Satya Nadella

And it knew like the two Nature papers, it took that.

In fact, I even said, hey, go give it to me in a podcast format.

And so it sort of even did a nice job of two of us chatting about it.

Like, so that became, and in fact, then I shared it with my team, right?

So I took it and put it into Pages, which is our artifact, and then shared.

So the new workflow for me is I think with AI and work with my colleagues.

So that's a fundamental change management of everyone who's doing knowledge work suddenly figuring out these new patterns of how am I going to get my knowledge work done in new ways.

That is going to take time.

It's going to be something like in sales and in finance and supply chain.

So for an incumbent, I think that this is going to be one of those things where, you know, let's take one of the analogies I like to use is what manufacturers did with lean.

I love that because in some sense, if you look at it, lean became a methodology of how one could take an end-to-end process in manufacturing and become more efficient, right?

It's that continuous improvement, which is reduce waste and increase value.

That's what's going to come to knowledge.

This is like lean for knowledge work in particular.

And that's going to be the hard work of management teams and individuals who are doing knowledge work.

Yeah, in fact, it's interesting you ask it.

Like, I've been thinking about it.

Like, for example, you know, today, if I look at it,

You know, we are very email heavy.

So I got in in the morning and I'm like, man, like my inbox is full and I'm responding.