We recently launched a manifesto for enterprise agility, where we defined enterprise agility as the ability to react to change or proactively transform, but without losing coherence, right? So how do you manage this tension between constantly worrying about what people think and remaining steady with your strategy? Because you can't react to every single opinion or every single shift in the mood, right? So how do you avoid creating more anxiety, more volatility by giving people almost too much information too often?

You make an excellent point.

Not all things are equal, and I think one of the things that, you know, AI's allowed us to do and our innovation portfolio that we've shaped is able to quantify that opportunity, the upside opportunity and downside risk, and predict what will happen when a particular situation comes to pass.

And, you know, the, the thing that we, you know, really never had before was the ability to get that intelligence in eight to 12 seconds.

Whether or not organizations can move at that pace becomes another question or another consideration, and that's where you start to think about, well, are there next steps that fall out of the things that we're detecting? For example, through, uh, you know, we have a proprietary social intelligence platform, platform that-- called Sonar, which detects, you know, signals from all aspects of the internet.

We then shift that into prediction.

Well, what do those signals mean in terms of their potential for impact on a client's business or business outcomes, and what's the follow-on impact to reputation? So Reputation Capital.

I used to come here, we had advertising agencies, media agencies, and then they got completely, completely taken over by all the big tech companies, and now we're seeing all these AI companies everywhere.