Bill Schaninger

We have created a

a managerial system and a reporting mechanism that disproportionately focuses on the wrong capital and focuses on financial capital, not human capital.

Well, good afternoon first, and thank you for pointing out the decades.

Look, I think we have a really interesting conundrum.

When we ask people, do you have enough talent?

They almost universally say no.

But as soon as they say that, then they go back to attending a capital review meeting and a financial capital review meeting or looking at KPIs around that quarter's performance.

We have created a managerial system and a reporting mechanism that disproportionately focuses on the wrong capital and focuses on financial capital, not human capital.

So we've grown multiple generations of leaders who are fixated on the point estimate and

of data around money, not that that's terrible, but don't spend nearly enough time on who, who is actually leading the organization.

What are the critical roles?

What are the critical skill pools?

And so, you know, we're spending a bunch of time helping leaders say, can we reboot how we lead with an

equal if not more emphasis on the scarce capital, human capital.

You know, it's a really interesting thing for people to get their head around.

You say value agenda, what does that mean?

And picking up where Brian was talking about, there's such a basic way of saying, what's our business as usual?

If you were to do nothing different, how does the business make money today?

And you could take an org chart and literally take the revenue or the profit and just write the number in the boxes and disaggregate it all the way down.

And that's just basically protect the core.