Speaker 1: Hi, everyone, it's friend Scene from Leaders. I hope everyone
Speaker 1: enjoyed the podcast with Melinda Gates, the first one of
Speaker 1: the series. I hope you subscribe to the new podcast,
Speaker 1: but also shared it with friends. Next week we speak
Speaker 1: to Georgie L. Henry, the chief executive of HSBC. Was
Speaker 1: a really wide ranging conversation about how you tell employees
Speaker 1: that there are on a performance review, how do you
Speaker 1: take some of those really difficult decisions when you have
Speaker 1: so many people that depend on you. We also talked
Speaker 1: about AI. Here's a taster of that conversation. The full
Speaker 1: interview will be released next week. If you're a young
Speaker 1: kid today and you want to get into banking, what
Speaker 1: do you study? Let me try to answer it with
Speaker 1: two prong approach. The first one JENAI specific right. We
Speaker 1: now rolled to one hundred and seventy thousand of our
Speaker 1: colleagues internal productivity tools that can materially improve their capabilities
Speaker 1: of reading documents, reading emails, writing documents, emails, querting challenging process.
Speaker 1: One hundred and seventy thousand of our employees. I mean
Speaker 1: soon soon, all the way to the two hundred plus
Speaker 1: thousand employees. Of course, I will be monitoring usage. I'll
Speaker 1: be monitoring super usage. Those will be the most you know,
Speaker 1: kind of influencing among their colleagues to drive the utilization.
Speaker 1: But utilization is not optional because that's how people remain
Speaker 1: very relevant in the future workforce five years down the road.
Speaker 1: But we're using GENI in wealth, We're using GENI in markets,
Speaker 1: We're using GENI in contact centers. We're using GENI of
Speaker 1: course in technology. Now thirty thousand of our technologists engineers
Speaker 1: are enabled with GENI. The speed at which we're able
Speaker 1: to patch for say, code weaknesses or kind of vulnerabilities
Speaker 1: is ten times faster already now than was the case
Speaker 1: last year. Ten times are We're not talking in twelve months.
Speaker 1: In twelve months, we're not talking we're not talking some
Speaker 1: productivity in five years. We're talking productivity already here. This
Speaker 1: is huge transformation, So you can imagine how important it
Speaker 1: is now. I go back to the first part of
Speaker 1: your question from scene is what are the skills that
Speaker 1: are needed for banks? I would say there is no
Speaker 1: one particular skill that's going to be critical, but it
Speaker 1: is going to be the ability to learn because you
Speaker 1: can come in a bank coming from an engineering background,
Speaker 1: from a technology background from an accounting background. But once
Speaker 1: you're in the bank your career, the customer's expectations are
Speaker 1: such that you're going to have to continue to learn,
Speaker 1: and a few think you know it all. Then there's
Speaker 1: no place for those you know in an evolving landscape. Today,
Speaker 1: the most important learning capability is how to best embrace
Speaker 1: gen AI and innovation in general.