Bryan Hancock

The amount of people in digital areas in the company, I may need less people in the routine work, but they're like, hey, that feels like a discrete group.

And then, hey, you're telling me the most important people in that are the people who are designing the new tech tools and maybe one or two of the people that are actually driving the implementation.

And then you're saying, hey, there's a part of the business that is not net new, that is not being hit by future of work.

And you know what?

I just need to make sure because procurement is my number one value capture that I've got the best procurement person in the world in that role.

And sometimes by breaking it into those three chunks, so you're like, okay, I got your value agenda.

I got where you're talking about the enablers and pieces, and I've got how those pieces fit against three different parts of my agenda or how I'm thinking about the company.

And the thing that, you know, we hear time and time again and talking to CEOs about what's your biggest regret, not moving fast enough on talent.

You know, we did a look back of 170 private equity deals within one PE firm's portfolio.

And we looked at how frequently

uh ceos made it all the way through and fewer than half made it all the way through but those private equity firms that moved on the leadership sooner because they knew what the value was going to be in the future what the drivers were and therefore what the role was and that was different than the ceo that got them to where they were those that moved on it faster

had higher first-year returns, higher second returns, and higher total returns on exit.

They recognize that, hey, moving quickly on incumbents that don't fit what the new job is drives value.

And what we're saying is, hey, let's just bring science to that.

Let's figure out what is it exactly that you need the new folks to do, and then let's assess against it.

And if the incumbent is great, great.

If the incumbent isn't,

Look, you're going to realize the incumbent isn't six months from now or 18 months from now or 24 months from now.

And the sooner you do it, I mean, we do find that the better fit in the role drives better returns.

I think one of the most interesting things here as we think about, you know, the role of the employer, the role of the relationship between the employer and the employee, I think we've spent the past 150 years making people more like machines.