Azeem Azhar

But you know, it does require some new novel thinking.

And, you know, in the corporate setting,

In a world where you, as a business, you can get something done quickly to stop and say to your employees, no, you've got to spend 10 hours reading slowly, requires a certain type of corporate culture.

I'll share with you a couple of things that we've done.

So this is my fountain pen.

I've never, I've not written as much

in by hand for 25 years, as I have in the last year.

We got the team fountain pens.

I do hope they're all using them because it slows you down with your writing.

They're really voracious readers.

And in fact, just yesterday, one of my researchers caught me out on the very famous Paul Romer economic growth paper, which I have not read for 10 years.

And he was sitting there reading it on a printout.

And I was thinking, gosh, I'm amazed he's even printed it out.

And of course, in the detail that you forget when you just read the summary is a detail that did catch me out.

So there are some behaviors that we have found to be perhaps, you know, a little bit more effective.

Slow yourself down, make sure you're reading, but you need to have a certain...

culture and i think that a lot of businesses a lot of american businesses really you know they're thinking about short-term productivity they are thinking about volume being more valuable than that insight and that that depth would you be able to see in your data whether anyone was designing around around this or are we just going to see this quarter by quarter optimization

You've caught me out as well because I can now explain the mistake I made.

And it does absolutely, as you rightly say, relate to this question of long-run growth.

And it was fundamentally about, just to remind the audience who are not up on neo-indulgent growth theory on a Thursday morning, just take us to where that is.