Bryan Hancock

Yeah.

And imagine doing that at scale across an organization versus relying on human managers to kind of figure out how to do that.

Really amazing.

When we've gone through and worked with CEOs on setting the value agenda and figuring out where new value is going to come from in the company, you know, somewhere in the order of magnitude of 70 to 80 percent are somewhat involved in building of a digital business or capability.

And those are the areas where we find that there are gaps.

I mean, so when we do the value analysis, we're looking at the top.

You know, 25 to 50 roles that drive a disproportionate amount of value.

And the way we typically do that is go down and break down the value agenda of the company.

How are we going to make money in the future?

And there are going to be parts of that that are new.

There are going to be parts of that that are sustaining.

And when we look at new, it's the new that is disproportionately in the digital and other space.

Yeah, I mean, sometimes what's interesting is, you know, we like to think of the strategy and looking at the value levers kind of individually, looking at the initiatives individually and figuring out where the roles and value are.

But sometimes in conversations with clients,

CEOs or CFOs or CHROs, they think about it in a different level of aggregation, different chunks.

So one of the recent conversations we had, the leadership team was thinking about it in three ways.

One was, hey, I've got this new attacker business that I need to create that over time may take over and integrate the new business, but I want it to be unconstrained by current processes, unconstrained by current IT platforms, and I need somebody to lead that business.

Okay, well, that's the net new that, you know, we had talked about before.

There's another piece that is, hey, I'm really interested in this digital and automation and future of work.

And to make that happen, I know I'm going to need to have maybe changes in technology.