WEBVTT

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The big challenges with all of these
new technologies is when work, work

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artifact and workflow changes That means

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We as firms have to change how we work.
In fact, I remember meeting the CEO of

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Generali, you know, a few years back,
and he was describing he had joined

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the firm, you know, pre pc-era and and he
was describing how, for example,

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they worked with their agents in the
field with faxes, interoffice memos and

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and suddenly the PC showed up and people
would then put a spreadsheet in an email

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and sent it around and the entire
workflow and the work process changed.

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Right. So similarly,
I think with a AI, you are

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going to start seeing actual
change in how what happens.

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I mean, even in fact,
for me coming to Davos, you

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know, what about 50 bilateral meetings
I have preparing for those how to

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had a particular workflow, right, which
is that has to be my field team would

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prepare notes that would come to my HQ
and that would get further refined.

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And nothing had really changed right
since I joined in 92 to essentially even

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a few years back. Whereas now,
I just go to Copilot and

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say, Hey, I'm meeting Larry, please give
me a brief and it comes back and use me.

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By the way, the one nice thing
is it gives me a 360, right?

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It knows what we are doing with you as a
client, what we are doing as a client of

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yours and everything,
I mean, as an investment.

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It's so it captures event
information unlike anything else.

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In fact, what I do is I take that and
immediately share that back with all my

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colleagues across all the functions.
I think about it.

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It's a complete inversion of how
information is flowing in the

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organization. It's not like this classic.

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We have an organization,
we have departments, we have these

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specializations and the
information trickles up.

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No, no, no. It's actually
it flattens the entire

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information flow. So once you
start having that, you have

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to redesign structurally.
So the current structure may not make

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sense because you want
people to be able to

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work in a way that allows them
to have this information flow freely.

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So what all this leads me to, if I
have to sort of say, what's the formula?

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The formula, I think it
starts with the mindset.

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So the mindset we as leaders should have
is we need to think about changing the

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work, the workflow with the technology,
then that needs skill set.

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So you can sort of talk
about this in the abstract.

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You got to use it like, so if I'm not
using that, you have to trust it, you

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have to trust it, you have to use it,
you have to learn even how to put the

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guardrails to trust it, right?
You can't again, you can't just be

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afraid of it. It's going
to it's going to be diffuse.

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So the question is, as a firm, you have
to use it to learn how to even put the

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guardrails that allow you
to be able to trust it.

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So skills, so mindset, skills.
The other big consideration really is

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how do you make sure you have the data
set that you're feeding like context.

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It's kind of like you have a new
intelligence layer, but the intelligence

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layer is only as good
as the context you give it.

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So people describe it even
as context engineering.

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But that is what firms do, right?
If you think about what do firms do,

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it's all about the tacit knowledge we
have by working as people in various

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departments and moving
people and information.

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So the question is,
how do you really have this AI

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also have that context?
So these are sort of some of the new

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things that have to percolate throughout
an organization to take advantage.

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In fact, that's why I think you're going
to see that challenge of why am I not

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seeing immediate results in productivity?

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Because you have to do the hard work.
In fact, that's why it's not going to be

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some you know, it's going to they're
going to be firmwide differences.

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They're going to be they could be sector
wide differences, but it's going to

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fundamentally be because of the
leadership within an organization.