Yeah.

So if you think about that, that's 3.5 million new ideas that are c- that are, that are now available to go out to the market, and that's ex...

So organizations having to deal with that rate of change and, um, technological advantages that could provide them or it could provide the competitors dealing with it, I think it's a big and very disruptive one, and we can go into bit, bit depth of w-well, where people are getting it right or getting it wrong.

Um, but it does have a really big impact.

The, the other one for, um, the other two, sorry, is undoubtedly how they keep relevant to customers when customers' expectations are changing, again, so quickly.

And customer in any category is judging you as a business, not by a competitor in that category but by the best experience they're getting from anywhere else.

So the Amazon effect, as we call it, uh, you know, im- impacts every category.

Yeah

How to maintain trust was a big topic in our discussions yesterday in those sessions because it's so hard to keep that trust, isn't it, at a time when so much is changing around you? So do you have any advice for leaders in terms of how they preserve and grow trust when everything feels like it's changing so rapidly day to day?

Yeah, I think it's a few things.

I mean, t- you-- I think you earn trust when you're making decisions under pressure, and nowadays pressure is sort of permanent and every day, and, and, and that's when people see are you really true to what you promised and true to what you're about and to your principles.

Um, and you're not gonna get it right.

I think a lot of, um, uh, leaders think, "I'm a leader, I've got to get every decision right.

I've got to be, I've got to be so ri- rigidly consistent and stick to, um, whatever I said." And actually in the end, that doesn't really build trust.

So I think for a lot of leaders, how do you demonstrate and how do you explain under any, uh, pressure the decision you're making is still in line with the principles you hold, hold to? We talk about in the book is we talked to Greg Jackson, who's the CEO of Octopus, which is an energy company.

with-We'd love to hear a bit more about how you're beginning to see AI change the workforce.

Share from a fundamental perspective what they believe are the qualities of a powerful brand.

The fundamental quality that a great brand always has, and it's a difficult one for brands to maintain, is relevance to the consumer.

When brands lose their way, one of the reasons they lose their way is because they become complacent.

and they don't move fast enough with where the customers or consumers are heading.

So we've got great brands that I grew up with, like Kodak, just didn't move fast enough to where customers were going.

There's nothing wrong fundamentally with the association of Kodak with memories, because memories were incredibly important to people.

But there was I think a failure to maintain relevance to the way consumers were beginning to adapt and what they were expecting.

Is it as simple as that, that these companies have to be better at telling the story, kind of outlining the purpose around these drugs and these diseases?