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As artificial intelligence reshapes global power dynamics, the competition between the United States and China is accelerating. This panel brings together leading experts to examine the strategic ambitions, regulatory approaches, and technological advancements driving this high-stakes rivalry—and what it means for global governance and economic security. 

How are AI Superpowers Navigating the U.S.-China Tech Rivalry?

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The rise of AI is reshaping workplace dynamics, creating both opportunities and challenges for corporate leaders. This session provides practical frameworks from two operational experts. Cognizant will share its trusted playbook for building cultures where AI and humans exist in harmony. And, through their unique approach to talent development and organizational design, Zillow will share insights about empowering and upskilling their workforce with AI and digital collaboration. We’ll hear from both how AI tools further their mission of fostering innovation and collaboration across geographically distributed teams.

CREATING CULTURES WHERE BOTH AI AUTOMATION AND HUMAN TALENT THRIVE

Hey, hello again everyone. uh, so I wanna start off with, uh, an interesting fact I just found out. So my colleague Brainstorm editorial director Andrew Neska recently turned me on to an interesting study done by researchers at Carnegie Mellon University who staffed a fake software company entirely with AI agents, and the results were not great. I'm sure you two might know about this, but the best performing agents. struggle to finish just 24% of the jobs assigned to it, so it's clear that we're a long way away from a world in which AI agents entirely take human jobs, uh, but that sets me up to ask you both, how are you preparing for a future where AI agents will be taking on more than ever before and how are you talking about it to your current workforces and June, let's start with you. Yeah, I mean, I'll start off by saying that, you know, while Chat GPT created this massive moment that machine learning is nothing new and at Zillow, this estimate actually was created 15 years ago using machine learning. We created the Zillow showcase product after years of research on computer vision and machine learning. So our employees are pretty familiar with AI as a tool. Now what's new is the generative AI and agentic AI capabilities. Um, and so what we've been doing to prepare, uh, folks is one, recognizing the moment, so making sure that we understand. Uh, to me it's very analogous to maybe the um the introduction of the iPhone and back when that happened, this was actually a pivotal moment for Zillow where we realized that we needed to change how we engineered our products and we went to this mobile first philosophy. If you could not build it on the phone, then you were not going to build it at all. um, so it became this expectation and sort of a cultural norm and we're trying to do the same thing right now with AI where. The idea is that you're going to use AI, um, it's coming, you're going to use it. It's not really a choice, and the question is which tools are you going to use and which problems are you going to solve, how are you going to adopt it. So we've been, um, we introduced something called AI days where employees will come and really showcase their products or that they built so product managers building prototypes and repli and engineers using cursor to to to write code. So, uh, employees really showing how. AI can augment their work and that takes a little bit of the focus away from replacing to augmenting and making humans more effective. That is helpful. And, before you say your answer, can you also just give us a brief overview of what cognizant is and does before you answer too? Yes, so I think Cognizant is a 360,000 people company where we collaborate with our customers in technology landscape, to put it simply. The business which I represent, um, in traditional terms is called BPO. I refuse to call it BPO and I'll give you, uh, I'll tell you why, uh, because if you look at these 93,000 people, we are known for deep industry vertical specific BPO. I have 4000 doctors, nurses, pharmacists amongst these 93,000 people. I have music composers, uh, and you have these AV rooms where they can go and record music. Um, similarly, we have, uh, uh, you know, geospatial specialist on our workforce. So that's our calling card if I may, and I would describe this business what used to be as human-led and human powered, and we are now pivoting to human-led and AI powered business in this space. See, the, the effort that went in that powered the system of action for our customers was human effort. Now, we will see a world where you will have a blend of human and AI agents working together. And that's why we would, uh, I mean, our business has done well, arguably in the last 5 years, 3 years we were the leading group in the, in the industry. Uh, going forward, we want to be the best in class AI powered BPO company on this planet. How many of you out here feel like your company has a clear AI strategy? OK, all right, a little less than half, I think that's what I figured. I'm curious from both of you what is the hardest pushback you faced from employees or leaders when trying to implement AI and how did you work to overcome that, June? Yeah, I mean, I think for Azilla what what I've seen is that the hardest um. The hardest block is actually inertia and it really is not that different than any new technology that we've asked people to adopt um I remember when we switched from Microsoft Office to the Google Cloud, um, you know, there's there's a learning curve there and there's inertia and I think in general people become, uh, you know, very familiar with certain ways of doing things and breaking habits is really hard and so in that sense getting people to. AI is actually nothing new. It's actually the same, you know, I think of it as a very similar to the problem we have when we're selling software where, um, you know, you can sell the software, but in order for clients to really adopt it, you have to point out the benefits and connect the dots maybe a little bit in an obvious way how it can help them um and then once you focus on the benefits of what AI can do for the humans, then the humans, the light bulb goes off and you'll see the early adopters, um, really take off. And then you'll see other people going, oh shoot, I should, I really need to catch up. And so we're right at that inflection point right now where a lot of the early adopters are doing great work with AI and the rest of the employee base is realizing, oh, I need to catch up. I feel like I need someone to give me an instruction on like, here is how you should do it and here is how it can help your life. Gesh, how do you, how do you figure that out at cognizance? I think I would like to reframe the question. It's not just people, even I'm scared. So when we think that others are resisting and I'm with it, I think that's a fundamentally in my view, a flawed approach that is fear, fear of uncertainty, fear of unknown, fear of ambiguity. In many ways this, this conference is helping me overcome fear because I'm listening to greatspective, great perspective, right? So, um. I, I believe senior leadership does not have monopoly on good ideas. So if we can involve them in our future, if they find their fingerprint in the painting that we are going to create of the future, uh, they get co-opted and it's not just your team members, it's actually customers. It is extremely important for us to co-opt our customers in the journey. Because what we create has to be relevant for our customers. So, uh, the methodology which I adopt is co-opting them. Rather than telling them what to do, and we also have an acronym, sorry, I mean, I, it's a short time, so but I'll, I'll share it with you. We discussed about sculpt the future, and each alphabet has uh S stands for strategy and structure. CU stands for culture and customer. L stands for leadership, P stands for people and process, and P stands for technology. And for a specific reason, P is last. Because there is so much chatter about technology, it, it literally dominates everything, but this is also about strategy, culture, structure, leadership, people, all of the above, and I think it is the biggest opportunity for me. Along with my team in 38 years of being in the industry, it's, I feel like a kid in a toy shop. Yeah, I think culture is so important, and I'm gonna come to the audience in just a second for questions, but I want to touch on culture, and I'm curious how AI has changed each of your cultures for better or for worse, um, in the past couple of months. Ganesh, I'll start with you. I think, um, as I said, if you want to co-opt them, we really need to build a culture of experimentation. Uh, and we need to have a tolerance for failure. Not failing our customers, but failing early internally because we are going to try things and there are things which will not work and uh and we really need to celebrate responsible failures as well. So culture is a tough thing, it's not easy to, to navigate. It's easy to speak about it on on the stage, but whether it gets practiced, whether it gets percolated down to to individuals, there will be subcultures. But ultimately, we are going to have a structure where it is not hierarchical so that the culture Uh, also permeates faster in the organization. It's a journey ahead. Are we there? No, we are not there yet, but we intend to be there. June, what's the most surprising way to change Zillow's culture? Um, I'm not sure if it's surprising, but a delightful way that it has changed our culture is that it's, um. You know, uh, it's really enhanced our culture of excellence, and we really, um, you know what AI does is it allows your top performers, uh, your most valuable employees to be more productive. I, you know, I'm not sure about the digital twin technology yet, but, but there is this idea of multiplying. There there's an idea that you can multiply yourself through AI, right? You can take AI to go and use it as a tool for communication, expression. One of the, um, you know, we, we moved to cloud HQ with COVID and stayed there, and one of the skills, sorry, Cloud HQ is basically fully remote work. So all of our employees are fully remote, and we had to relearn how to do a lot of things. One of the things that our employees really had to learn was moving from Um, slides with bullet points that you could voice over to actually being able to write documents so that you can communicate asynchronously with someone in a different time zone and we found that our employees were actually lacking in some of those writing skills. So what AI has been able to do is now, you know, everyone has this employee who has great. Ideas but struggles getting the words out and chat GPT can help them. They can write in bullet points and prompts and now they can write this beautifully worded document. So it's really kind of helped our best employees become better and really extended this culture of excellence that we have. We have time for one question. I see one here in front. Angel, Mike is coming to you. I have a question for you around um like enterprise optimization. So the idea of being able to like augment and get more performance out of individual people makes a ton of sense and I we're doing that quite well today, but when I'm thinking about like what would it look like to have like a, you know, kind of an order of magnitude optimization by with AI, how are you identifying those use cases? Do you feel like you've been able to do that already? And I think there's also so many companies that are starting to spin up with recommendations and offerings. Um, and we're trying to move fast. How are you making those decisions? Yeah, I think the key there, I mean, actually I'll go back to an example that's not even generated AI, the older machine learning, so we have this product called Zillow Showcase where just to describe it, a photographer goes into a home, takes some pictures, 3D home panoramas, and then it gets stitched together into a 3D home tour and an interactive floor plan. And the initial version of this required a lot of human intervention and was very expensive and was never going to be scalable. Traditional coding was not. Help us solve this problem, so the team leaned on AI and we were able to lower the cost of producing these interactive floor plans by something like 90%. So I think if you identify a problem and if you have AI experts in your organization who can look at a problem and say, oh, this is an area where traditional coding is going to fall short, but machine learning will get us an order of magnitude. That's where I would focus the AI efforts. And so a lot of what I try to do is Um, identify the problems where we want to direct the resources because I'm not the AI expert. I, I think there are two spectrum, if I may 1 is this whole concept of productivity. I, uh, and this belongs to our customers. I'll give you an example of Life Sciences customer, the regulatory compliance, what used to take 22 people, 6 months to do. Now 6 people are able to do it in 2 days. So that's the productivity and this is real, live and running. Uh, but the other spectrum, we carry the concept in order to personalize we need to do something, we need a critical mass or certain scale. I think with the advent of agent T KI and if we create micro agents, literally the atomic unit can be one, and you can hyperpersonalize for the unit of one. Without necessarily increasing the cost. So this is going to present tremendous opportunities for all of us to, uh, to capitalize on this ability of agent TKI going forward, and that's what I think would be exciting for all of us. I totally agree, and I wish we had time for more questions because you know I can ask them away, but thank you both for your time and thank you for the great questions.

As the world navigates a year of major elections and shifting alliances, the global standing of the United Kingdom is at a crossroads. At Fortune Global Forum in New York City, former Prime Minister Boris Johnson sat down with us for a conversation on the reelection of Donald Trump, the implications of Brexit, and the evolving dynamics between the U.K., U.S., China, and other global powers.

Boris Johnson on What a Second Trump Presidency Will Mean for the US and Europe

Features

Boris Johnson on What a Second Trump Presidency Will Mean for the U S  and Europe

At Fortune Global Forum, former Prime Minister Boris Johnson sat down with us for a conversation on the reelection of Donald Trump  and the evolving dynamics between the U.K., U.S., China, and other global powers.

At Fortune Global Forum, former Prime Minister Boris Johnson sat down with us for a conversation.

The United States is the hegemon. It's going to be the hegemon for our lifetimes and our Children, grandchildren lifetimes. I'm absolutely convinced, but the Europeans can't just free ride, they need to step up. And I think economically and on defense, I think the Trump administration throws out a big challenge. Boris Johnson has a unique relationship with Donald Trump. You know, and while Johnson is no longer Prime Minister of the UK, he still holds strong views on just about everything. Putin's pet parrots, this entire country citosis, which is a disease you get by the way from cozying up to pet parrots. I sat down with Johnson at the Fortune Global Forum where he weighed in on the impact of potential tariffs, the European economy, China's economic and military standing with the US and what it all means for the future of the US. And Europe Boris, many of the CEO S who are with us here uh are finding that they, relations with China are not quite as friendly as they had been. The president elect is promising to put heavy tariffs on China. How do you think that the US and the West generally should be reacting to China as an economic force. So I think China is a great strategic competitor. It's uh presents a huge challenge for everybody in the West is the rise of China is a huge fact of life. But I think my advice to everybody would be, don't freak out and yeah, look, I'm have been worried about China having too much of a, of a role in nuclear power in the UK or in five G and we spend a lot of money getting them, getting them out. But on the other hand, I think that it'd be crazy for us to kind of turn our backs on the fifth of humanity with all the genius, all the the talent, all the potential China is integrally intertwined with, with the UK economy and with the US economy, big companies, big US companies like Walmart get a huge proportion of their stuff from China to, to try to deracinate to try to uproot uh Chinese uh presence in the altogether in the US or the UK would be a tremendous destruction of value and it would lift costs for ordinary people. I mean, be tough, China, they would, they, they, they didn't respect you unless you, you've got to be frank with the Chinese. So when it comes to issues like uh Xinjiang or Tibet or Hong Kong where we have disagreements of principle about things, you know, they, they're gonna expect to hear that and if they don't hear that, they're gonna think you're a bit wet. Let's see what happens with the tariffs and all and all the rest of it. Uh, that President Trump has threatened to impose tariffs where they're not necessarily a very bad idea. They put up costs for, for both sides. They're crazy. They're economically illiterate. On the other hand, sometimes China dumps and when China dumps you got to take ID W measures, China has become the primary adversary of the United States and vice versa. Each country's military is now gaming combat with the other one. Can the two countries maintain such a high level, such an enormous amount of trade while also becoming more and more adversarial? I hope that they do and I hope that that means that they don't become adversarial. I think that one of the ways to fix the problem of Chinese aggression, for instance, against Taiwan is to make it very clear that the great democracies led by the United States won't stand for aggression. And the theater where that is most obvious is Ukraine. And I I think there are clear reader crosses between what's happening in, in Ukraine and, and other theaters particularly in the South China Sea. So, you know, we can keep take the temperature down, everybody take the temperature down, fix Ukraine, get Putin out, you know, find a, find a way for them. You know, I hope that President Trump can do that. But then I think that will take the temperature down with China as well. We have a lot of misinformation spread about China and you have a lot of misinformation spread about other different places. I think I'm going to get along great with China, President Xi of China and I were very good friends and you had effectively endorsed him in your uh or at least said there's a good case to be made for him. That's right in your new book, in my new book, Jeff Unleash, which you very generously alluded to look, I don't think it's the job of UK prime ministers or UK politicians to get involved in American domestic politics. I think, you know, it's not welcome in my experience. Um But I was just trying to make a few points about the Trump that I knew. Uh who is, I think very different from the left wing caricature when it comes to some of the areas of foreign policy that I had direct experience of. So when it was uh Iran or Syria or Ukraine or even Ukraine, he was actually very robust, he was robust against Putin. And um you know, people, I think people, sometimes they forget that you can get Brexit done. We can move this country forward. I hope very much that you will support us as a party of progress that will take this amazing country forward, unite and vote for a one nation conservative government. On Thursday. There continues to be debate controversy in the UK, about Brexit in many years now, after it became reality, what's the argument in favor of sticking with it? Well, there's, there's a million arguments for sticking with it. Um, the most important is that, I mean, actually, contrary to what you say, Jeff, it's, people don't talk about it that much anymore. It's sort of, it's, it's down the political agenda to imagine that Brexit will be, um, re reversed. You've got to imagine that the British people are going to vote to, to pay £20 billion to have their laws uh again, decided elsewhere, their borders under the control of others and, and, and give up the control of their currency. So it's, it's not gonna happen. The, the advantages of Brexit in a globalized economy are huge and it just needs the government to exploit them. One of the things I I point out in unleashed is that it was very, very significant when we were dealing with COVID that uh we face this appalling threat, you know, and, and lots of people were dying by March 2021. Our government, my government had vaccinated 45% of the adults in the, in the UK. Uh almost 100% of those over 80. The corresponding figure in, in the eu was 10% because they'd waited so long to get the, the approvals. And so in that sense, Brexit saved lives and, and, and saved lives within months of it formally coming into effect. And, you know, you won't read that in the New York Times. You won't read that in the left liberal media, but it is the truth today. How would you compare the European economy with the US economy? The EU and the US were both worth about $14 trillion in 2008. Today, the EU is worth about $15 trillion and the US is worth $26 trillion. And even though the US has far fewer people, right? So the the growth rate in the US has been absolutely extraordinary vertiginous compared to Europe is, is very sclerotic, very overburdened. Far too much regulation is why Brexit offers such hope for the UK, partly it's a function of legislation and regulation, but it's also to do with culture and aspiration and dynamism and guts and, and admiration for money because the people who appear in your pages, the people who appear on the front of your Fortune magazine in America, they are people who are, who are held in esteem, right in the UK. It's much more, I'm afraid tragically, it's much more even handed under President Trump the second time around. How do you expect relations to be between the United States and Europe and UK? Economically? I think that they will continue to be extremely good the for the, for my own country, for the UK. Uh The US is by far our biggest individual national export market. Our biggest trading partner. I think there are two ways in which the Trump agenda will be healthy for Europe. I hope that it will force an argument in our own societies about our economic model and the way it works and the low growth, high tax, high spend uh cycle we've got ourselves into and I hope that the Trump agenda will challenge that. Second. I think the Trump administration's frankness and candor about the European need to spend more on defense will also be healthy. The world depends on, on the United States for its security. The, the United States is still 25% of global GDP. The United States is the hegemon. It's going to be the hegemon for our lifetimes and our, our Children, grandchildren lifetimes. I'm absolutely convinced, but the Europeans can't just free ride. They need to step up. And I think that so I think economically and on defense, I think Trump administration throws out a big challenge to, to us, to, to emulate the American approach.

Understanding the New World Order

Leadership

How should global business leaders respond to these dynamics and what will American leadership look like in this new world order?
Jami Miscik, Vice Chairman and CEO, Kissinger Associates
Interviewer: Leigh Gallagher, Fortune

welcome. Uh, Jamie is leaving right after this to go back to vote in the American election. We're so grateful to have her here. Uh, Jamie, when you were in intelligence, you determine the content of what? Notice the president's daily briefing, which is the p d. Be the top secret daily Intel document delivered to the president about the threats around the globe. So I wanted her to take a tour of the world with you. You've done with us before and ask you to give us your take on each region, but maybe more for the business climate. So let's call it the B D b. The business daily brief. It's okay. Why don't we just start with, you know, in the US we have really important elections today. But let's talk about the U. S. And so much has happened there over the past few years, contributing to global uncertainty has been, um, the U. S. May be protectionist turn impact, impacting global trade pull back is the leader on the global stage just to name a few things. So what do you think has been the impact of all of this on the rest of the world from a security standpoint. And how might things play out today in the elections? Well, um, there a couple of tabloid newspapers in New York, once the post, the other ones? The Daily News and I saw the headline on one of them this morning. They're famous for their headlines and about the election. It said Your call America and I thought, That's perfect, right? You know, you go to the polling place, make your vote. That's that's what will determine what the next to six years look like. I think, um, you know, my sense is that thief last couple of years have introduced so much uncertainty into the geopolitical mix people who either our allies, countries that you have differences with us. They all kind of thought they could anticipate what a U. S response would be to an international issue, and that really has kind of gone away with the election of President Trump. You know, an outsider who had never held political office before, frankly, wasn't beholden to any special interest group, really got there just on his own on the force of his personality, so probably had more running room, if you will, to make policies in new and different ways, and I think you're seeing that play out different policies in new and different ways. That really is leading to a lot of uncertainty our allies in Europe, not knowing if they can rely on us as much, not knowing if we're gonna have a stand in Asia the way we used to or the Middle East. One of his first moves to pull us out of the TPP. The transpacific partnership, which was, I think, a decision that he made exclusively based on the fact that he's not a fan of multilateral agreement. He saw it only as an economic issue and not probably in that broader national security context as well. You meant to the Middle East. There was a lot of talk about Saudi Arabia yesterday, and just this situation with the murder of democracy and the business community, is responsible in what is going to happen. How do you think things are gonna play out here? You know, it's really too soon to tell, and the reason I say that is not to avoid answering your question, but, um, the Saudis have to figure out how it's gonna play in Saudi Arabia. Inside the royal family, they're still trying to figure out what's going on. I read this morning that the King King Salman, who had kind of devolved most of the power to his son, the Crown prince Mohammed bin Salman. But the king is now going going to go out on a tour of Saudi Arabia, which to me says he needs to show that he's in charge, that he don't worry, we will get through this. I'm still very much engaged. I have not turned over all my power. And I think you all of the rumors you heard about early abdication that he may leave the stage in favor of his his son, the crown prince. I think those air now all on hold. There was a major Saudi royal, the last full brother of the king who went back to Saudi Arabia last week. I think they're trying to figure out Will he have a greater role to play in? You may be taking some of the portfolios away from the crown prince, Or will he be one of the people who winds up perhaps under house detention of some sort? So until Saudi Arabia figures out its own internal situation. I think it's gonna be very hard for businesses, too, to make a decision on what they should be doing. I mean, it came up yesterday. I think Nina made the point that we know what we need to know. Everyone keeps saying a lot of CEOs saying What? We have to wait and find out and see what really happened. I mean, we know what really happened, right? He's dead way. Know who did it? I mean, how was it today? Oh, yes. Yeah. So anyway, so do you think this is gonna continue to be a big issue for businesses figuring how to navigate this? You know, I think it's going to depend on what sector your businesses in. If you are in sectors that are very high profile, increasing the Saudis capability to spy on its own citizens or those types of things. You're going to be having a different set of questions to answer. Then, if you're saying the health care sector or things that arm or designed for infrastructure development, I think CEOs are gonna have different calculations to make the one thing I would just encourage people to be thinking about, though, if this really gained momentum, and for right now, it's kind of been pushed off the newspapers in the United States because we do have the midterms today. We had the killings at the synagogue and Pittsburgh. We had these pipe bombs that were sent to prominent Democrat, largely Democratic officials. I kind of went to the inside of the newspaper, if you will use the old terminology, but I think it's gonna come back when Congress comes back into session. And if there is a Momenta MME that developed, you may very well see activism from your shareholders. You know, like in the days when shareholders started mounting boycotts of anything that invested in South Africa during the apartheid type of thing, you could see that type of activism. I think, come back. Let's go all the way across the world to China. Henry Kissinger once said that the peace and prosperity of the world relies on China and the US, finding a way to deal with their problems. Now we haven't emboldened China, seeking to fill the void of the U. S. Retreated from the global stage, taking aggressive action in the South China Sea This trade war that shows no signs of going away, although maybe think differently. Where does all this under, Where could this end? And what do you think the future of U. S. China relations will look like in, You know how many minutes I loathe? Um, I think the China US relationship needs to be by for Kate ID. And by that I mean, it was kind of the short term in the tactical, and there's long term in the strategic. And I think that short term tactical will probably figure out a way to get through the most immediate trade war tensions, uh, at the G 20 summit at the end of November takes place in Buenos Aires. That President she and President Trump want tohave a meeting, I believe. I think they want to have this bilateral setting in which they can say that they both reached some sort of an accord. Now I think they'll probably find ways to get there, but that doesn't mean that everything is fine. It doesn't mean that everything is now behind it. That's the short term in the tactical. I think if you talk to a lot of Chinese government officials. Academic. If you talk to people in the US, especially in some of the think tank, you're seeing a hardening of positions. I think I'm both the U. S and Chinese side when it comes to this relationship. And I was in Asia two weeks ago and I started here a lot of talk about, you know, Yes, we may reach a deal on trade, but this is a Cold War. You have started a cold war again. Um, I don't necessarily agree with that, But if that's the going in proposition, if that's the way they're going to be acting and dealing with us, then I think we have a much longer term in much more strategic issue at hand. And what about my guys that were really zigzagging all over the world here? But, you know, there's been this rise of populism and nationalism really all over the world, primarily in Europe now in Brazil. What is having a deal is this and what could it mean? I think this is, you know, even though we focus so much on populist and the rise of populism, I still think in a lot of ways it's under reported at in terms of how significant this might be. Basically, you've had Ah, lot of people feel that they are not. Their interests are not represented by their leaders, right? So whether it was in the United States with the election of President Trump or in Brazil this past weekend, you see it in places like Poland and Hungary in Um yeah, I could keep going, but what we haven't seen is we haven't seen that do much more than just take place within the existing political structure, right? So it's via the election or via the ballot box that that these changes are happening. My concern is that if these people who feel that the system did not represent them well now have put their person in who they think is going to be different and going to make that change, and if that person doesn't then deliver on the change, what's their next move? What do they go to? And is it protests in the streets? Is it something that turns more violent, more extremist? Andi, I think we haven't seen this play out yet. If there's one issue that I think is vastly underrepresented in the the international discussion it really is. It starts with income inequality, but it quickly goes on to what happens when we automate away so many people's jobs. Who will mark anticipating that they will be the ones who lose their jobs? A lot of professionals, a lot of lower and more routinized types of professions. What will they do? You know what? What will they see is their self worth if they're not employed, if they don't have a sense of community that we all get from going to work every every day. So I think I think those are real questions. And I think the potential for this to turn Maur violent makes him too extreme. But to go from just a ballot casting exercise to something more, this is the daily brief. You could be extreme intel, uh, using every CEO we've had on our stage for the past few weeks that our CEO forum and here I mean, everyone is talking about the need for re skilling, and everyone is talking about this and doing things. But is the business community doing enough thio, uh, provide an antidote to the position you just laid out? I think it's hard, You know, it's hard to know what the anecdote is when you don't really know what you're facing, right. And, um, you know, the same thing is true of government is it is in business. The urgent will crowd out the important right. So you've got to deal with problems that you're facing right now. It's harder to think about that 20 year problems. You know, I think for uh, for CEOs, the focus is we can see the skills we're going to need and trying to get those skills into your firm or your business. But what about all the skills that you don't need any more? That probably doesn't get as much focused on what happens to those people. Ah, lot of people who won't be retrained can't be retrained. Who will just want to cling to what they used to be doing? And I think that's gonna be a challenge for everybody. And there's no clear answer. Security issue. So does anyone have a question for Jamie? We have a question over here. Identify. Hi Wow, it's loud on Patty should guard RBC Capital Markets. Can you talk about women in the in today's election and the importance of the women voting and how you analyze that group. It's large and diverse on how you bucket them and think about it. I'm sure you've thought about it. Well, um, so these midterm elections in the United States, every seat in our House of Representatives is up for re election today for the first time. They're more than 200 women running in the midterm elections. I think it's 237 running for Have a Seat. It is an incredibly diverse group, and I would say this is true for men as well. I mean, it is the most diverse group of candidates I think we've ever seen. So the real positive, as I see it in the U. S. R. So many more people are vote are focused on election. If you had talked to people four years ago, or maybe maybe even eight years ago, they would have said, Yeah, you know, I don't have to vote. We know how this is gonna turn out, I think after the 2016 election, where they realized how close it could be in some key states and how that can really turn an election. It really motivated people. So if you look at the early returns that are coming in a minute, sorry that the number of people have engaged in early voting off the charts, almost double what it was a two last midterm. You know, I think the interesting thing about women running is that they're a couple of races where they could wind up with two female senators from a given state. I mean, it's just unprecedented in that regard. The one thing I think is interesting, though, is they're also a huge number of military veterans who are also running. People who have served in the Uniform Service is either in Iraq, Afghanistan or the National Guard. A lot of those people, I think we'll have a very different perspective coming into government, which is much more of an ability toe work across an ill because he worked in units in the field or in dangerous situations. I think there might be more ability Thio, negotiate, reach across and reach agreement. So some of them were female, some of the mark. But I think that that's also an encouraging development, and the other question I think we have time for one more. Um, I have a question. When you were with us in California last month, you mentioned something that I had never heard of before. We asked you about cyber threats, and you talked about a threat that, you see is more important than cyber attack. Can you explain that a little bit or a related threat, but something people really don't think about scary. What I was saying is they think we're We've gone through a couple of different generations on cyber attacks in cyber security and you all spend I'm sure enormous amounts of money worrying about cyber security issues. But, you know, generation was kind of, you know, the hacker in the basement who just wanted to show he could do it right? Or she could do it the second waas. Well, big denial of service types of things where I'm going to stop you from doing whatever it is you want to do in your business or and the like. Third generation was kind of I'm doing this for economic gain. I'm gonna steal data, and I'm gonna sell it to people, and I'm gonna take your identity, and I'm gonna use it to my own financial benefit, my fears that we're probably now getting to a point where we might have 1/4 generation, which is what I would call data manipulation. They don't steal the data, they just change the data. So if you're a business and all of a sudden you don't know what your inventories are or where they are or if your financial service is firm and all of a sudden balances have been changed in accounts. But, you know, maybe the money didn't move, but you just don't know exactly where it is anymore. If you think about that kind of an attack, which would more likely than not be a state sponsored attack on confidence in the economy at a time when we're already questioning the confidence we have in our political leaders are media. I think that that's something that concerns me. Very scary. I had never heard of that before, and I just you know, anyway, I wish we could end on an optimistic way have you in there? But now you're all informed. You know what to look out for? Please join me in thanking me for this incredible conference. Get back

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