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- There's a lot of small and
large bets you're placing.

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Not all bets will succeed.

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So how is the organization,

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the leadership, thinking
about managing failure

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to get the organization to embrace risk?

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- Well, I'd say first of
all from my strategy lens

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when I think about that,

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if I think about what we've
announced on AI or if I think

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about the core hybrid
strategy, first, we kind of,

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I think all good strategy
leaders are paranoid optimists.

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So it's this combination of
setting a bold direction,

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but almost with like the same
energy, having the paranoia

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of unpacking where it could go wrong,

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so I think everything we're doing,

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I've got high conviction
in our ability to succeed.

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It's on us to execute.

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And then I think it's, the
rest of it really relates

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to the contingencies you
put in different plans

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so that you do have the
financial flexibility

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to allow some level of
underachievement versus your plans

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without jeopardizing the
rest of the business.

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I will say, I also run our ventures unit,

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and so you see it in real time there.

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You have some home runs

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and you have some that are strikeouts,

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and so you have to have
a financial objective

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that kind of takes all of
those outcomes into play

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and not be a pessimist,

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because I think if you plan on pessimism,

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you're going to actually deliver to it

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and underachieve the business,

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but not have irrational exuberance,

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because you know, if
you're betting, frankly,

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the business, our client
outcomes, and the careers

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of our employees on that, you know,

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you're doing everybody there a disservice.

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