Joan Mulvihill

We don't have the people with the skills to know how to do the things, you know, and I think that's really interesting.

One of the things on that tacit knowledge experience skills.

Did you know you do know this?

Maybe at the start of the Russia's invasion of Ukraine, a Ukrainian lady came to live in my house.

For a little while.

And there's a fireplace in the other room and she came down to me with a box of matches in her hands.

She had no English and she didn't know how to light the fire.

She didn't know how to light the fire because she'd been living in an apartment block.

with free cheap Russian oil and gas and central heating and had never had to light a fire.

So I wonder how much tacit knowledge, just on that generation alone, imagine there's a woman same age as me who didn't know how to light a fire.

And so now we're gonna go to organizations where all that tacit knowledge, where we will forget how to do the basics of an awful lot of things.

And then we get to that extreme in terms of leadership and leading organizations.

And the technology is going to be doing so much of it.

And so much of it is going to get more and more black boxed to the point that we don't know how to make those decisions.

And then I question, well, then who's going to be running the companies?

And at this point, it's just the four or five guys in the brolicarchy who are sitting there in their trillions going...

What are we having for dinner?

Us, probably.

You know, there's no one.

I just, you've got, one of the things that we did in the IRDG conference last week, there was a really amazing woman called Beth who ran a session on futures.