sure to consider them as you make decisions for your company and your product.
2. Coming up with an idea is fun, but actually figuring out how to make it work is longer, harder, and darker. Get ready for it.
3. Show your face. Revealing the people behind the work gives the project and services a deeper dimension.
4. Storytelling can be as important as the product itself. It keeps the team excited, leading to better and more efficient work. It also helps users feel more personally involved in the process and the product.
5. Mike Tyson said, "Everyone has a strategy until they get punched in the nose." Many of your strategies will probably fail. It’s a very humbling experience. But it helps you grow and learn.

Above all, though, this project has let me do something that is really important to me as an interaction designer: empower people with technology without substituting their own skills. Haize doesn’t tell people where to go—it just helps them find their way. To me, it’s a great metaphor for the work designers do everyday.

What have you learned from your side project or startup? Reach out to IDEO on Twitter.

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When I learned that I would have to wait for a visa before starting my job as an interaction designer at IDEO, it felt like the perfect moment to do something I’d always wanted to do: develop a product from initial concept to final production and delivery. I went after an idea I’d had for a long time: A smart compass for bikes that points you to your destination, without giving you full-on directions. I named it Haize.

To get him on board with what we need to do next, I turn all of our actions into play. When I want to leave the house quickly, I play "who can get a toy to take with us faster" game. When I want to put him to bed, I start “gotta sleep otherwise a monster will come and get you" play. It doesn’t always work like I want it to, but it’s still much easier to convince my son to move on to the next action of play, rather than asking him to follow my instructions.

Children develop skills through play. They repeat things when they’re fun, which helps them master things, and gives them the confidence to attempt the next challenge. This is the way we all grew up. But we tend to abandon that as adults.

As we get older, play starts to feel improper. We’re not supposed to be curious about things that are considered normal or ordinary in the world of adults. Sometimes, even something as simple as going to the movies can start to feel lazy; you have to start to push yourself to do things that are fun and without practical purpose.

In Japan, where I live, the pressure of the adult world is particularly strong, and people who are interested in things that no one else is interested in are often labeled as “Kuuki ga yomenai hito.” The exact translation is “people who can’t read the air.” It is widely used in the office environment when someone disagrees with others, or in casual conversation, if, say, you and your friends go to a restaurant and you are the only one who orders something different.

Because of this strong social pressure, we stop doing things just because we like them, and agree with others as much as possible to avoid standing out. Another Japanese proverb offers a similar sentiment: “The nail that sticks out gets hammered in.” In this kind of cultural environment, we start looking for the logical reasons for everything we do, and stop following our intuition.

Thanks to my son—and probably my job as a designer—I'm aware of that pressure and try not to be swayed by it. I’m a curious person. I would rather make time for playing or plotting small pranks—like putting googly eyes on street signs, playing connect the dots with a pen and the moles on my skin, or creating random D.I.Y. bento events with friends.

To keep my childlike impulses intact, I’ve made three rules for myself to stick to:

1. Purposely do things without purpose. We are trained to make goals, meet deadlines, and get things done. Doing something with no end goal helps you listen to your instincts.
2. It is OK to not understand. There are so many unknowns in this world, and you will not be able to understand everything, even when you are old and wise. Sometimes the way you feel is better than a definitive answer.
3. Let yourself be a curious animal. We all are interested in different things—that is what makes the world interesting. No matter how weird or useless or off the wall your interest, embrace it.

Follow these basic creative principles and it will supercharge your imagination, allowing you to see the world in a more playful, childlike way. I know of no better way to set the stage for creativity, design, and inventing something new.

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Since I started my life with my son, the way I plan my day has totally changed. He’s an imaginative child who talks to invisible friends and turns the bathtub into a racetrack. He loves to play, and he does not like to stop, even when I am in rush to get to a meeting or it’s already way past his bedtime.

Her dream was to scale RepresentEd, an organization she started to support non-traditional students in securing opportunities for meaningful work. She was prototyping her idea at the University of California Berkeley with a unique cohort of students. A few had transferred to the university and some were raising children or supporting siblings, she said. A few were formerly incarcerated. My father went to prison, and I saw how difficult it was to re-enter society when his sentence was up, so I was immediately taken with her idea. We exchanged contact information, danced a bit more, and then said our goodbyes.

A few weeks after our Lyft ride, Rashida and I met to talk about a program she was designing for RepresentEd. She wanted students to learn human-centered design because it’s a skill that employers look for in the San Francisco Bay Area. I told her about Anne-Laure Fayard, a professor at New York University who is teaching human-centered design by having her students participate in OpenIDEO Challenges, 4-month global efforts that allow people to act on societal challenges together. The theory is that they’ll learn more by participating in the design process than they will from hearing a lecture.

The timing of my meeting with Rashida was perfect—my team was about to launch an OpenIDEO Challenge in which we asked, “How might we prepare all learners for the needs of tomorrow by reimagining higher education?” Rashida brought this idea back to her students, who were excited to work on a topic that was so relevant to their lives.

A few weeks later, I traveled to the UC Berkeley campus to meet the students in Rashida’s program for the first time. Rashida asked me to lead a workshop on human-centered design and introduce them to the Future of Higher Education Challenge. The students were fired up, smart, creative, and eager to work with one another.

One of the ideas that came out of that workshop was MAPP, an interactive roadmap that supports students through college and beyond. The students spent the next few weeks building the idea out. They conducted interviews with other students, parents, teachers, and staff. They worked with Mike Atherton, a local interaction designer and OpenIDEO community member who volunteered to build prototypes that they tested with non-traditional students, faculty, and experts in the field. The students submitted MAPP to OpenIDEO and it was selected as one of the five most promising ideas to come from the Future of Higher Ed Challenge. Two of the students were flown to Boston to present MAPP at a leadership summit. They also pitched MAPP at education conferences hosted by our partners Georgia Tech and Arizona State University.

All of this innovation sprang from a Lyft ride many months ago. It’s a great reminder that when you’re open and implicitly trust others, you can build bridges and expand the reach of your work in the world.

“Opportunities are everywhere, if you’re always open,” Rashida told me. It’s the same thing she tells her students.

I was on my way to a conference in San Rafael, California. I don't have a car, so I called Lyft. I met Rashida on the ride over; she was my driver, and we instantly connected while rocking out to Missy Elliot. When the song ended, we started to chat. As a former journalist, I’ve always been curious about what motivates people, so I asked her, “What are your hopes for the future?”

I help organizations cut through complexity by shaping how they show up, through brand strategy, identity, and storytelling.

Working at the intersection of brand and business, I bring an editorial eye and a bias toward making—turning ideas into tangible experiences that people can understand, trust, and believe in.

My work spans government, healthcare, financial services, media, and consumer goods, from launching Gen Z-focused ventures to building innovation labs and reimagining legacy brands. I relish moments of ambiguity and enjoy translating across teams, perspectives, and priorities to move ideas forward.

I started my career in editorial and digital design, shaping cross-platform experiences and identity systems in publishing and agency environments. That foundation still shapes how I work today: I’m detail-oriented, collaborative, and overreliant on the Oxford comma. I hold a BFA in Visual Communication from the School of the Art Institute of Chicago.

For 25 years, I've asked the same question: Who does this design exclude—and what are we going to do about it?

My work spans human-centered strategy, inclusive design, and qualitative research, with clients ranging from Microsoft, Google, and Verizon to the National Science Foundation, and San Francisco Unified School District.

Before IDEO, I taught elementary school in East Palo Alto and spent a decade doing design work with social service organizations—where I learned firsthand what it costs people when systems are built without them in mind.

I am currently writing User Error, a nonfiction book about digital access and the design decisions behind it. I live in Oakland, California.

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My expertise spans brand, communication, and product design across tech, education, the arts, and social impact.

I believe great work demands both high-level vision and obsessive attention to detail, and only happens through collaboration.

I bring an inclusive, hands-on approach and a deep understanding of business, which enables me to consistently deliver excellence while always asking why.

Before joining IDEO, I worked at the brand firms Pentagram and VSA Partners. I began my career as a designer, leading teams at the School of the Art Institute of Chicago and the Milwaukee Art Museum. I hold an MFA in graphic design from Maryland Institute College of Art and a BFA in communication design from the Milwaukee Institute of Art & Design, and have taught at some of the best design schools in the US.

I am responsible for IDEO’s long-term success in China and working with clients to use design as a tool to enable growth. Specifically, I have helped Chinese companies design holistic brand solutions through the development of their products, communication, services, and innovation teams, and I have helped multinationals expand their presence and influence in China.

I advise global leaders on developing China-led innovation and capabilities.

In over 15 years in IDEO Shanghai, I have worked on projects that use design to elevate the quality of the experience of healthcare products and services, streamline processes that increase productivity, create spaces and programs that promote and enable inclusive communities, and build next generation mobility solutions that are planet-positive.

Before joining IDEO, I worked at Philips Electronics and the Electrolux Group in Italy, the Netherlands, and Singapore on a number of breakthrough commercial products. I am a member of the Young President Organization in Shanghai.

Most AI products today are built for work—a space with clear problems and established systems. One founder noticed a gap: personal life is messier, harder to systematize, and mostly left behind by the AI boom. So she built Cue, a personal AI that lives inside iMessage and group chats, to go where the other tools haven't.

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In this episode, Becca Carroll, IDEO's Chief Strategy Officer, talks with Sida Li, co-founder and CEO of Shared Context Lab, about staying anchored to a human need while the technology around her keeps changing shape, why she treats her business model with the same rigor she'd bring to a product, and what it feels like to build a company at this particular, disorienting moment in AI.

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The conversation also gets into how Sida makes design decisions: the language Cue uses to describe itself, the tradeoffs behind building inside iMessage instead of a new app, and a real story about a business idea that didn’t pan out.

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This is the second in a two-part series profiling founders from IDEO's Startups-in-Residence program. The first conversation is with Johannes Seemann, founder of Sooner, on designing GenAI for the emotional side of money.

Most personal financial tools are built to run the numbers and optimize towards a budget. While that works for some, most people experience money as a lived relationship that does not neatly fit into a spreadsheet. Johannes Seemann and Becca Carroll discuss why money is emotional before it is mathematical, and what a human-centered approach to building a generative AI financial product looks like in practice.

Mina Seetharaman talks with Scott Shigeoka, author of Seek and Head of Curiosity Cultivation at the Eames Institute, about what distinguishes genuinely curious leadership from performative curiosity, how power dynamics shape curiosity, and why practicing curiosity can restore energy rather than drain it.

Mina Seetharaman talks with David Epstein, author of Inside the Box and Range, about why total freedom often produces average work, how leaders can design useful limits on purpose, and what organizations such as General Magic and Pixar reveal about the relationship between boundaries and creativity.