How do you think organizations could get this tech and HR setup right, and where do you think that there's room for it to go quite wrong in practice?

So I think some of the things I mentioned around the, the skills of a people leader helping specialisms and technical colleagues to go out into the business and talk to people.

How do you have engaging conversations? How do you take that message into the business? That is typically skills that are found more in a people function.

And then I think you...

Skills around structure, execution, discipline, program change, all of those things, you typically find those more strongly in a technology change function.

And so for me, how do you set it up? You get those functions working much, much more closely together, and the technical colleagues educate the people, people around the art of the possible.

How could you organize work using agents, machine learning, all of those sorts of things? And, and similarly, uh, on the other side, you know, how, how can the people function help the tech function to bring that to life? Um, because I think what's really also interesting is the business used to be really clear what it wanted from technology, whereas tech's moving so quickly that often the business doesn't actually know what the art of the possible is.

So, Stuart, what do you think HR leaders should stop and, on the other side of things, start doing in the next 12 months? If you were to give some advice to the audience listening out there.

What was the process?

So School started off as, like many songs start off, a song with a different title.

It had a different lyrical theme, but we loved the melodies, we loved the feel of some of the chords.

And like, what happens a lot of the time in the studio is, is that you remix a song on the spot.

It's going in one direction, it's not right, you rework it.

But we'd heard this track from these, uh, this great team Triangle Park, and um, and we loved just the kind of substance and the vibe of the music.

But we wanted to switch it up and make a club track.

Like, what, what is it like working within that, that, that extremely, like, holy context and-

What are your thoughts on what's the future of the CPO? What does the role look like?

I think it is going to become more collaborative and interconnected with other functions than ever.

And I think if I take the most obvious one at the moment around technology, humans and computers have been working together for a long time.

But I think when you put AI into it and the sophistication of the thinking and the processing that AI can and will continue to bring, You can't design the workforce now purely through a people lens.

You're going to have to design workforces with technology and an AI within it.

So the need for the CIO and the CPO to kind of collaborate on what that looks like and how it's implemented.

It's there.

If you were talking to other CPOs and saying that you got, obviously, that benefit from having that experience, how would they go about getting that? What would your recommendation be?