Tom Gardner

Jim, how does,

How does organizational disruption from agentic AI compare with earlier technology shifts like cloud or mobile, where the tools evolve but headcount and core roles largely stayed the same at companies?

And now here's where we're getting the blended question.

So how is this disruption different than cloud or mobile?

And are clients finding that effective AI adoption requires rethinking their team structures and their roles rather than just layering in AI onto existing workflows?

And if so, third part,

What share of IBM's consulting engagements include AI-driven workforce transformation or change management?

How does that all weave together, if you can, three questions into one?

Just a quick follow-up.

Let's just take these four factors, and if you have a formula for them or how you evaluate them from one quarter to the next, one year to the next, and that would just be share buybacks, dividends, acquisitions, and R&D.

So taking those four different games you can play, how do you think about each dollar that comes in of cash flow and where to deploy it?

Final question is like the ski jump in the Olympics.

It's not gonna be a long runway to the question, but we're gonna give you the opportunity to stick it quickly, because we know we need to respect your time.

So be as succinct as you'd like to be.

I'd just like to hear from you.

You have a 30-year history at IBM.

Arvind has a 35-year history.

You came in as, I believe, stepped in as CFO in 2018, Arvind as CEO in 2020.

We've heard about it through your points in this conversation, so I could probably answer this, but anything special you'd like to give us about what the Arvind Krishna years mean as distinct from what came before at IBM?

And maybe if you wanted to go in this direction also, I'd love to hear transformation culture, how you're fair to every employee in this time of great change while relentlessly pursuing