“You know, if you put money into heart disease, it doesn’t benefit the cancer treatment area, but they’re all working towards the same thing to improve the metrics of that area, to work to the same budget.

“They have to collaborate, but they don’t always necessarily lead each other on a day-to-day basis. And then you’ve got so many small subparts in that.

“A big racing team, like in Formula One, is similar to that in that respect where you’ve got so many small subparts that are all working to the same end goal, but not necessarily always needing to be crossing paths,” described Rouse. “The marketing department and the aerodynamic department is a classic example of that where you’re working alongside each other all of the time, you’re trying to facilitate things to achieve the same goal, but not always necessarily on the same page.”