It feels more complex, weirdly enough, the system and more intense, and yet it's less effective.

It actually, and you know, the thing is what I've seen in organizations, so that freeze response, so both the freeze and the reactive response in leadership, what it tends to create.

So I'll give you one example.

One of the, it was an investment bank and they were in a space where they didn't know what to do.

There was a lot of panic going on.

And at senior level, they had 23 strategic initiatives and it wasn't a very big bank.

When 23 strategic initiatives that are of equal priority hits the rest of the organization, it becomes chaotic because people don't know what to do.

If

[laughs] That's very good.

Luckily, I never worked in the forecasting office.

But I think it's ...

You know, you, you, you even get it with, um, things like scenario planning.

Your scenario plan or your scenarios are always based on past knowledge.

It's what you think is possible.

You know, so Nassim Taleb with his black swans, you know, it's ...

Mm