Nirit CohenHost
I think we've seen that, um, having peer groups is one of the biggest transformative events.

W- we're meeting in, um, at Unleash, uh, Paris in a couple of weeks, and you, you'll be speaking there.
believing?Um, I think it's a tremendous opportunity for the HR function to completely redesign and, uh, rethink its strategy contribution to the company because skills, um, you know, organizational design, uh, engagement, uh, change management are really the key success factors for this transformation.
I think it's very important to also have a balanced approach [clears throat] because we are all convinced that, uh, AI can, uh, deliver a lot of value, can bring a lot of opportunities, but we also have the responsibility to, uh, make it sustainable and to have the right guardrails in terms of, uh, you know, ethical, uh, usage of AI, uh, you know, the frugality around AI as well, not to use AI, you know, for things that are not necessary, uh, for instance.
And, and, and I think it's, it gives really... it's really the right opportunity for HR to be at the center of the discussion, of the strategic discussions.
It's also a risk because at the same time, if HR doesn't take the seats, uh, you know, uh, at, uh, at the table for the strategic discussion, HR can also be, uh, the HR function can also be translated into, uh, okay, you know, you are there to execute, and, uh, a lot of what you are doing can actually be taken over by AI.
So, you know, it's, I think, an, an existential [chuckles] type of question for HR, but I see it very positively because, uh, for me, it's, uh, again, a great opportunity for the HR function to, to grow and to bring a lot of value on the table for the company, for the employees, and for the society at large.

I think we've seen that, um, having peer groups is one of the biggest transformative events.

W- we're meeting in, um, at Unleash, uh, Paris in a couple of weeks, and you, you'll be speaking there.
believing?Um, I think it's a tremendous opportunity for the HR function to completely redesign and, uh, rethink its strategy contribution to the company because skills, um, you know, organizational design, uh, engagement, uh, change management are really the key success factors for this transformation.
I think it's very important to also have a balanced approach [clears throat] because we are all convinced that, uh, AI can, uh, deliver a lot of value, can bring a lot of opportunities, but we also have the responsibility to, uh, make it sustainable and to have the right guardrails in terms of, uh, you know, ethical, uh, usage of AI, uh, you know, the frugality around AI as well, not to use AI, you know, for things that are not necessary, uh, for instance.
And, and, and I think it's, it gives really... it's really the right opportunity for HR to be at the center of the discussion, of the strategic discussions.
It's also a risk because at the same time, if HR doesn't take the seats, uh, you know, uh, at, uh, at the table for the strategic discussion, HR can also be, uh, the HR function can also be translated into, uh, okay, you know, you are there to execute, and, uh, a lot of what you are doing can actually be taken over by AI.
So, you know, it's, I think, an, an existential [chuckles] type of question for HR, but I see it very positively because, uh, for me, it's, uh, again, a great opportunity for the HR function to, to grow and to bring a lot of value on the table for the company, for the employees, and for the society at large.
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