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- There's a lot of small and large bets you're placing.
Not all bets will succeed.
So how is the organization,
the leadership, thinking about managing failure
to get the organization to embrace risk?
- Well, I'd say first of all from my strategy lens
when I think about that,
if I think about what we've announced on AI or if I think
about the core hybrid strategy, first, we kind of,
I think all good strategy leaders are paranoid optimists.
So it's this combination of setting a bold direction,
but almost with like the same energy, having the paranoia
of unpacking where it could go wrong,
so I think everything we're doing,
I've got high conviction in our ability to succeed.
It's on us to execute.
And then I think it's, the rest of it really relates
to the contingencies you put in different plans
so that you do have the financial flexibility
to allow some level of underachievement versus your plans
without jeopardizing the rest of the business.
I will say, I also run our ventures unit,
and so you see it in real time there.
You have some home runs
and you have some that are strikeouts,
and so you have to have a financial objective
that kind of takes all of those outcomes into play
and not be a pessimist,
because I think if you plan on pessimism,
you're going to actually deliver to it
and underachieve the business,
but not have irrational exuberance,
because you know, if you're betting, frankly,
the business, our client outcomes, and the careers
of our employees on that, you know,
you're doing everybody there a disservice.
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