So how do you help people to navigate that?

You know, that is an incredibly profound question because we are killing the opportunity for young minds to learn the experiences of the older minds that have been there.

So the teacher-sensei model is disappearing.

in the business world because of efficiency.

People are saying, why do I need to train a human when I can just train a machine, get a bunch of agents to deliver this? I don't need them.

Until you start thinking about succession planning, where you discover that senior doctors or senior partners in firms who grew up using artificial intelligence or any other Google search methods don't remember anything, can't communicate them, can't write a paragraph without help, and are unable to understand the experience that comes from the pounds of insight you have from being able to work something.

I walked into a, many, many moons ago, I walked into a meeting where I was the acting director of marketing and I was running workstations.

Do you think you would have believed it?

So how do you help people to navigate that?

You know, that is an incredibly profound question because we are killing the opportunity for young minds to learn the experiences of the older minds that have been there.

So the teacher-sensei model is disappearing.

in the business world because of efficiency.

People are saying, why do I need to train a human when I can just train a machine, get a bunch of agents to deliver this? I don't need them.

Until you start thinking about succession planning, where you discover that senior doctors or senior partners in firms who grew up using artificial intelligence or any other Google search methods don't remember anything, can't communicate them, can't write a the pounds of insight you have from being able to work something.

I walked into a, many, many moons ago, I walked into a meeting where I was the acting director of marketing and I was running workstations.

Do you think you would have believed it?

But when it comes to, you know, what are we really, what are we really going to use this for to change healthcare, to make it better? What, you know, how are you guiding some of your, you know, you know, C-suite colleagues on the healthcare side to think about this?

They are all struggling with it.

And I'm glad they are because I want them to inconveniently learn this too.

I don't think it's going to be easy.

Anyone who calls themselves an expert in this field is only one page ahead of you.

So my third book, actually, this is my fourth book, FYI.

My third book was on... strategic decision-making and it was fundamentally about what to deal with when the world is unknown, unknown, more than known.

Stay with us to hear more insights on creating sustainable, patient-centered digital health solutions.

And then we can kind of get into where it really kind of speaks to the healthcare innovation person within.

Yeah, I tell you, you know, so gratifying, Megan, that you've noticed and you did it multiple times that this book was directed not to the governance of AI at a large scale, although it can be used there, but it is applied mostly to individuals.

So instead of working on the boardroom book, that every board will buy.

I think it's going to be a dining room table book that every board member will buy anyway, because it's going to be both longitudinally affecting the dining table as well as the boardroom table.

So my target was really to get deep with what individuals have to go through in understanding the concept all the way to understanding how they can play their part.

When the tidal wave of AI, gen AI, starts to hit the shores of their mind, what happens, right? do you know where your island is how do you know where your job is how do you know where your family is going to survive through this because it comes in ubiquitously and it reminds me of the apple macintosh if you remember that was denied by corporate america for many years they kept saying it's a toy it's a pong playing thing let's not worry about it and i.t organizations banned it from the IT infrastructure, and then it started to seep in because the designers wanted it.

And when the designers wanted it and were becoming more creative, all of a sudden doors started to open and now it's everywhere.

But when it comes to, you know, what are we really, what are we really going to use this for to change healthcare, to make it better? What, you know, how are you guiding some of your, you know, you know, C-suite colleagues on the healthcare side to think about this?