Are there patterns to how HR leaders should be thinking about their own role in a transformation or places where they underestimate what their role should be during a transformation? Yeah,

that's a phenomenal question.

Part of what's helpful is as a leader of people, as a CHRO, as a chief people officer, as a vice president of human resources, is to ask yourself, where am I adding value? Where is our function adding value to our organization? There'll always be a place for risk mitigation and compliance.

There'll always be a place for, in some ways, underpinning what exists in your organization as a culture.

There'll always be a place for that.

But if you pull back the lens a bit and ask yourself, where is the future of not just HR, but where's the future of the workforce, the future of work? And what role do I play? Should I play in helping my colleagues, my peer group? Understand the future state.

Look around a corner.

Has anyone ever done the math on what the productivity benefit of those are? Or is that just obvious that it is something we should be using and it's more productive? And why are we spending time arguing about how much more productive it is? I wonder if AI ultimately kind of fits into that same category.