WEBVTT 1 00:00:00.458 --> 00:00:02.627 Increasingly, in the AI world, there's 2 00:00:02.627 --> 00:00:06.339 a realization that empathy is really important. 3 00:00:06.339 --> 00:00:08.216 I actually think that's one of the big unlocks. 4 00:00:08.216 --> 00:00:11.136 Reckitt is the global organization behind many 5 00:00:11.136 --> 00:00:13.805 of the health and hygiene products used by millions 6 00:00:14.055 --> 00:00:15.682 of consumers every day. 7 00:00:16.641 --> 00:00:20.437 In recent years, it has embarked on a bold transformation 8 00:00:20.437 --> 00:00:24.274 to simplify the business, focus on core power brands, 9 00:00:24.274 --> 00:00:28.445 and embed AI at the heart of its Fuel for Growth strategy. 10 00:00:29.654 --> 00:00:33.324 At the center of that is CEO of Reckitt, Kris Licht, 11 00:00:33.324 --> 00:00:36.995 an AI pioneer who has taken a deliberate approach to 12 00:00:36.995 --> 00:00:40.206 how AI can truly create value. 13 00:00:40.206 --> 00:00:43.626 So how did he lead his organization on its AI journey 14 00:00:43.626 --> 00:00:47.964 to cut innovation cycles and scale across the business? 15 00:00:47.964 --> 00:00:49.799 Join me to find out. 16 00:01:01.519 --> 00:01:03.646 Kris, it's great to see you. 17 00:01:03.646 --> 00:01:06.733 You've been the CEO for Reckitt for a number of years now, 18 00:01:06.733 --> 00:01:09.986 and you have been transforming the company with the spirit 19 00:01:09.986 --> 00:01:12.530 to make it a simpler and sharper company. 20 00:01:12.530 --> 00:01:15.158 And one of the elements of your program 21 00:01:15.158 --> 00:01:17.577 that you embarked on is called Fuel for Growth. 22 00:01:17.577 --> 00:01:20.205 Tell us a bit more about what's behind that. 23 00:01:20.205 --> 00:01:23.708 Well, we have an opportunity to grow faster 24 00:01:23.708 --> 00:01:25.752 and manage our cost base in a way 25 00:01:25.752 --> 00:01:27.504 that creates a lot more value 26 00:01:27.504 --> 00:01:29.047 than we have historically done. 27 00:01:29.047 --> 00:01:31.424 "Simpler and sharper" is 28 00:01:31.424 --> 00:01:34.302 a way we talk about the company that we want. 29 00:01:34.302 --> 00:01:36.763 We want a simple company that focuses on the things 30 00:01:36.763 --> 00:01:38.807 that matter most, and a sharper company 31 00:01:38.807 --> 00:01:41.935 where we don't have any real waste, where we don't have 32 00:01:43.061 --> 00:01:46.606 bureaucracy or complexity that doesn't add value. 33 00:01:46.606 --> 00:01:49.234 And that's our Fuel for Growth program, which really 34 00:01:49.234 --> 00:01:50.318 is what's allowing us 35 00:01:50.318 --> 00:01:52.695 to invest a lot more in top-line growth. 36 00:01:52.695 --> 00:01:54.072 At some point, you made the decision 37 00:01:54.072 --> 00:01:56.491 that AI is going to be a central part - 38 00:01:56.491 --> 00:01:57.492 Yes. 39 00:01:57.492 --> 00:01:59.410 of that program. When was that point 40 00:01:59.410 --> 00:02:01.246 and what triggered that? 41 00:02:01.246 --> 00:02:03.081 Well, we all read the newspapers 42 00:02:03.081 --> 00:02:05.834 and I think I heard about ChatGPT being released. 43 00:02:05.834 --> 00:02:08.711 I think that was in the late fall of '22. 44 00:02:08.711 --> 00:02:10.964 I was actually not CEO at that time, 45 00:02:10.964 --> 00:02:12.757 but I was running our global health business. 46 00:02:13.883 --> 00:02:15.802 And so I took my leadership team of 47 00:02:15.802 --> 00:02:18.721 that global health business to San Francisco, 48 00:02:18.721 --> 00:02:22.725 and we spent a week immersing ourselves, understanding 49 00:02:22.725 --> 00:02:24.686 this new technology, what could it do? 50 00:02:24.686 --> 00:02:26.604 What might be the art of the possible 51 00:02:27.605 --> 00:02:28.690 down down the line? 52 00:02:28.690 --> 00:02:32.152 And that was a really pivotal moment. 53 00:02:32.152 --> 00:02:34.028 It's really important that everyone is 54 00:02:34.028 --> 00:02:35.238 engaged in this journey. 55 00:02:35.238 --> 00:02:38.283 That's exactly the question that I wanted to ask you. 56 00:02:38.283 --> 00:02:40.451 I mean, you made the decision 57 00:02:40.451 --> 00:02:41.911 after seeing, okay, this is going 58 00:02:41.911 --> 00:02:43.872 to be a transformational technology 59 00:02:43.872 --> 00:02:46.374 and it will impact how you do business, right? 60 00:02:46.374 --> 00:02:51.004 But there are still many different ways you can set this up. 61 00:02:51.004 --> 00:02:55.967 How you frame the program, what functional focus you put, 62 00:02:56.009 --> 00:02:57.886 how much experimentation you allow, 63 00:02:57.886 --> 00:03:00.138 how rapidly you want to scale. 64 00:03:00.138 --> 00:03:01.598 Tell us a bit more about the choices 65 00:03:01.598 --> 00:03:02.891 you made on those fronts. 66 00:03:02.891 --> 00:03:04.642 Yeah, I think the first choice 67 00:03:04.642 --> 00:03:06.603 was, we're going to try to go fast. 68 00:03:06.603 --> 00:03:08.688 We're going to try. And if we fail a little bit 69 00:03:08.688 --> 00:03:09.772 along the way, that's okay. 70 00:03:09.772 --> 00:03:12.984 We're going to try to have a controlled process 71 00:03:12.984 --> 00:03:16.779 where we can make these choices and balance risk 72 00:03:16.779 --> 00:03:18.406 and benefit. 73 00:03:18.406 --> 00:03:22.911 But I think the first decision we made is, this is one 74 00:03:22.911 --> 00:03:24.287 of the things that we should go fast on. 75 00:03:24.287 --> 00:03:27.373 We don't have time to work on everything. 76 00:03:27.373 --> 00:03:29.459 But we chose that this is one where we were going 77 00:03:29.459 --> 00:03:32.378 to make real investments, spend real time, 78 00:03:32.378 --> 00:03:33.922 get our teams immersed in it. 79 00:03:35.006 --> 00:03:36.716 The second thing that we chose, 80 00:03:36.716 --> 00:03:39.093 and I'm really happy that that was the case, 81 00:03:39.093 --> 00:03:42.013 because I think this is maybe the most important choice 82 00:03:42.013 --> 00:03:44.557 that we made so far, was 83 00:03:44.557 --> 00:03:48.061 to not go buy whatever people were selling us. 84 00:03:48.061 --> 00:03:49.938 What we decided to do was take more 85 00:03:49.938 --> 00:03:52.190 of a first-principles approach to this 86 00:03:53.066 --> 00:03:57.070 and say, "This is so powerful that we actually want this 87 00:03:57.070 --> 00:03:59.906 to change the way our whole organization works. 88 00:03:59.906 --> 00:04:02.033 This is a profoundly different way of working, 89 00:04:02.033 --> 00:04:04.953 and we have to rewire work." And 90 00:04:04.953 --> 00:04:06.037 that was the choice we made. 91 00:04:06.037 --> 00:04:10.041 So actually, the first thing we do now when we deploy these 92 00:04:10.041 --> 00:04:12.794 tools is somewhat counterintuitive. 93 00:04:12.794 --> 00:04:16.339 We use good old time-and-motion studies. 94 00:04:16.339 --> 00:04:19.300 And we actually map the work in a given domain, 95 00:04:19.300 --> 00:04:21.594 in a function, in an area. 96 00:04:21.594 --> 00:04:24.389 And we just asked the question, "What are our people doing? 97 00:04:24.389 --> 00:04:26.057 What do they actually spend time on?" 98 00:04:26.057 --> 00:04:29.560 There's lots of transactional work, document creation, 99 00:04:29.560 --> 00:04:34.274 repetitive tasks, things that these tools are perfect for. 100 00:04:34.274 --> 00:04:37.568 And so instead of buying something that has the appearance 101 00:04:37.568 --> 00:04:41.364 of being readymade, we took a little bit more time 102 00:04:41.364 --> 00:04:44.367 to do this more profound exercise 103 00:04:44.367 --> 00:04:47.036 and understand where to deploy the tools. 104 00:04:47.036 --> 00:04:49.872 What I find interesting, Kris, is you made the choice 105 00:04:49.872 --> 00:04:53.626 to go into one of the most differentiating 106 00:04:53.626 --> 00:04:55.962 and value-adding functions 107 00:04:55.962 --> 00:04:58.006 of a company like Reckitt, which is marketing. 108 00:04:58.006 --> 00:04:59.757 You could have said, "Oh, 109 00:04:59.757 --> 00:05:01.718 we experiment in support process one 110 00:05:01.718 --> 00:05:03.636 and support process two and support process three." 111 00:05:03.636 --> 00:05:06.431 That's all fine. You might get some good productivity 112 00:05:06.431 --> 00:05:10.184 gain, but you made the choice to go right into the heart of 113 00:05:10.184 --> 00:05:12.603 what makes you win as a firm. 114 00:05:12.603 --> 00:05:15.023 - Yes. So what drove that choice? 115 00:05:15.023 --> 00:05:16.107 Just to build on your point, actually, 116 00:05:16.107 --> 00:05:17.317 the second domain was R&D. 117 00:05:17.317 --> 00:05:20.486 Which is also equally important from, 118 00:05:20.486 --> 00:05:21.571 a standpoint of innovation. 119 00:05:23.156 --> 00:05:25.533 We chose that because we thought these tools would change 120 00:05:25.533 --> 00:05:28.036 the game on what good looks like 121 00:05:28.036 --> 00:05:30.371 and what excellence requires. 122 00:05:30.371 --> 00:05:32.498 And so that's why we chose it. 123 00:05:32.498 --> 00:05:34.542 It might be counterintuitive, 124 00:05:34.542 --> 00:05:36.085 but it turned out to be a very good choice. 125 00:05:37.420 --> 00:05:38.921 And I think, in a lot of ways, 126 00:05:38.921 --> 00:05:41.758 because we have had success in these domains, 127 00:05:41.758 --> 00:05:43.343 we've also had some failures, 128 00:05:43.343 --> 00:05:46.095 but we've had successes in these domains, 129 00:05:46.095 --> 00:05:48.473 that has then proven to the entire organization, well, 130 00:05:48.473 --> 00:05:50.558 if we can do it in marketing 131 00:05:50.558 --> 00:05:54.604 and R&D, then surely we can also do it in other areas. 132 00:05:54.604 --> 00:05:55.897 You just mentioned failures. 133 00:05:55.897 --> 00:05:58.483 One of the things I observed my own company, 134 00:05:58.483 --> 00:06:02.362 but also many of our clients, is you start these programs 135 00:06:02.362 --> 00:06:05.031 and people say, "Yeah, we tolerate failure 136 00:06:05.031 --> 00:06:06.574 and there will be some of that." 137 00:06:08.242 --> 00:06:10.203 How did that feel at Reckitt 138 00:06:10.203 --> 00:06:13.331 and how did you evolve culture around that? 139 00:06:13.331 --> 00:06:14.791 I think one of the things that I had 140 00:06:14.791 --> 00:06:18.086 to do in particular was make sure 141 00:06:18.086 --> 00:06:20.296 that everyone was focused on the long term. 142 00:06:20.296 --> 00:06:24.092 So even if we have one element of a use case that failed 143 00:06:24.092 --> 00:06:25.676 or one piece of the investment 144 00:06:25.676 --> 00:06:28.346 that didn't really generate a big return, as long 145 00:06:28.346 --> 00:06:30.515 as we in aggregate were moving forward 146 00:06:30.515 --> 00:06:32.016 and we were learning a lot 147 00:06:32.016 --> 00:06:35.311 and we were seeing successes in other places, 148 00:06:35.311 --> 00:06:37.146 then we were on the right path. 149 00:06:37.146 --> 00:06:39.148 And they have turned into true believers. 150 00:06:40.233 --> 00:06:45.196 - You said something earlier, which is, while you are 151 00:06:45.196 --> 00:06:47.657 off to a very impressive start, 152 00:06:47.657 --> 00:06:50.201 by no means do you feel you have mission accomplished. 153 00:06:50.201 --> 00:06:53.371 I think all of us are realizing, oh wow, 154 00:06:53.371 --> 00:06:55.957 the technology keeps advancing, advancing, advancing. 155 00:06:55.957 --> 00:07:00.962 Every new release is yet another plethora of opportunity 156 00:07:01.129 --> 00:07:02.547 what you can do, etc. 157 00:07:02.547 --> 00:07:06.050 How do you keep the organization moving given 158 00:07:06.050 --> 00:07:09.262 that we are still probably only in the early part 159 00:07:09.262 --> 00:07:10.972 of the S-curve of the technology? 160 00:07:10.972 --> 00:07:13.391 I think our whole top team is very engaged. 161 00:07:13.391 --> 00:07:15.059 I mean, the executives 162 00:07:15.059 --> 00:07:18.020 that have deployed this in their functions, they own it. 163 00:07:18.020 --> 00:07:21.566 And their teams own it 164 00:07:21.566 --> 00:07:23.734 because they co-created the solution. 165 00:07:23.734 --> 00:07:27.572 So today I think it's more a question of 166 00:07:27.572 --> 00:07:28.865 how do we think about talent? 167 00:07:30.158 --> 00:07:32.076 And how do we think about what capabilities we 168 00:07:32.076 --> 00:07:33.202 need inside the company? 169 00:07:34.495 --> 00:07:37.957 We have built teams that work only on this now, 170 00:07:37.957 --> 00:07:40.126 and they've gotten pretty good. 171 00:07:40.126 --> 00:07:42.211 They've done a lot of foundational work. 172 00:07:42.211 --> 00:07:44.088 When we started in marketing, 173 00:07:45.089 --> 00:07:48.551 we didn't know everything and, and we had to learn a lot. 174 00:07:48.551 --> 00:07:52.013 But that learning now is fueling a faster pace. 175 00:07:52.013 --> 00:07:53.890 We don't have to relearn a lot 176 00:07:53.890 --> 00:07:56.350 of the things about technology foundations 177 00:07:57.226 --> 00:07:58.436 data architecture, all that. 178 00:07:58.436 --> 00:08:03.149 Like that work is actually now benefiting us in the waves 179 00:08:03.149 --> 00:08:05.776 of expansion that we're running now through the company. 180 00:08:05.776 --> 00:08:07.069 Well, I think we are all learning 181 00:08:07.069 --> 00:08:09.113 that technology is not the constraining factor. 182 00:08:09.113 --> 00:08:12.200 Right. Right? Right. The models work largely. Yeah. 183 00:08:12.200 --> 00:08:13.993 And better and better with every new release. 184 00:08:13.993 --> 00:08:15.453 They get more powerful. 185 00:08:15.453 --> 00:08:16.496 And then the big question is, 186 00:08:16.496 --> 00:08:18.498 how does your organization actually embrace them? 187 00:08:18.498 --> 00:08:20.249 And how do you transform the various 188 00:08:20.249 --> 00:08:21.584 functions where you deploy them? 189 00:08:21.584 --> 00:08:24.212 And, I agree with you 100%. 190 00:08:24.212 --> 00:08:27.048 This started as a technology thing. 191 00:08:27.048 --> 00:08:30.593 It's now a big change management and transformation thing. 192 00:08:30.593 --> 00:08:33.763 And I observe exactly the same with so many 193 00:08:33.763 --> 00:08:35.056 of the clients that we serve. 194 00:08:35.890 --> 00:08:38.935 - One of the things that we have to figure out is, 195 00:08:38.935 --> 00:08:42.230 how do we create mastery in our more junior people? 196 00:08:42.230 --> 00:08:45.274 Because the whole model for, not just for our industry, 197 00:08:45.274 --> 00:08:48.027 but the model was, you do a lot of grunt work. 198 00:08:48.027 --> 00:08:50.863 And so it's a question of, what is now these 199 00:08:51.822 --> 00:08:54.909 better career paths that we can create where actually 200 00:08:55.743 --> 00:08:58.287 marketers and all people in our company 201 00:08:59.956 --> 00:09:03.584 learn more about the tool and how to maximize it 202 00:09:03.584 --> 00:09:05.920 and maybe less grunt work along the way, 203 00:09:05.920 --> 00:09:08.589 but yet still develop functional mastery. 204 00:09:09.465 --> 00:09:11.050 And I don't think we've actually fully cracked 205 00:09:11.050 --> 00:09:12.009 that. 206 00:09:12.009 --> 00:09:14.011 It's so interesting because if you read the general 207 00:09:14.011 --> 00:09:17.056 coverage in the media, it's all about the quantitative 208 00:09:17.056 --> 00:09:19.308 question, what AI will do to jobs. 209 00:09:19.308 --> 00:09:21.978 How many bankers are you going to need? 210 00:09:21.978 --> 00:09:24.730 How many software engineers? How many marketeers? 211 00:09:24.730 --> 00:09:26.357 How many lawyers? How many consultants, 212 00:09:26.357 --> 00:09:28.067 whatever business you're in, right? 213 00:09:28.067 --> 00:09:30.820 I think there's way too little talk about the 214 00:09:30.820 --> 00:09:31.904 qualitative question. 215 00:09:31.904 --> 00:09:35.032 How do you actually train the talent of the future 216 00:09:35.032 --> 00:09:37.410 that they are great in what they do? 217 00:09:37.410 --> 00:09:39.912 And I believe that many companies are now starting 218 00:09:39.912 --> 00:09:41.872 to realize, yeah, I need to manage for numbers, 219 00:09:41.872 --> 00:09:44.667 but ultimately I do need to manage for quality 220 00:09:44.667 --> 00:09:46.961 and for proficiency and for mastery. 221 00:09:46.961 --> 00:09:49.046 We're sure about the productivity impact. 222 00:09:49.922 --> 00:09:52.008 And we're also sure that work gets better. 223 00:09:52.008 --> 00:09:53.301 It just gets more consistent. 224 00:09:53.301 --> 00:09:55.011 It's just more high-quality output. 225 00:09:55.011 --> 00:09:56.846 I think many jobs do get better just 226 00:09:56.846 --> 00:10:00.725 because we're taking the most sort of repetitive, 227 00:10:00.725 --> 00:10:03.811 maybe least-interesting, least-value-added elements 228 00:10:03.811 --> 00:10:05.730 increasingly out of the work. 229 00:10:07.023 --> 00:10:09.817 But how do we build the mastery? How do we enrich? 230 00:10:09.817 --> 00:10:13.279 And how do we redeploy so that we can harness the power 231 00:10:13.279 --> 00:10:14.905 of these tools? 232 00:10:14.905 --> 00:10:18.576 So Kris, we are now all heading into this future 233 00:10:18.576 --> 00:10:22.038 where humans and machines 234 00:10:22.038 --> 00:10:23.914 or tools work hand in hand. 235 00:10:23.914 --> 00:10:26.083 And we all talk about hybrid workforce 236 00:10:26.083 --> 00:10:27.460 and what that will entail. 237 00:10:29.462 --> 00:10:31.255 What does that mean for you 238 00:10:31.255 --> 00:10:34.675 and how do you tackle that at Reckitt? 239 00:10:34.675 --> 00:10:37.303 One of the things that I've learned is that actually, 240 00:10:37.303 --> 00:10:39.347 increasingly in the AI world, there's 241 00:10:39.347 --> 00:10:43.225 a realization that empathy is really important. 242 00:10:43.225 --> 00:10:45.770 I actually think that's one of the big unlocks. 243 00:10:45.770 --> 00:10:48.356 Because if you have that, you realize that 244 00:10:48.356 --> 00:10:50.232 there will be failures in the journey. 245 00:10:50.232 --> 00:10:52.693 You'll start to understand why, why are we failing 246 00:10:52.693 --> 00:10:54.320 or why are we falling short? 247 00:10:54.320 --> 00:10:57.156 And you sort of give a little space 248 00:10:57.156 --> 00:10:59.325 to make the model better and learn about that 249 00:10:59.325 --> 00:11:01.619 and interact with it more productively, 250 00:11:01.619 --> 00:11:03.913 maybe a little bit less disappointed if it doesn't do 251 00:11:03.913 --> 00:11:06.666 exactly what we expect the first time. 252 00:11:06.666 --> 00:11:08.042 I agree with you wholeheartedly. 253 00:11:08.042 --> 00:11:11.754 I don't think that the era we are in 254 00:11:11.754 --> 00:11:15.591 or that we are starting to evolve in front of us is the end 255 00:11:15.591 --> 00:11:18.052 of the value of human labor. 256 00:11:18.052 --> 00:11:20.971 In fact, there are elements such as empathy, such 257 00:11:20.971 --> 00:11:25.685 as judgment, such as an ability to bring people along 258 00:11:25.685 --> 00:11:28.187 and also get the change management done. 259 00:11:28.187 --> 00:11:29.980 I think they are going to be in high demand 260 00:11:29.980 --> 00:11:31.649 and they're going to be highly differentiating. 261 00:11:31.649 --> 00:11:35.986 And I'm not worried about the future of human work. 262 00:11:35.986 --> 00:11:37.321 I think it will be highly valuable, 263 00:11:37.321 --> 00:11:39.448 but it will be very different - It'll be different. 264 00:11:39.448 --> 00:11:43.619 from what it used to be. So Reckitt was a true pioneer 265 00:11:43.619 --> 00:11:45.287 when it comes to AI. 266 00:11:45.287 --> 00:11:47.331 You've been at the forefront of many things. 267 00:11:47.331 --> 00:11:50.626 Now, Kris, you get asked by peers 268 00:11:50.626 --> 00:11:52.503 and friends, "Hey, 269 00:11:52.503 --> 00:11:54.588 what can we learn from what you have been through? 270 00:11:54.588 --> 00:11:56.173 What are your biggest learnings? 271 00:11:56.173 --> 00:11:57.675 And what advice do you give?" 272 00:11:57.675 --> 00:11:59.844 I'm sure there's 50 different ways 273 00:11:59.844 --> 00:12:03.139 that people could do this, but think about the ultimate 274 00:12:03.139 --> 00:12:05.433 outcome, the ultimate impact that you're after, 275 00:12:05.433 --> 00:12:07.101 and then sort of work backwards from that 276 00:12:07.101 --> 00:12:11.272 and say "What work do I need to do? 277 00:12:11.272 --> 00:12:13.941 What analytical work? What design work? 278 00:12:13.941 --> 00:12:16.986 What do I need to do to actually extract 279 00:12:16.986 --> 00:12:19.113 that value?" And I think the purchase 280 00:12:19.113 --> 00:12:22.199 of technology should come way down the line. 281 00:12:22.199 --> 00:12:25.035 That's there 282 00:12:25.035 --> 00:12:27.913 and there's lots of people that have amazing products 283 00:12:27.913 --> 00:12:31.459 and solutions, but having a really profound conversation 284 00:12:31.459 --> 00:12:33.252 about how you are trying 285 00:12:33.252 --> 00:12:36.005 to change your company is the first step. 286 00:12:37.256 --> 00:12:39.717 Kris, what has helped you as CEO 287 00:12:41.010 --> 00:12:43.929 be successful on this journey and be a true pioneer? 288 00:12:45.014 --> 00:12:46.849 I remember a session I was at. 289 00:12:46.849 --> 00:12:50.144 It was a Microsoft session hosted about a partnership 290 00:12:50.144 --> 00:12:52.855 that they have with universities. 291 00:12:52.855 --> 00:12:56.233 And they were talking about discovery or, 292 00:12:56.233 --> 00:13:00.321 or simulation of new compounds that could not have been 293 00:13:01.864 --> 00:13:03.991 done before without these tools. 294 00:13:03.991 --> 00:13:06.327 Just didn't have the processing power. 295 00:13:06.327 --> 00:13:07.745 And now it's possible. 296 00:13:07.745 --> 00:13:09.955 And they were just sort of hinting at what 297 00:13:09.955 --> 00:13:11.123 that might mean in terms 298 00:13:11.123 --> 00:13:14.001 of discovering new compounds or materials. 299 00:13:14.001 --> 00:13:17.004 And that immediately made me extremely curious. 300 00:13:17.004 --> 00:13:21.217 Okay, if it could do that, what can it do 301 00:13:21.217 --> 00:13:23.594 to all the things that we do as a company? 302 00:13:23.594 --> 00:13:27.348 That curiosity, I have tapped into that 303 00:13:27.348 --> 00:13:29.433 sometimes along the way when 304 00:13:29.433 --> 00:13:31.811 things weren't going exactly the way they should be going 305 00:13:31.811 --> 00:13:34.647 or we had 306 00:13:34.647 --> 00:13:37.274 to revisit some assumptions that we had. 307 00:13:38.484 --> 00:13:40.903 I go back to some of those more foundational points 308 00:13:40.903 --> 00:13:44.782 that I learned when I was in learning mode 309 00:13:44.782 --> 00:13:48.869 and that convinced me that this is just a very different 310 00:13:48.869 --> 00:13:50.996 and powerful technology 311 00:13:50.996 --> 00:13:54.875 and we should find a way, even if it's hard. 312 00:13:54.875 --> 00:13:55.960 Kris, it's fascinating 313 00:13:55.960 --> 00:13:58.420 to hear from you about the journey Reckitt has 314 00:13:58.420 --> 00:14:00.089 been on in terms of AI. 315 00:14:00.089 --> 00:14:03.759 Congratulations on being a true pioneer in your industry 316 00:14:03.759 --> 00:14:05.803 and across all industries. 317 00:14:05.803 --> 00:14:08.973 It's remarkable how far you've come. Thank you for the time. 318 00:14:08.973 --> 00:14:12.601 And I will closely follow where things are headed 319 00:14:12.601 --> 00:14:13.811 at Reckitt. 320 00:14:13.811 --> 00:14:15.229 Thank you. Thanks for having me.