Elevating Human Potential, Performance, and Purpose in the Age of AI

[MUSIC] This session was recorded live at the 2026 ASU GSV Summit in San Diego. [APPLAUSE] My name is Pamay Bassy. I've spent my career at the intersection of learning leadership, culture and technology. Most recently is the Chief Learning Officer at the Kraft Heinz Company, and currently working with leaders and organizations who are going to have the same transformation we're all going through, right? Trying to figure out how we are going to live and learn and work and lead, especially in the age of AI. And having conversations like the ones we're about to have today are one of my favorite ways to work some of that out. I think this is going to be a really great session, some great insights, and hopefully you'll walk away with some concrete new thoughts about this, especially as we consider the topic for this panel, by elevating potential performance and purpose in the age of AI. You all have access to the app. You can read full bios. I'm just going to give you kind of a one or two lines about each of the folks who are up on the stage with me so that you can understand kind of the lens through which we're going to have this conversation. And I'll start with Ryan, who happens to be sitting next to me. It's a philanthropist who's been deeply involved in working with a network of employers and communities of practice who are taking more of a human centric approach to transforming talent practices using AI as a catalyst to empower individuals to live lives of meaning and purpose. So welcome, Ryan. We've got Jayny, who's a chief learning officer who brings a critical lens on what AI inspired changes mean for people, culture, and transformation. We've got Brett and I actually did not plan that you were sitting in the order that I introduced this morning. Fantastic, Brett, who's worked across organizations to help employers thoughtfully upscale employees identifying and closing skill gaps. So we'll elevate the work that every employee in organization is doing. And finally, we have Tim, who brings an operator's perspective on what this looks like in a day to day inside business, giving people and organizations the skills to thrive in today's tech-driven world. So I'm going to go ahead and just get started. One of the things that happened when we had our introductory or our prep conversation is that we really discussed the theme for the panel and something that bubbled up at the top was an interesting tension. People being concerned and almost maybe even fearful about what we are experiencing or what we're explaining ourselves up for. And those who are more optimistic about how emerging technologies can and will open up new and exciting ways for us to live lives of meaning and purpose. So I just want to start by jumping in and exploring that continuum. And I'm going to start with Ryan, giving your kind of philanthropist perspective and what you're seeing out there. But where do you fall on that kind of concern for your optimism continuum? Yeah, thank you. Thank you so much. And thanks for taking time out to be here. As Pimae pointed out, because I come from a philanthropy standpoint, I immediately recognize that these folks are actually in the weeds doing the work. So that will kind of shape some of my comments. But I think the point I want to make is that so many of the conversations we have around AI and especially as it relates to workforce comes from a place of fear, uncertainty and disruption, displacement. These are the, so the point, I'm optimistic. I'm highly optimistic. I think AI has the ability to unleash human potential like it never has before. And I think we'll start to see that in spite of some of the challenges we'll face. The point I want to make is when we start the conversations from that place, from that fear or pessimistic viewpoint, from my perspective, it sets us up to limit what we think might be possible. And I'm not discounting the fact that it will be highly disruptive. I think upwards of 50 to 70% of all jobs will be affected and many of those jobs will go away. And those are real things that we as people in the economy and in the workforce and employers and others thinking about this need to wrestle with, especially future learners need to wrestle with. But if you look at history and people's ability to adapt, to innovate, to use ingenuity, to harness technology, to new and incredible things and to reach new levels of prosperity, history is pretty compelling. And so I'm highly optimistic how we do this matters. And I know we're going to dig into that. I'm not the expert on that. I've got some ideas. But how we do this matters. The one last thing I'll say, and I think this is, if you share this optimistic view, the most important thing that we can do to change the narrative, to start from a more optimistic standpoint, is to share the stories of success. Because right now, we talk a lot about what's going to happen or predicting what's going to happen. And we're not doing enough of showing where AI is actually unleashing human potential. So stop there. Fantastic. Thanks for sharing. And I think we are going to get into some of those concrete examples of what is happening out there. Janie, I'll pull you another conversation and ask, where do you fall in kind of the concern, fear, optimism, continuum? So first of all, congratulations for making it to the fourth floor. And the best session you made it. Everyone else is missing out. So I think we had this conversation a couple of weeks ago. I've been back and forth on this a number of times since then. I work for an AI company, AI is incredible. But I think realism is really important. And we could sleepwalk into some of the challenges that we're going to have in a few years' time if we don't make some really considered and informed as much as we can decisions about what we're doing with AI, particularly when it comes to how we, the human mind, are going to adapt. And one of my favourite phrases is self-flabotimisation that is happening through AI. And I don't know if it's the same for everyone, but I find myself searching for words more than I ever have done, the more reliance I have on my preferred LLM. And I think as educators we were taught, you can't unlearn. I think that's absolute ball you can unlearn because I can tell with my own grasp of the English language. So I think it's important that we make the right decisions, particularly as educators and it's fascinating being in this world, I spend most of my time in the corporate world. We have your people responsible for young minds and we do need to make sure that we're making the right decisions to make sure AI lifts humans up and doesn't swallow us. Fantastic. I think that self-flabotimisation is something that we should all take away from here. And maybe have conversations about that later at whatever receptions you find yourself at, but thanks for bringing a little bit of realism into that and I think we're going to dig in. And as we continue, I think I'll just ask Brett also, are you agree, you disagree, where are you on this continuum as well? Yeah, what a time to be alive. I am long term optimistic, but in the short term, honestly, I'm quite concerned. I'm concerned that despite the last year or two that we've spent talking about this subject quite often, I think that on the whole, employers and educators still aren't ready for the coming change. I think that market forces have kind of taken over in a very, very dangerous way where leaders are now facing pressure to implement AI as quickly as possible. It's coming from the board level, it's coming from the C suite, and unfortunately that rush to implement is actually going faster than a lot of those leaders' understanding of the technology itself. I think that when AI is implemented, and we see this all the time, but when AI is implemented before, the work has been done to really understand what work is necessary within an organization and what skills are needed and what skills exist in a workforce without that underpinning. The implementation of AI really does risk the waste of a tremendous amount of human capital and human potential. We can get into this in detail, but I think one of the most common misunderstandings that's present in the market today is that AI is designed to either be today or in the very near future capable of replacing a role, wholesale. That's just not the case. Four certain tasks for some skills, AI is absolutely more capable than a human will remain that way, but there are always going to be domains of work, tasks, skills that will remain innately human. If we rush to implement AI without an understanding of where AI can be introduced to be complimentary, not competitive to those skills you have in the organization, we're facing this messy middle where there will be overlap, there will be waste, there will be inefficiency, but inefficiency just means very real human suffering and just difficulty to get an organization up and running. That's the work that I think we really need to focus on right now. But I think that's what maybe is being undervalued or underestimated in terms of importance. You mentioned wasting human capital and human suffering and those sorts of things that's the actual opposite of elevating our collective experience and elevating lives of purpose and performance. I think there's some digging that we need to do there, but I want to get Tim's perspective on where you fit on the continuum before we talk about. Of course. I think generally I agree with what Brett just said, which is that there is this long-term path to success and I think to elevating the human potential, which is what we're talking about here today. It's estimated that about $10.3 trillion of economic value will be derived. out of AI by 2038, but the road to get there is going to be bumpy because a lot of the jobs and the ways of working that we use right now are going to be relevant in the next six months potentially. And so what we see within our clients is kind of two different approaches to AI. There is the digitizers, the people who look at AI as a way to replace processes that we have in place right now. And then there are the reinventors, the ones that actually think about, you know, as truly sweet RC-O says, putting a human in the lead. And letting that person get away from a lot of the scut work that, you know, takes up so much of our time these days and puts their creativity at the forefront of the new re-imagined work processes. But that's a really hard thing to do. And when you come into the short-term pressure to show where's the ROI on this massive investment that I just made, people go back to that digitization because that's what they're comfortable with. And so the education has to start at the leadership level to set that long-term strategy and to be clear and confident in what that objective is. Instead of succumbing to the short-term pressure to do the easiest thing available, which is, you know, using the AI agent to replace a role. And that is, I think, very dangerous both in the short-term because you start to, you know, start to overlap on these agents. You don't have the right governance and controls in place. But also in the long-term, that's your talent pipeline for the future. Those are your future leaders of your company, the people that understand how the processes work. And so both from the short and the long-term, you know, that is the trap that we're seeing people fall into today. Yeah, I really, and I like that you mentioned the short-term versus the long-term, and you're not the only one that mentioned that. And really it's like looking at what's going to happen right now as a leader or a manager and saying, okay, well, how can I extract value versus having that long-term goal or that long-term view to say, well, how are we going to, who are we going to be as a company? What is the culture going to be? How are we going to actually treat our people and make sure that we're developing them in the right way? Janie, I'm curious, and I'll throw the mic to you. What do you think is the role of organizations, employers of our companies in making sure that we are doing this? Sounds like there needs to be some intentionality. There's work to do. I see that there's possibility for optimism. What do we need to do right now? What's required of us? So I think consciousness is really required right now in the world work. One thing, I think it's easy for us to talk about what everyone else should be doing. I think you're all in positions of power, of some degree, making decisions. I think we all just need to reflect on that and it's very easy for me to sit here and say what people should be doing. But I think one of the things I find myself doing is thinking about the immediate gain that we can have. So to your point, we can look at efficiency across our unincredible learning organisation. What efficiency can we drive that to do that? You can miss, though, is the purpose that you're trying to drive in the long term. I have a new friend, who happens to be your friend, who said earlier when he thinks about AI, he talks about it as accelerated intention. So what is the intention as an organisation that you're trying to achieve and make sure that everyone in the business knows what you're driving for and go towards that, rather than amplified. Amplified. What did I say, accelerator? Amplified. Amplified. You do more powerfully. Amplified. Intention. Both start with A, so we're both start with A. I also changed it to amplified impact, and I was like, that's not right. So I completely misquoted. But my, as organisations, I think it's being very important that we just, we bring this back to not just all we're trying to realise the AI investment that we've had, which I think most organisations are looking at. Trillions of billions of dollars have been spent on AI investment. Only 7% of that spend has been spent on talent right now. And what we've got to make sure as an organisation is to say what we actually are trying to achieve, what's the upside for our customers, for our students, for the people that we're trying to serve. And then how do we use AI to get there and our talent as a combination of those two things? And not just go with the instant, how do we do value realisation, which will be the thing as organisations we might do? One of the things that you mentioned, what we had our prep conversation to the right, that is stuck in my mind was, as organisations, we have to require that what's coming out of the, universities, what's coming out of the K through 12 pipeline. We just say that we care about human skills. And therefore please develop human skills and of course this conference has everyone in all areas of education. We should all be working together. We'll talk about collaboration in a moment. Can you talk a little bit about kind of the expectations we should set? Yeah, I think, I don't know, for us, what we're realising is that innovation in AI isn't just different in the last six months, it's different in the last six days. And if you focus all of your effort on training, people to leverage the AI skills, you've got where you're going to get very behind, very, very quickly. And therefore what remains once you've put your agent through your business is going to be a human skill and that human gap is what we need to be training for. And what we're actually seeing in Trusas employers is those human skills, how you think, behave and connect, which is the model that we talk about. Those skills are degrading as we see those coming into work. So truly what's cognitive, is their cognitive decline? You ask Gen Z, we did big piece of research. And the cognitive decline is the biggest concern with the use of AI. And how do we make sure that they don't lose critical thinking, systems thinking, paradox school thinking, those things, how they connect with human beings, how do they build relationships. And we need those things to show up and interviews when we're hiring people out of K-12-3 University. Emily, you want to? I mean, just a quickly comment on that. I totally agree with you. I think the problem is that human beings are driven by incentives. And we can sit here and talk about skilling being important and eating it, have a skill repository, but until it actually changes the way in which we hire, I think that we'll continue to see this be something that's lip services paid to it, but we're not really focused on it. And I think one of the challenges for us as HR leaders is as we look at the way in which we hire with the way we look at our workforce, we have to stop thinking about people being in these static job descriptions. Because often the jobs are changing more quickly than we can rewrite the job descriptions themselves. And rather than looking at static headcount, I have one cloud architect, I have one of this person. We should be looking at skill density and I think skill fluidity, how easily a skill can be transferred as a way in which we look at our workforce. And that has to drive our hiring process as well. It does us no good if we invest all of this into visibility and to what people are capable of and then we go out and post a job description on LinkedIn. And that's not driving our hiring behavior. And when industry decides to change the way in which we're going to the workforce and the way that we're sourcing talent in internally staffing people, that's when higher education, which is trying to feed that workforce, we'll start to change its standards as well. And so I think that the change has to start with us as leaders, the way in which we're demanding that people show up to work, the way in which we're promoting people, the way we're rewarding folks. And that's going to drive the change that we need across the entire industry. >> Go ahead. >> I just want to double down on this idea. I think what I was going to propose, Timothy's better than I did, is just this idea that we really don't have an AI moment or AI opportunity. It's a people moment and a people opportunity. We had that problem before AI came onto the landscape. And that is that we're trying to build a 21st century economy on a 20th century talent system. And you're all right, universities aren't going to change. Employers need to fundamentally change. We need to change the way we think and act about who and how we hire and how we develop our people, how we categorize and think about talent. And the cool thing about this is, this can be good for our business. It can give us the competitive advantage we need in order to be successful. But it can also have an incredible social impact side of it, because this is what people need. People can't see themselves in the economy in the future right now. And it's not just because of AI. They couldn't, before AI came onto the scene, it especially, it's accentuated because of AI. And so I think what we need to do is think about it as a people moment and use AI as the platform to drive the kind of incentive shuffling that needs to occur. And I think employers can play an outsized role in doing that. I just want to build on this point. This is where my company skillfully spends almost entirely all of our focus thinking about the fact that hiring today really awards storytelling more than it awards skill proficiency or competency. And I think that it's wonderful having this kind of conversation. I think, Tim, I think Ryan, you guys articulated this perfectly well that what we need to incentivize, what we need to target. It's really those human skills that will be complementary to the competencies, the abilities that these new AI tools will kind of bring into the workforce. But at the very current moment, tools that we use to be able to run the hiring process, tools that we use to, once people are higher to develop them, to let them do work that leans into those human skills that were really where they find meaning, where they find success. We're just not quite set up for that quite yet. And that change is the work that needs to happen. I think if we can get off of this dependency to, from jobs to descriptions to resumes to cover letters and much more focused on, let's remember, let's think about what is the work ahead, what is the work that people will need to do in these jobs to find success in their career and let's find ways to select for exactly those skills. There are new tools that enable that. Skillfully my company is one of several that does this. But I think that we won't hit that long-term future that I'm positive or I'm optimistic about until the systems that manage hiring and the systems that manage internal L&D and upskilling speak to one another and are focused on those human skills, not on the storytelling piece. I think that's such a great point that you guys are making. - Makes a lot of sense. I mean, I think I'm hearing that they've worked to be done. There's work to be done in the way we do talent management, the way we do we upskill L&D, et cetera. There's work to be done to kind of expand the way that we're looking at this. What's the end goal if we are able to, from the ground up, or with a kind of innovative lens, change the way that we deal with talent, that we deal with learning what's better for humans? How is that elevating kind of purpose and performance and all of those things we are looking for? - So, I mean, - Do you want to go? - No, please. - So, I, service now, we're all about making the world of work work. I don't know about most people. I don't think the world of work works that well, a lot of time, of unlocking human capability. Like, if the best version of yourself, you've brought to work, how many days of your working life if you brought that? And I think, we're, for all honest, the conditions have to be correct. The environment, the purpose needs to be right. Your leader needs to be right. You need to be set up. All of those things can be better with AI. I'm sure about it if the system is there. So, the purpose is that we can unlock humans' full potential. So, the best version of yourself is brought to work every day. And I think the world could be an incredible place if that is the case. And we should just trust that humans will find ways to develop themselves, to survive and thrive. That's where we're made up. We're organisms that want to grow. So, I think this creates, there's an opportunity for the conditions to be correct. And it could be a beautiful world for all of us. I think as organizational leaders, though, we need to create the conditions for that to be true. We talk about agility in skilling. Agility in the workforce, agility in the education system. There is zero agility in any of those systems right now. And how do we build that agility in the system so that humans can move around and build those skills and grow and unlock their potential and unlock opportunities for organizations that can save the world and make it better and cure global warming and bring world peace. And all of the things that if humans were left to their own devices in the best conditions we could do. And I think that is what makes it worthwhile. - You want to jump in? - I mean, I think that was perfectly said. And one of the things that gets me very excited, every crisis is an opportunity. And this is one of the few times where I think the right business decision is also the right societal decision. And for me, Brett and I were grabbing maybe one too many beers the other night and talking about this problem and I think where we could go with it. And one of the problems I think with the American dream right now, the reason why people don't have faith in the government and in society and we see all these issues is because they don't see that future that was promised to their parents and promised to their parents. And the idea of the American dream or if I were a car and I sit down and I really grind it out, my life will be better, my kids' lives will be better. That doesn't seem to be within everyone's cross putting more. And when you look back at the problems just on a micro level in the hiring decisions, you see why. I put a job up on LinkedIn trying to open up that Apple can pull, I get 500,000 AI generator resumes and so I go back to the basics, right? Who do I know? How can people network in and to your point at storytelling at that point? And so in the future, we should be able to have a really clear I think objective view of what people are capable of that creates more equity in the hiring process and make sure that people can get placed into the jobs that they're actually prepared for. And we take away a lot of the bias that is, I think, getting worse within the hiring process right now. And so, you know, I mean, as a society and as an industry, like we are at the exact right moment with the exact right problem to solve to have a huge impact on, I think, the way in which this country is working right now. And it's-- - You want to applaud by all means at any given time. It's fine. - Can I actually-- - Yeah. - Yeah. I was joking with Tim. We had a couple beers before getting started just to introduce ourselves. And I've been joking that was the best first date I've been on in years. Just because we found so much-- the applause here is exactly what I felt as well. There's just so much connection. Can I actually get you to talk a little bit about-- we were talking about some of the upskilling work that Accenture is doing with the veteran community. And I think this is something that stand together also believes in that the American dream, the availability, the accessibility of that is so important. And I think we can kind of talk about this for a lot of different segments. A lot of different communities of job seekers, people who are trying to kind of advance in their careers. Formerly incarcerated folks, skillfully does a ton of work with community college students for example. And so all of that work is admirable. But I was just struck the example for what you guys are doing with the veteran community, which is a really well done example of how targeted upskilling can really lead to impact. Sorry to put you on the spot. But-- - No, I appreciate it. So this is something that I'm passionate about. I was a marine, so I'm a veteran myself. And a lot of people didn't have the opportunities that I had after I got out of the service to be able to apply. I think the skills that you really learn in the military to the civilian sector. And because of that a lot of them burn out and there's a huge suicide problem among the veteran community that I personally deal with way too often. And so it's something I'm really passionate about. Like how do we get the experience and the tremendous amount of problem solving and teamwork and leadership that people have learned in the military and apply to the civilian sector? So essentially it's made an investment to focus on that in specifically two areas of the veteran community that are underserved. That's mid-career officers and senior NCOs. So most of the time for those who aren't in the industry or haven't served themselves, a lot of the upskilling programs that the military does have and they're very good are focused at people getting out after four years. So you've done four years of service, you're looking for an entry level job. And the problem is when you're kind of at that middle management layer of the military and you get out, a lot of your peers have caught up to you in terms of that leadership experience and you don't have the actual technical skills to be able to come in and perform that managerial role. And so a lot of them end up either falling back into the military industrial complex or really struggled to find that purpose in that meaning in their lives. And so what we've done is we've taken those folks and we've given them skills both with the blend of our Udacity product and instructor-led training to help identify, okay, here's what you currently have in terms of your skill set. Here's a career path that I think you would be a great fit for. Let's actually give you those building blocks you need to get to that level and then help you show up in that interview so that you can get that job that you are going to be excellent at if you have the right language and the right technical skills to understand what you're doing there. So translating that leadership experience into something that is both valuable for the corporate world as well as doing a service to our veterans that we owe the job opportunities to. So something I'm tremendously proud to be a part of at Accenture and something I'm hoping to continue to expand as learned vantage gross. - Well, I think that ties it back to Ryan something that you said is that we should tell the stories, the success stories, the things that we are seeing that are working, right? There's obviously a lot of work to do, but people in pockets and organizations are making choices to make investments and it's working. So that's a great story. Thank you for sharing that, but I'm curious. There are others where you like, this is something that's really working whether it's in my company or a client's company or you're seeing out there in the marketplace, the success stories that can inspire us to continue to do the work. - And I know just a different industry and we've long admired what Accenture's done and think they were kind of early adopters. Like everyone's been trying to catch their co-tells, but another example is Walmart. And you can be not a fan or a fan of Walmart, but one thing they've done is in their approach, they've gone in the direction of not just focusing on skills, but they've gone even further to start to focus on aptitudes and motivations, things that make us tick that are unique to who we are as individuals and think about how those characteristics and variables can help you shape someone's job in a way, whereas Janie pointed out you find purpose and meaning 'cause it connects to who you are as a person and Walmart's just begun to experiment with this and other groups have as well, but the reason skills is so great is it pulls us closer to the individual from a credential or other things think about a whole human approach if we could bring in other variables and through the use of AI, you could envision a wholly dynamic, individualized marketplace of job opportunities where people had the ability to pivot based on where they are in the world and what they need and what they wanna do. And I know that's really polyannish, but that's I think what we're trying to build. - I have two examples. And the fundamental thesis underneath of this is I think that the definition of education, especially workforce linked education, just needs to change. It needs to be updated to match kind of the speed of change of AI right now. One of the programs that we run that I'm quite proud of is we work with a tremendous amount of community colleges and we're just about to roll out a program with the state of California, more than 100 different schools, something like three million students, but we're partnering directly with big enterprise names. We'll have to do a little bit of work with Accenture on this if we're lucky, but what we're able to do is really bring workforce learning directly into the classroom so that we can actually link the skills, the work that students are preparing for and make sure that they're accelerating in a direction that will again be complimentary to the skills in the task that'll all be done by AI in this future world. We were gonna set them up to thrive by shaping that pathway, that educational experience from very early on. The second example, can I shout out service now? - You are allowed. Thank you. Service now University, the more I learned about this, the more I kinda got blown away because I think this is another example of changing the definition of what it means to be an educational institution or a provider in this economy. How many students do you guys touch in a given year? - We have two millions. - Two millions that's students across it and that's obviously not just service now employees, those are folks across the entirety of the workforce. - Anybody, complete it. >> And it doesn't hurt that it's all delivered by Professor Idris Elbuk, who doesn't want to listen to him teach us something. He could read the encyclopedia and I'd learn it. But just to say that I think that these are both just very good examples of expanding what's kind of considered traditional higher education. The objective here is exactly what this panel was talking about. We want to prepare as many people as possible and as accessible as a way as possible to thrive and succeed in this future workforce. That does mean that the employer needs to play a more active role in the classroom. Employers aren't always set up to deliver education themselves. So there is partnership necessary with some of those educational institutions like the U.S. Community College system that can play a role there. I think us though in this room, those of us who are leaders, those of us who can influence learning initiatives, who can reach out into these talent pools like Accenture did with a veteran community. I think the impact there that can be made is profound. We've been talking short-term, long-term, where there's short-term concern, long-term promise. There is short-term opportunity available through programs that exist today that can serve as a template for what should happen more broadly. So it's a pleasure to be up here with both of you guys and who are obviously leading programs that I admire and stand together as obviously a leader in the space as well. But I think that where educators can redefine the student experience to be more closely linked to the employer experience, I think that's how we're going to be able to unlock that potential in the future. Yeah, I agree with all that. I think there has never been more access to education and information than there is now. Where all geniuses, every single day, every time you open Claude or JGBT or Gemini, it is just true. I think there were incredible stories happening in groups. I think the stories that get me, there were the individual stories. I have groups of my incredible people from my incredible team in this room. And I have seen them do things that they couldn't even imagine possible three months ago. And there is like Pascuale, who is an incredible leader on my team, had an example the other day. He created a Claude artifact, which is an incredible dashboard. Sarah's in the same way. Every single person in my team who's doing those things. And they were like, this is equivalent to me flying a plane with blindfolded three months ago. We could never have been possible. And I think in the sit, what excites me and terrifies me about right now is there is no playbook for how we're meant to do this. No one has the answer for how it should be. But you, which is why I think humans have the best ability to take advantage of this moment. Every single one of you in this room is probably a leader, but you're also a human that wants to thrive in this moment. And you could walk out of here, go into your chosen LLM and do anything you could dream, like anything. But just do it with the purpose of what you're trying to intend to do. AI cannot dream. It can't hope. It can't take responsibility. And we can do all three of those things. And if you go out of here, you can change the world for a veteran for somebody that has no opportunity for your colleague that's been really struggling with their job based on what you do. And then I think as an individual, do that lean in. There's no answer. And then lean on your human skills to keep asking the right questions because AI is sick of fante, and it'll tell you that you're brilliant and you're not brilliant, however you seem. But one thing last day. And then I was just going to say, and then as leaders, just create the conditions for that to happen. Because everyone is terrified right now. And there is nothing more scary than a scared human. And if you can't create an environment where your teams can take risks and try these new things, you're going to block the innovation. So I think if we can do those two things, invent from where you stand and create conditions and look good. I don't know, Tim, I see them. You have words. But I want you to, if you could also talk about collaboration, we talked about that. Sure. I think that what Jayny said, brilliant, inspiring, and to amplify that, the working together and your perspective on how that's important could be the cherry on top. No, I think, I mean, what Jayny said was absolutely spot on. And I think this is where cooperation in the industry is actually going to be something that we need to talk more about. I mean, educators in the room start ups are all used to being competitors. And there's a reason for that because that's the way the economy was before. We talked about this moment in history where we have the chance to provide the solution that society is looking for. And I'll tell you, talking to government, I'm in DC. So we get brought into talk to folks. They're looking to industry to come up with the answer for this. And if we can align on what right looks like if we can experiment with an organization in a safe space and figure out what works, we can start to provide that template of what does skill-based hiring look like. What is definition of a skill? How can we start to validate that in credential that in a way that is trust-based, and able to be verified and held by the user and not by some major ecosystem player? All of these things are things that we can as an industry cooperate and find a solution for. And we don't have to be tearing each other's faces off in a competitive environment. And if we can do that together, I think a rising tide raises all boats. But if we come back into our own fighting holes and we start to just focus on ourselves and we don't think about cooperating and communicating about these topics, I think there's a chance for I think the darker version of what we've been talking about to come to fruition. Because in that fear-based environment, when people aren't seeing the results, and they've staked the reputations on these huge investments that they've made, they're going to go back to the digitization. I'm going to get rid of 25% of my workforce and I'll get the board what they want. And so I think it's a time to band together and to start thinking about how I want to show up as a combined group and not necessarily try to figure out what our competitive advantage is going to be vis-à-vis the other one. We can figure that stuff out later. But right now we need to solve this problem and it's an urgent one if we want to be able to reach that promise land. Yeah, when we started talking a little bit about kind of brass tax and what you can all do Monday when you get back to your desk and I think that as we wrap up, I want to just give you each of you an opportunity to say if there are, you know, coming away from this after all the conversation and knowing that we are trying to get to the elevation of, you know, to the optimistic version and all the great things that we know could happen if we do the work right now for all of the powerful people in this room, all the leaders and various sectors of the learning continuum. What are three things? One to three things that you can share to say when you get to back to your, you know, native habitats that you can try and do that we can all work together to get to the world we're all looking to get to. I'll start with Tim. So I think three things that everybody here can do when they go back to start to put this together. First of all, start to think about the jobs that we currently have not as monolithic job descriptions but as those different skills that are stacked on top of each other. And I would say challenge yourself to think about in the future, you know, if I'm starting to can recombine those skills into different areas, how am I, you know, leveraging my existing workforce versus immediately going out and hiring somebody for that role? And how can I start to create those micro learning solutions and then validate that to enable people to get to these new areas? Because I do think that, you know, the end state of trying to free people from the mundane and to unlock all that creativity is going to require us to do that. So number one, I think put a strategy in place, resist the urge to digitize, try to reinvent. Number two, I think break those job descriptions down into the component parts. And I would say number three, let's have a conversation. What is working within your business? What is working with our other partners across the other industries and how can we start to adopt best practices so that we can show that we can eat our own dog food here, right? That the solution actually works and we're using that internally. Fantastic, Brad, what are your thoughts? Plus one, everything that Tim just said, for employers in the room, go back and take an inventory of the work that actually is getting done in your organization. What are the tasks? What are the skills that are required? Is that's going to form the foundation that you will build everything to come on top of? If you can accurately diagnose which tasks will be, will remain in the domain of your, your human team of the people that you work with versus which tasks are just likely to be automated away, to be digitized, to be given to an agent. It's not a bad thing that some of those tasks will be done by those AI tools. The bad thing comes if we as employers layer people in to be competitive with those agents doing that work. It's not difficult to be able to organize the workforce so that the human labor, the human potential is complimentary, not competitive to those tools. If you're an educator, the number one thing you can do is connect your curriculum to the workforce, to the workplace. Community colleges are excellent at this because they're so responsive to the demands of their local economy. You're training students to enter the workforce, doing tasks, developing skills that may or may not be useful for them. Position them for success. Map that curriculum to the human skills that will be valued in the future. We do this work. There's other amazing organizations that you can work with as well to identify and connect with employers. What skills are going to be necessary? But do that work? Is that going to pay dividends? Amazing. Janie, whiting round. OK. Set your purpose. Bigger and dreamier than you could ever imagine. With more, you are geniuses, all of you in your organization. So set your purpose big. Number one, lean boldly into AI. It can do everything. And then just create, just imagine what needs to be human as the gap for those things. So codify your systems with AI and build that in. The third thing I do is just create a playground where you feel safe in yourself to take those risks and fall over and you do that for your team around you Trig your prefrontal cortex and just get excited about this new world We'll be fast Echoing a lot of what was said already, but if you're an employer use AI as a moment to consider Transforming your talent practices in ways that they said better than I can but but really thinking about Taking a human-centric approach Second is share your stories the things that are working amplify The social proof that's needed to help others in the work and learning ecosystem like universities like others see What's possible as a result of a change in in behavior and and let that story have legs and then the third is Is and I'm gonna put a plug in for something we've been spearheading But there's a the human potential network. This is a community of practice of employers and solution providers That's highly selective and very focused Accenture is actually a member of this but highly focused on Collaborating in the ways that Tim Tim was describing if you want to if you want to join up and learn with us Seek us out human potential network Fantastic Tim Brett Jani Ryan. Thank you so much for sharing your experience New York's Ratesh thank you all. Let's all go out and do the good work