Bill Schaninger

Now for companies that are trying to improve things, they'd say, Hey, we've got three or four things going on that kind of work across the company, procurement, pricing, lean, or whatever.

You could write them on the side and just write the little numbers in going left to right and go, Hey, look at that.

I mean, it's a relatively small number across each of the units, but when we add them up, boy, that's a really big number.

Should we think about a role for that?

And that's, you know, improving the base business.

Then you get into the really interesting thing that Brian's talking about, which is net new.

So if you were to look at the company today,

If you look at a company today, you'd have to draw a box in and go, that's the move when we're going consumer into China.

That one there is going to be the new digital platform, right?

And it doesn't exist, but somewhere you convince somebody to give you money for the plan and you should write that number in because the minute you ask for capital or you make a commitment to the board, you're on the hook for that number.

So that's what the role should count for.

I mean, I might make one point where I think we regularly confuse people with roles and talent with broad skill pools.

In many cases, organizations, the roles they have today are often an amalgamation that bears no resemblance to what they would have done if they were given a clean drop.

And so part of it is, get really clear in your head, what are the very few critical roles?

And there's probably a couple dozen of them.

That's it.

Everything else probably sits in a skill pool.

A version of a similar common clustering of skills that are deployed different ways.

And if you can get to that, it starts looking more homogenous.

If it starts looking more homogenous, you can start finding types of people, not a person.