If we kind of do things a little bit more seat of the pants, it's going to raise the risk.

Yeah.

So I'll jump in a little bit.

I don't want to sort of lead us to the next set of questions too much, but I think what we need to recognize is that, and what we're seeing in the market is although technology tends to get a large part of the budget, what creates value for the business is actually the people leveraging the technology the right way and or redesigning the work because now technology is taking over the work.

So I think there's an undercurrent of that we should be considering.

as it sort of pertains to the risk and the question you share with Sharon, I wonder if there's two other points we need to consider.

One is just how costs have increased, right? Like token costs have gone up, things have become significantly more expensive.

So what does that look like for organizations and for clients? I'm

So where should leaders be focused first?

Yeah.

I don't think the answer is we get w- someone shouldn't get focused first.

It's actually they need to happen in tandem, right? But what we do know is it takes longer to help organizations and their people develop the skills needed to it to use the new technology.

So it needs to be hand in hand, and we need to recognize it's gonna take longer to turn the people or skills side of things than it is the technology side.

What we also recognize is that we really have to ask our HR leaders to be more proactive in driving skills-based conversations with our leaders and making sure it's tied to the technology.

So the HR function, the people function needs to understand what technology's coming down the pipe so that they can prepare the workforce for the new skills that might be required because of the new technology.

And so thinking and approaching them that way, integrated end-to-end self-reinforcing, is really the fastest way to unlock that value.

As you know, the survey found that nearly 80% of executives agree AI will create significant business value, yet many organizations are not seeing the level of transformation they probably expected, right? So in your experience, um, what separates organizations that turn AI ambition into business results from those that struggle to, uh, create that impact?

Appreciate the question, Joe.

I think it actually starts, uh, early on in the process.

So what I mean by that is very early days AI, very early days AI, it's like, you know, a year ago, we saw a lot of organizations take a look at, um, AI and use cases from a top-down perspective.

We'd help through an ideation process, they'd figure out what use cases to take on, and then they would go and do.

What that methodology leads to is a lack of structure around metrics and achie- and, and looking to achieve specific results.

Since then, over the past three, four, five months when we're talking more about business value capture, we've seen organizations take more of a bottoms-up approach.

What changes in leadership or operating models, talent strategies, what do you think will be most critical to making that shift happen?

I guess, you know, why is this risk just continually at the top for executives to deal with?

um great question um so i think there's a few different reasons behind it right first there's the cost component right um as we as we see the demographic shift within the world we have an aging population leaving the job market the supply goes down demand continues to either rise or stay constant that creates cost issues We're also noticing those early career professionals that are coming into the job market called the Gen Zs.

We're not seeing them necessarily need or want nine to five jobs, right? They may make a little money from their YouTube channel or drive overeat.

So the idea of working in a manufacturing organization or even any sort of nine to five job is completely foreign to them.

So there's definitely a supply and demand issue.

We're also seeing people work longer in their careers, like 6% of the global workforce right now is 65 or older.

That's not necessarily a bad thing for us.

that can actually help accelerate kind of shift in kind of talent and talent needs in the workforce.