Bryan Hancock

And so if you look at it in the office setting, think about office space and the TPS reports coming back.

That was funny because that's how the office world worked, much like the manufacturing world worked.

And now what we're seeing is we're seeing that as the routine work, those TPS reports are now automated.

I'm still looking for my stapler.

I'm in the basement.

The TPS reports are automated.

What is important now is a different set of skills.

They tend to be more interpersonal skills.

They tend to be...

more creative skills, things that are more innately human.

And so as you're thinking about what a company does and how a company invests individuals, it is really less about, hey, can I teach you exactly how to fill out the TPS report?

It is now, how can I teach you social interaction skills?

How can I help you progress as a human being?

How can I help you move?

And so what we're seeing more broadly is the conversation changing from, hey, as human replacement for machine,

you know, what is the hourly rate I'm going to negotiate with you to how do we think about development of a human being so that in a changing world of work, our workers can adapt

alongside the company and that we can do this together.

And I think it's a really different debate.

Now, wages and benefits are still important even in that conversation, but it's also recognizing the broader human development piece that I think is super interesting and is a very fruitful, a very fruitful avenue to explore.

Some of them can be like what Bill's describing, you know, the the underwater ecosystem is a problem solving test similar to that.