Azeem Azhar

And we're now going through a process of unpacking what each job is into a series of tasks.

And they're having to do this from

both the top-down essentialized team, but also enabling individual managers to look at their teams and teams of teams and say, what are the tasks that comprise which jobs?

It's a big effort.

And of course, economists have been talking a long time about jobs as bundles of tasks and tasks having certain skills and activities attached to them.

It's super theoretical.

It is super theoretical.

I mean, I have managed teams of my biggest teams, you know, hundreds of people.

We never thought in those terms.

So perhaps let's break this down with some really simple step-by-step.

Give me a real example of converting, you know, a specific job that people listening might recognize into its set of tasks and help us understand how would an HR manager do that and how many of them are doing that?

Are you sure they're economists?

That's a good example because you've unpicked the different things they do, but what that means, most people probably not working in firms that are as dynamic and adaptable as a technology startup like your own.

They'll be working in small enterprises where perhaps the HR

manager doubles as the finance controller or as the head of legal, or they're working in these enormous organizations where change management works up hierarchy up to hierarchy.

I'm really looking at this notion of how do you turn the theory

which is a job isn't a job, it's a bundle of tasks that a person does.

And that bundle might be a little bit dynamic or a bit more static.

And it's the understanding of that bundle of tasks that helps us make most sense of how you develop that individual

in the shape of a series of automation and augmentation technologies.