Emma Combe

Would you say that there's one perspective you have that actually would allow you to be more effective across all these geographies or does it depend on where you are in the world and the culture you're operating in?

I'm going to take that quote with me, where your right to be yourself ends and your commitment to others begins.

That is gold dust in my view.

Let's shift gears a little bit.

We hosted a dinner, Tomas, in London last week on AI for a group of CEOs, and it was really interesting.

One of the CEOs leads a business called Wingstop, which has become super popular over here.

I'm sure you both know it in the US.

And he's under pressure to develop kiosks, and he is refusing because he's finding that his workforce gains so much, even within six months of actually engaging with customers in a restaurant setting.

they all say their confidence has increased hugely.

And he really believes in that as a mission of the organisation.

So he's not going to move to kiosks in any form of delivery.

And it was a really nice counter to this whole piece about efficiency and taking out costs.

And could you maybe tell us, talk a little bit about entry-level jobs?

Because I'm really curious about how we are going to have enough critical judgment in those coming up through the workforce if all the entry-level jobs don't exist.

How are we going to protect or develop critical judgment in the workforce?

What are your views on that?

And maybe just build on this point.

I think it sinks into this other piece that you've talked about, which is the power of negative thinking.

And this is so interesting because it counters what we're always told about positive thinking.

Can you just tell us a bit about how you think leaders can use this negative thinking as a positive force?