Graham Abell

We have a responsible AI, chief responsible AI officer there.

We publish all our models and training so that, you know, it can be scrutinized and understood.

So we've got high confidence and we're going about the right way.

And so that's why we've been contributors and kind of proactive partners in defining things like the EUIAF, because we want to make sure

it does provide protection and that kind of balance with the ability to innovate and, you know, drive forth business outcomes because I think we've seen what's happened when there's been no legislation and, you know, probably social media is an example of that where, you know, probably wasn't as positive and impactful as it could have been.

And then also then probably GDPR where it was over-regulated and I think actually through the AI Act, we're starting to see some of that get unwind a bit and kind of recognition that it probably went a bit too far.

tell me about some of the leadership lessons you've had recently because you're spinning a lot a lot of different plates yeah and multiple hats at any one time anything kind of come to mind yeah like i think as i said for me focusing on what we're driving from a business value perspective has never again never been more important like i think we have to be able to derive outcomes we have to be able to measure and we have to be able to show them in tangible ways and i think that's

never been more important than right now so i think that's it's not a new lesson but it's just reforming of it i think having empathy is massively important as well like we are going through a massive shift and that means like roles are changing like job plans are changing we have to be kind of deliberate and conscientious in how we do that and you know historically workday's had a huge focus on early talent we still do but we're seeing probably a lot of companies back away from that and

you know that's not a sustainable model we need those grads coming through to become the seniors of the future and the architects of the future because certainly what i'm seeing is like these co-pilots and these tools can help accelerate code the day-to-day but

in order to make sure the software is kind of scalable and fit for kind of different markets and performance and all the rest of it.

Like we still need kind of senior technical chops kind of looking at it and making sure the architecture is correct, making sure the interactions and interfaces are correct and all the rest of it.

And I think there's still a ways to go before we replace the whole teams.

And so and I don't know if that's ever going to be true.

And so I think we still need to kind of focus on the early talent, but expecting that the kind of jobs are probably going to shift.

And so therefore, probably the universities need to kind of move.

And again, that's part of our partnership with them.

Yeah, as I said, I think it's a moment for it to be quite thoughtful and deliberate about what you're doing and how you're doing it and how you're thinking about that evolution and, you know, think about what it's going to look like in two or three years' time because I don't think it's happening right now today, but I don't think it's not going to happen on that timeline.

And so, you know, starting to put in motion now what's going to be needed to have your kind of teams evolve to be in the right place in that time in three years is going to be important.

I 100% agree with you.

I don't see AI in any of our...