Lucia Rahilly

Bill, you have spent years, possibly decades, maybe...

researching and working on organizational issues.

You got a doctorate in this stuff.

Why this disconnect when it comes to making talent or human capital as high a priority as financial capital?

What do you think?

Right, right.

So you're starting out with a challenge that's tough.

It might not be intractable, but it involves short-term financial metrics and so forth.

Anything that involves actual human behavior is going to be tough in practice.

And then you layer in digitization and AI.

Brian, how do those forces compound the challenge and what is at stake for companies that don't get this right?

You're a CEO and you're asking yourself this question, what's my supply-demand ratio look like?

Am I long?

Am I short on talent?

What's your first step?

So what does that mean when you're mapping current roles against future roles?

And how do you get to that?

You're disaggregating at the role level rather than at the incumbent level.

Right.

So the phenomenon you're describing also describes active resource allocation generally, right?