WEBVTT - The CEO Radar: AI Is Rising on CEO Agendas (Sponsored Content)

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<v Speaker 1>Because you're a subscriber to this Bloomberg podcast, we thought

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<v Speaker 1>you'd be interested in a sponsored podcast called The Ceo Radar,

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<v Speaker 1>produced by BCG and Bloomberg Media Studios. It analyzes more

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<v Speaker 1>than forty eight hundred Q three earnings calls worldwide to

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<v Speaker 1>assess what topics merit a CEO's time and attention. Here's

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<v Speaker 1>a recent episode when the company is investing in these

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<v Speaker 1>AI pilots. Are they spending too long on them? Are

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<v Speaker 1>they giving up too quickly on them? Or is it

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<v Speaker 1>just right? I wish it was just right. It's both.

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<v Speaker 2>Actually they're closing some of them too soon and some

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<v Speaker 2>of them they're just stinking on for way too long.

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<v Speaker 3>But I think that focus on value creation and particularly

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<v Speaker 3>where you can build distinctive value creations, that is the

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<v Speaker 3>critical way to be thinking about where and how to

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<v Speaker 3>apply AI right now.

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<v Speaker 1>The Ceo Radar reviewed earnings calls at forty eight hundred

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<v Speaker 1>companies worldwide to see what's on the agendas of both

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<v Speaker 1>CEOs and the market as a whole. I'm Edward Adams

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<v Speaker 1>of Bloomberg Media Studios on this episode. I'm joined by

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<v Speaker 1>BCG Global Chair Rich Lesser and Lad Lukic BCG Global

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<v Speaker 1>Leader Tech and Digital Advantage. Rich and Blad Welcome to

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<v Speaker 1>the podcast.

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<v Speaker 4>Great to be here, ed Nice to be here.

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<v Speaker 1>In Q three, tariffs remain the top one or two

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<v Speaker 1>topics that were most mentioned during earning's calls, both by

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<v Speaker 1>CEOs and by analysts, but the number of mentions went

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<v Speaker 1>down from Q two.

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<v Speaker 4>There is a shift that I thought was really interesting.

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<v Speaker 3>And when we did this a quarter ago, all of

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<v Speaker 3>the discussions are about policy related topics that will happen.

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<v Speaker 3>What will happen. Now it's about, Okay, what are we

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<v Speaker 3>going to do? There is still policy uncertainty. It's not

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<v Speaker 3>that things won't shift, but now I think everybody realizes

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<v Speaker 3>substantial tariffs versus anything we've dealt with historically in decades

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<v Speaker 3>are now most likely here to stay, certainly as it

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<v Speaker 3>relates to the US, and now we have to navigate it.

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<v Speaker 3>And I thought the interesting shift in the types of

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<v Speaker 3>questions and conversations that CEOs and ANAUS were having was

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<v Speaker 3>really quite reflective of that shift.

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<v Speaker 1>And along those lines, they were talking far more about

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<v Speaker 1>growth topics we saw this year, particularly in AI, a

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<v Speaker 1>topic we didn't think necessarily could be mentioned any more often.

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<v Speaker 1>Than it had been.

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<v Speaker 3>What we observe in our research is a bell curve

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<v Speaker 3>of behaviors where you've got about five percent of CEOs

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<v Speaker 3>that are really at the cutting edge about how to

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<v Speaker 3>embed AI into their core business, reshape how they operate

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<v Speaker 3>and invent new business models drive the business. You've got

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<v Speaker 3>another thirty or forty percent of CEOs that are well

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<v Speaker 3>on that journey, and you've got about sixty percent of

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<v Speaker 3>CEOs that are really struggling to get on that curve,

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<v Speaker 3>often either six zeros six percent. Right, No, it's a

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<v Speaker 3>hard it's a hard transition to make because on the

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<v Speaker 3>one hand, you have to change your mindset about how

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<v Speaker 3>you're going to translate AI into impact at scale, not

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<v Speaker 3>just do interesting pilots, and then you have to change

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<v Speaker 3>your mindset to raise Yes, there is an enormous amount

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<v Speaker 3>of interesting and important tech in here, but the hardest

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<v Speaker 3>part of that change is often the human part of

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<v Speaker 3>that change, how you embedded in and processes, leadership skills,

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<v Speaker 3>and companies just find that journey to be a bit hard,

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<v Speaker 3>and so every year webs are more and more moving

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<v Speaker 3>toward the more advanced and their ability to do it,

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<v Speaker 3>but it's still a substantial percentage of CEOs that are

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<v Speaker 3>struggling on that journey. But for the ones at the

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<v Speaker 3>top of the list, I think they're thinking about it

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<v Speaker 3>in very sophisticated ways. How do you pick fewer things

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<v Speaker 3>rather than more and really deliver them?

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<v Speaker 1>LAD, you're oftentimes down in the trenches with these companies,

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<v Speaker 1>not necessarily always at the CEO level. Are you seeing

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<v Speaker 1>any disconnect between what rich is reporting at the top

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<v Speaker 1>and what you're seeing when you're talking to people two

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<v Speaker 1>or three levels down.

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<v Speaker 2>Many times you could have the direction lined up by

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<v Speaker 2>the CEO and fully aligned.

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<v Speaker 4>By the executives.

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<v Speaker 2>But if you're running HR and now, you need to

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<v Speaker 2>hire igentic engineers that know how to wire these workflows together.

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<v Speaker 2>You need to change job descriptions, you need to introduce

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<v Speaker 2>new titles, and many times they they don't know how

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<v Speaker 2>to do that. They haven't done it before.

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<v Speaker 1>Richard told us that they are About sixty percent of

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<v Speaker 1>companies are still struggling to get out of the incubation phase.

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<v Speaker 1>Right with AI, If we're on the outside of a company,

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<v Speaker 1>how do we recognize a company has moved beyond and

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<v Speaker 1>it's begun to really get some ROI from from its

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<v Speaker 1>implementation of that.

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<v Speaker 2>I mean, I would say focused on the bottom line results,

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<v Speaker 2>like the really good ones immediately. However, we cut the

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<v Speaker 2>data and when we look at it, the ones that

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<v Speaker 2>have really leaned into AI are growing faster the numbers

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<v Speaker 2>are there.

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<v Speaker 1>Are you finding that that CEOs are willing to talk

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<v Speaker 1>about that on earnings calls to sort of be public

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<v Speaker 1>about yes, we're improving in AI is one of the

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<v Speaker 1>reasons why.

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<v Speaker 3>I think some are starting. One of the leading insurers

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<v Speaker 3>talked at length about underwriting and how they've really thought

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<v Speaker 3>about underwriting differently to be able to go faster and

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<v Speaker 3>more effectively. And in commercial underwritings it's often a speed game.

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<v Speaker 3>The ability to get to a proposal very soon for

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<v Speaker 3>a client is critical to whether you're going to win

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<v Speaker 3>the win the bid or not. And so a leading

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<v Speaker 3>mining company has talked about how it's automated. A huge

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<v Speaker 3>part of Western Australia runs it out of a control

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<v Speaker 3>center with TED people uses predictive and enerve AI to

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<v Speaker 3>be able to make much smarter decisions about what time

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<v Speaker 3>of data fill different kinds of ships, how to run

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<v Speaker 3>the whole process. Loreal has talked about beauty Genius. It's

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<v Speaker 3>desired to create a more agentic beauty platform that people

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<v Speaker 3>can use online and get recommendations, but also fulfilled orders

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<v Speaker 3>and do things. And how they just did a major

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<v Speaker 3>rollout here in the US and some other places this

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<v Speaker 3>year that it's a learning mode, but those are real businesses,

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<v Speaker 3>not just a small pilots.

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<v Speaker 2>It's a test to build off of that. There is

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<v Speaker 2>need to communicate for several reasons. Son, you need to

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<v Speaker 2>get new talent. The talent is now looking at am

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<v Speaker 2>I joining a company that will be a winner in

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<v Speaker 2>the space, and will I get all the tools in

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<v Speaker 2>my hands to be successful. The buyers are looking at

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<v Speaker 2>their suppliers and saying are you going to be cutting edge?

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<v Speaker 2>And are you going to be pushing on the innovation

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<v Speaker 2>curve and on the cost curve fast enough to remain

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<v Speaker 2>so the CEOs need to signal both to their employees

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<v Speaker 2>and partners in the broader ecosystem that they're on top

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<v Speaker 2>of this.

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<v Speaker 1>I want to find out whether or not you're seeing

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<v Speaker 1>AI as a job creator or a job killer, at

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<v Speaker 1>least at this stage of the process. Lad, you're on

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<v Speaker 1>the ground, what are you seeing?

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<v Speaker 4>Yeah?

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<v Speaker 2>Counter to like what we might hear in the media, right.

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<v Speaker 2>I'm actively engaged with probably twenty engagements right now. Not

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<v Speaker 2>a single one of them has a thesis on reducing

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<v Speaker 2>the number of labor. It is about growth opportunities and

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<v Speaker 2>growing the business. Now that is in the short term.

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<v Speaker 2>Does that mean it doesn't have longer term implications for sure?

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<v Speaker 4>Right?

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<v Speaker 2>But where I'm seeing the winning convoys when you get

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<v Speaker 2>the efficiency and then translate it into new value propositions

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<v Speaker 2>to customers, right and grow the business. So that's the

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<v Speaker 2>conbo that seems to be winning so far.

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<v Speaker 3>I agree with that, but I would add the two things.

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<v Speaker 3>One is, we have seen examples I mentioned earlier, the

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<v Speaker 3>Australian example where a a mining company can control an

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<v Speaker 3>enormous amount of land area autonomously have a control center

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<v Speaker 3>with a very small number of people in it. I

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<v Speaker 3>mean obviously that has labor displacement from the way they

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<v Speaker 3>would have used to.

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<v Speaker 4>Formal we would have operated.

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<v Speaker 3>And then the second thing I'd say is there is

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<v Speaker 3>so much capital going into AI and data centers now

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<v Speaker 3>it's hard to see how that pays out in the

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<v Speaker 3>long term if labor displacement isn't a part of that.

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<v Speaker 2>I'm optim is that it's going to generally result in

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<v Speaker 2>net positive number of jobs, but they're not going to

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<v Speaker 2>be the same jobs. People will have to be reskilled

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<v Speaker 2>and moving to new into new fields, et cetera. And

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<v Speaker 2>the ones that embrace this are going to be more

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<v Speaker 2>relevant than ever. If you embrace this and do it,

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<v Speaker 2>you'd get a superpower and you can be more relevant.

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<v Speaker 1>But at the beginning of the year, there's a lot

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<v Speaker 1>of talk about agentic AI AI being able to accomplish

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<v Speaker 1>tasks to a degree on its own right, to be

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<v Speaker 1>able to book my flight to La get me a hotel,

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<v Speaker 1>get me a dinner reservation without me having to get

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<v Speaker 1>involved with it, as just one example. Are you still

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<v Speaker 1>seeing that emphasis on agentic at the as we begin

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<v Speaker 1>to close out the year, or has it has it

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<v Speaker 1>shifted somewhat?

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<v Speaker 2>For sure, it's it's still there, and it's in two

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<v Speaker 2>specific flavors. One is articulating, are of the possible? Oh boy,

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<v Speaker 2>wouldn't it be cool if we could combine all of

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<v Speaker 2>these things together? Right, the reality is we're just not

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<v Speaker 2>there to pull it off. So where we're seeing agentic

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<v Speaker 2>being deployed is in a specific workflow end to end,

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<v Speaker 2>but then with a human to act on the decision.

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<v Speaker 2>What we're not seeing is and what a lot of

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<v Speaker 2>folks are hoping for, is agents talking to agents and

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<v Speaker 2>like stringing together a bunch of processes because you still

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<v Speaker 2>have accuracies in the eighty to ninety percent range. So

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<v Speaker 2>that means if I string together ten steps and each

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<v Speaker 2>one of them is eighty percent accurate, at the end

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<v Speaker 2>of it, I'm at less than fifty percent accuracy. So

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<v Speaker 2>you do need a human in between that is interpreting

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<v Speaker 2>and fine tuning the agents within.

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<v Speaker 4>Those specific workflows.

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<v Speaker 2>That's where we are, and for us to enable the

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<v Speaker 2>next level, we'll need better data, we'll need better infrastructure.

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<v Speaker 2>It was a fantastic catalyst to actually surface a lot

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<v Speaker 2>of the basic needs that the companies need to rewire

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<v Speaker 2>and rethink on their textag. So it's there as a

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<v Speaker 2>catalyst and the promise of what it was can happen,

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<v Speaker 2>and companies are leaning in and are committed to that

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<v Speaker 2>motion for the years to come.

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<v Speaker 4>Which I don't need to tell you.

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<v Speaker 1>The valuations of the Magnificent seven and other AI related

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<v Speaker 1>stocks are scott high. If those valuations were to tank,

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<v Speaker 1>much as we saw the valuations of dot com companies

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<v Speaker 1>tank during the dot com bubble. Do you think that

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<v Speaker 1>companies will continue to invest in their own AI initiatives

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<v Speaker 1>or do you think that may have a knock on

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<v Speaker 1>effect in terms of how the worldwide corporate environment looks

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<v Speaker 1>at AI.

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<v Speaker 3>I think it will have very little effect on the

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<v Speaker 3>real economy. It'll obviously have a massive effect on the

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<v Speaker 3>stock market, as they represent a high share of total

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<v Speaker 3>stock market valuations.

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<v Speaker 4>If that's an aarrea where will occur.

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<v Speaker 3>But I actually think the more companies see the kinds

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<v Speaker 3>of impacts they can drive, and the more they can

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<v Speaker 3>point to examples even if it's of competitors or in

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<v Speaker 3>other industries that they can rise, they need to take action,

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<v Speaker 3>that will be what drives momentum. I actually think that

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<v Speaker 3>companies are realizing you can fundamentally operate differently with these technologies.

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<v Speaker 3>Even if the market is overvaluated, there's no question AI's

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<v Speaker 3>capabilities will continue to grow.

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<v Speaker 1>Rich Are you finding that companies are investing in AI

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<v Speaker 1>in the right kind of way?

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<v Speaker 3>Obviously a subset are, but I'd say too many more

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<v Speaker 3>than half are still at the stage where they're either

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<v Speaker 3>investing may need to do pilots and not thinking about

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<v Speaker 3>scaling or Equally importantly, they're doing the kinds of things

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<v Speaker 3>that are important to stay competitive, to be more productive

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<v Speaker 3>all of the many AI tools that come along from

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<v Speaker 3>tech players and others, but insufficiently investing to what will

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<v Speaker 3>really lead to competitive advantage, which is where you're either

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<v Speaker 3>reshaping entire workflows or functions, where you're building new business models.

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<v Speaker 1>So lad when a company is investing in these AI pilots,

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<v Speaker 1>are they spending too long on them? Are they giving

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<v Speaker 1>up too quickly on them? Or is it just right?

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<v Speaker 1>I wish it was just right. It's both.

0:10:57.240 --> 0:10:59.920
<v Speaker 2>Actually they're closing some of them too soon, and it's

0:11:00.000 --> 0:11:02.040
<v Speaker 2>some of them they're just sticking on for way too long.

0:11:02.200 --> 0:11:04.199
<v Speaker 2>We had a client that for three months was running

0:11:04.200 --> 0:11:06.880
<v Speaker 2>a pilot and in an area that had so much

0:11:06.960 --> 0:11:09.880
<v Speaker 2>value right and they were evaluating a tool that was

0:11:09.920 --> 0:11:11.920
<v Speaker 2>available three months ago, and at the end of it

0:11:11.960 --> 0:11:15.120
<v Speaker 2>was lukewarm results and they said, Okay, we're done. Well,

0:11:15.280 --> 0:11:17.160
<v Speaker 2>there's so many new tools that got released in the

0:11:17.200 --> 0:11:19.160
<v Speaker 2>last three months that can get the performance to the

0:11:19.160 --> 0:11:21.440
<v Speaker 2>next level, but they gave up. So if you know

0:11:21.559 --> 0:11:23.800
<v Speaker 2>that there is a lot of value in that workflow,

0:11:24.280 --> 0:11:26.559
<v Speaker 2>sweat it out, stick with it, don't abandon it too

0:11:26.600 --> 0:11:28.640
<v Speaker 2>soon because the pace at which the new tools are

0:11:28.679 --> 0:11:32.760
<v Speaker 2>coming is so high. Right on the flip side, there

0:11:32.800 --> 0:11:35.000
<v Speaker 2>are a number of them that are seeing good, interesting

0:11:35.040 --> 0:11:37.680
<v Speaker 2>results from the pilots, but it's in a process that's

0:11:37.720 --> 0:11:39.880
<v Speaker 2>not a bottleneck, and even if you solve it from

0:11:39.880 --> 0:11:42.800
<v Speaker 2>ten days to minutes doesn't change the overall outcome. You're

0:11:42.840 --> 0:11:45.160
<v Speaker 2>just increasing your cost. But they stick with it because

0:11:45.160 --> 0:11:47.680
<v Speaker 2>the technologies, they can show cool demos and it's moving,

0:11:48.160 --> 0:11:50.720
<v Speaker 2>but it ends up being a distraction. Stop stop those

0:11:50.800 --> 0:11:53.559
<v Speaker 2>much sooner than kind of instead of creating zombies in

0:11:53.600 --> 0:11:54.240
<v Speaker 2>the organization.

0:11:54.360 --> 0:11:57.319
<v Speaker 1>So apply AI to the core of your business operations.

0:11:56.960 --> 0:12:00.840
<v Speaker 3>Where there's business value in a very distinct and measurable way,

0:12:01.360 --> 0:12:04.080
<v Speaker 3>as opposed to where you can do really interesting stuff

0:12:04.160 --> 0:12:06.640
<v Speaker 3>that looks really cool. I mean not that we don't

0:12:06.640 --> 0:12:07.800
<v Speaker 3>all like to have a little bit of cool. You

0:12:07.840 --> 0:12:09.880
<v Speaker 3>want a little bit of pizaz in whatever you're doing.

0:12:10.120 --> 0:12:13.200
<v Speaker 3>But I think that focus on value creation and particularly

0:12:13.200 --> 0:12:16.600
<v Speaker 3>where you can build distinctive value creation that is the

0:12:16.640 --> 0:12:18.880
<v Speaker 3>critical way to be thinking about where and how to

0:12:18.920 --> 0:12:20.160
<v Speaker 3>apply AI right now.

0:12:20.440 --> 0:12:22.720
<v Speaker 1>Since we're almost at the end of twenty twenty five.

0:12:23.000 --> 0:12:24.560
<v Speaker 1>One of the questions we want to ask you was

0:12:24.640 --> 0:12:28.160
<v Speaker 1>what were the kinds of attributes that CEOs needed this

0:12:28.320 --> 0:12:29.319
<v Speaker 1>year to be.

0:12:29.320 --> 0:12:34.880
<v Speaker 3>Effective rich resilience? Like this is another year that could

0:12:34.880 --> 0:12:38.120
<v Speaker 3>be characteristic over this entire decade. But I just think

0:12:38.160 --> 0:12:42.120
<v Speaker 3>this ability to take unexpected things and figure out how

0:12:42.120 --> 0:12:44.200
<v Speaker 3>to navigate them and do it in a way that

0:12:44.200 --> 0:12:47.959
<v Speaker 3>both anticipates as best you can, but then can respond

0:12:48.040 --> 0:12:51.320
<v Speaker 3>quickly and adapt and then reimagine that set of attributes

0:12:51.400 --> 0:12:53.800
<v Speaker 3>is turning out to be over and over again really

0:12:53.800 --> 0:12:54.800
<v Speaker 3>critical in this world.

0:12:55.360 --> 0:12:58.400
<v Speaker 1>Are you finding that most CEOs have that skill set

0:12:58.600 --> 0:13:00.640
<v Speaker 1>or is it something that any of them are still

0:13:00.679 --> 0:13:01.120
<v Speaker 1>reaching for.

0:13:02.679 --> 0:13:04.680
<v Speaker 3>I think they've had to develop it a lot more.

0:13:05.360 --> 0:13:07.560
<v Speaker 3>In fact, when I meet new CEOs that I do

0:13:07.640 --> 0:13:09.520
<v Speaker 3>a lot of sessions with them, I always say, you

0:13:09.559 --> 0:13:12.400
<v Speaker 3>have no idea how much this generation of CEOs is

0:13:12.520 --> 0:13:15.959
<v Speaker 3>able to handle resilience. More than six years ago, pre COVID,

0:13:16.640 --> 0:13:19.280
<v Speaker 3>it had been so steady for so long, I think

0:13:19.320 --> 0:13:20.040
<v Speaker 3>people sort.

0:13:19.840 --> 0:13:20.760
<v Speaker 4>Of lost that muscle.

0:13:20.840 --> 0:13:23.400
<v Speaker 3>But now one thing after another, so I do think

0:13:23.440 --> 0:13:26.760
<v Speaker 3>CEOs are generally more capable, but each shock requires something different,

0:13:26.800 --> 0:13:29.920
<v Speaker 3>and the tear of challenges that we discussed on earlier

0:13:30.280 --> 0:13:33.080
<v Speaker 3>podcasts this year I think required a new set of

0:13:33.080 --> 0:13:36.200
<v Speaker 3>capabilities to be built. But people are more comfortable building

0:13:36.240 --> 0:13:38.720
<v Speaker 3>new capabilities in this world, Blaed.

0:13:38.400 --> 0:13:40.360
<v Speaker 4>What do you think really good ones not?

0:13:40.440 --> 0:13:43.079
<v Speaker 2>As they were resilient, they were not shying away from

0:13:43.120 --> 0:13:45.760
<v Speaker 2>asking some of the basic questions. I see too many

0:13:45.800 --> 0:13:48.880
<v Speaker 2>CEOs that sometimes don't want to ask a basic question

0:13:48.960 --> 0:13:50.880
<v Speaker 2>so they don't look silly in front of their technical

0:13:50.880 --> 0:13:53.080
<v Speaker 2>staff or in front of the juniors. Right, and the

0:13:53.200 --> 0:13:55.800
<v Speaker 2>really good ones went back to the basics. Okay, what

0:13:55.880 --> 0:13:58.840
<v Speaker 2>problem are we solving for each customer? Where what will

0:13:58.880 --> 0:14:01.960
<v Speaker 2>be the value created? So those the combination of resilience

0:14:02.200 --> 0:14:04.280
<v Speaker 2>and going back to the basics was the winning combo

0:14:04.360 --> 0:14:04.720
<v Speaker 2>this year.

0:14:04.920 --> 0:14:06.920
<v Speaker 1>What was the best thing to come out of this

0:14:06.960 --> 0:14:08.960
<v Speaker 1>whole tariff chaos that we saw this year?

0:14:09.120 --> 0:14:11.040
<v Speaker 2>It forced people to step back and think, Okay, how

0:14:11.040 --> 0:14:12.280
<v Speaker 2>do we make money in this business?

0:14:12.320 --> 0:14:14.760
<v Speaker 4>Where are we irrelevant? What is the value we're delivering?

0:14:14.880 --> 0:14:18.040
<v Speaker 2>And it really had them look at the business and

0:14:18.120 --> 0:14:19.680
<v Speaker 2>I would argue for a lot of them to fall

0:14:19.680 --> 0:14:21.200
<v Speaker 2>back in love with the business because there was a

0:14:21.200 --> 0:14:22.840
<v Speaker 2>momentum they were just building off of.

0:14:23.120 --> 0:14:25.760
<v Speaker 1>Interesting are you seeing companies focus their attention?

0:14:26.120 --> 0:14:30.080
<v Speaker 3>I think this year pushed people to build geopolitical muscle

0:14:30.520 --> 0:14:33.000
<v Speaker 3>that they probably needed to build in the long term anyway,

0:14:33.240 --> 0:14:35.640
<v Speaker 3>but it really accelerated it. I mean often the people

0:14:35.760 --> 0:14:38.840
<v Speaker 3>understood how to deal with tariffs and trade possees were

0:14:38.880 --> 0:14:42.760
<v Speaker 3>three and four and five levels down understanding supply chain risks,

0:14:42.800 --> 0:14:45.840
<v Speaker 3>not just in your own manufacturing, but deep into supply chains.

0:14:46.280 --> 0:14:49.400
<v Speaker 3>We're really not getting the attention that they deserved. And

0:14:49.440 --> 0:14:53.120
<v Speaker 3>I think the sharp impact of tariffs, the increases that

0:14:53.160 --> 0:14:56.720
<v Speaker 3>are so substantial versus the last eighty ninety years of history,

0:14:57.400 --> 0:15:00.000
<v Speaker 3>I think that's caused people to build muscle that will

0:15:00.080 --> 0:15:02.800
<v Speaker 3>served them well in the long term, but had not

0:15:03.040 --> 0:15:05.880
<v Speaker 3>received as much attention in years prior to this one.

0:15:06.200 --> 0:15:08.560
<v Speaker 1>Rich and lad thanks for your insights today.

0:15:08.920 --> 0:15:10.680
<v Speaker 4>Great to be here, Nice to be here.

0:15:11.200 --> 0:15:12.960
<v Speaker 1>Those of you who would like to learn more about

0:15:12.960 --> 0:15:15.640
<v Speaker 1>the CEO Radar can read the full report at Bloomberg

0:15:15.680 --> 0:15:19.480
<v Speaker 1>dot com slash CEO Radar, and if you liked what

0:15:19.520 --> 0:15:22.120
<v Speaker 1>you heard, we encourage you to subscribe on YouTube or

0:15:22.160 --> 0:15:26.600
<v Speaker 1>your favorite podcast platform. I'm Edward Adams of Bloomberg Media Studios.

0:15:26.920 --> 0:15:27.760
<v Speaker 1>Thanks for listening.