VivaTech 2025: AI Now, AGI Next: Shaping Tomorrow’s Workforce with Jasper CEO, Timothy Young

Key Takeaways

Good afternoon. Thank you for being with us today. I appreciate it. Um I'm very excited about this panel and what about we're about to discuss. Um I know that AI has been the topic of the day for the last several years especially here at Vivate where innovation is happening live. Um, so I'm very excited to have with me an an extraordinary group of panelists that are actually are going to put some of our uh concerns about the future of the workforce, future of labor and AGI next sort of to piece. So I wanted to begin with a little bit of a um a little bit of a uh context on what we're going to be talking about today. Um obviously everyone is aware we're living sort of in this revolution not of m machines replacing humans but of machines expanding what is possible for humans to do. So I wanted to make sure to give a little bit of context about that because as probably a non- tech person a little bit of a fuzzy person um in the liberal arts I always think of AI in a different way. I think of it not as artificial intelligence but as augmented intelligence meaning what is it going to do for me in order to expand the work that I'm doing. So when we think about how we're going to reshape work hire and lead in the future keep that human aspects in mind. And then when it comes to AGI, which was once kind of a distant topic, now it's become a mainstream sort of topic for boardrooms. And so that's also an interesting part of what I would like to talk a little bit more with you guys today. So the key question we're going to try to answer today is how do we shape the change that's coming to empower people and not sideline them. So, I'm very excited to have you all here and um it's a very serious panel. We're going to have some very serious questions, but let's start with a little bit of a fun question first just to get us warmed up. Um I asked you all when I met uh when I first talked to you, what was your first job? because what I wanted to do growing up versus what I did for the first time as a job and ended up doing later on 20 years ago changed dramatically and it's now still changing. I'm not going to reveal this now about me so I don't want to talk about me but I want to go down the line here and just tell me what were your first job and what what you end up doing afterwards. Taria, let's start with you. Wonderful. Thank you. Thank you for being um great to be here. My name is Taria Stevens and I'm a founder of AI uh opportunity agency and we are advisory group for advising uh CEOs and executives on the AI transformation. My first job uh was actually back in Finland. So this is where I'm from and this was over three decades ago. I was in a garden so plants and flowers and let me tell you it has not changed. AI has not changed that at all. I was there last year. So that was my first job. Thank you. Thank you T. So not everything is automated yet. Cordine. Hi. Hi. Hello everyone. Well, my first job is quite different from what I'm doing now, but as a connection. I was um I was a buyer. I was buying parts for X-ray tubes in the healthcare industry and uh and I was doing this because well it was for General Electric and was saying well we're bringing good things to life and that was a mission. So I thought I always thought I had a mission somewhere and uh and I'm working for a big tech company which mission is to empower everybody on the planet to achieve more. I think this story of the connection of the mission you know always technology but to get something done for people for society that's that's kind of the connection I see when I make the bridge. I love how humble you are and that little company is Microsoft. Thank you, Gord. Um, Sebastian. Yeah, good uh good afternoon everyone. So, I'm Sebastian. I'm a senior partner with Mckenzie. And guess what? 20 years ago, I started, you know, as a consultant as well. So, I'm still one. Uh, but things have been changing that much uh in 20 years. Uh, if I reflect back 20 years ago, we were spending 80% of our time in gathering and analyzing data. I think today it's actually less than 20 or 30% and the the most of what we do today is to really think about what to do with those insights and how we translate insight into business performance and I think the topic of today will be at the very core of that because there is no impact without the human component. So I must admit that it was two very interesting decades and tech has completely changed our profession. Thank you so much and Timothy. Yeah. Hi everyone. It's uh great to be here. I'm Timothy Young, CEO of Jasper AI. Uh about 20 years ago with my first job, I was doing something very similar as a software engineer. I think uh today it's completely different. Uh even I still code at Jasper. Um and I'm probably 10 to 20x, you know, more productive today. And I think that's across all of my software engineering teams. And you know 20 years ago as a new engineer it took months to land probably my first code. Uh it took years to really kind of be mentored by others. And when I see new college grads join our company today they're shipping their first lines of code usually within a couple days and you know they're using uh you know aenic platforms to help them do that. So it's completely transformed the industry. Fascinating. So, we all started somewhere and then our jobs became more complicated, but also a little bit easier with the tools that we found along the way. So, I'm going to mix it up a little bit here, but I'm going to start with Sebastian first. You work across so many industries and this is an interesting you're kind of a jack of all trades in that um sense. Which sectors do you believe are now most prepared for the AIdriven workforce that's coming up? Um so we are clearly at a moment where AI has entered every boardroom. You said it, every executive committee room. But when you reflect a little bit on where we are and we talked about that a year ago, you know we have a number of companies who have done a lot of things. Uh but the the magnitude or the scale of the impact is not there yet. And when you know back to your question um some some sectors are naturally much more prepared to the AI revolution. If you think about you know uh techno and software as you said financial services, professional services, retail, e-commerce, healthcare and life science you know all the sectors where you have more data availability a greater digital maturity more customer interactions um and of course more industrialized processes and at the other end of the spectrum if you think about sectors like construction, agriculture, logistics of course they you know they will be less impacted. But I think ultimately and that's probably the purpose of that panel. What will what will matter is the true ability to really embed AI in the business transformation. So far we've seen automation of you know bits and uh you know bits and pieces of processes. I think with AGI we can completely transform you know the business processes and this is not just a sidecar tool and this is where AGI can make the difference but to get there the connection between the business priorities the tech and we will talk about that but the human component will be absolutely key because unlocking this potential whatever the industry unlocking the potential will require to train the workforce to upskill to reskill and to redeploy ultimately the component where it matters because we will need it across all of those industries. But this is where you know you can do that that and the only way and that will be my last message. The only way to do it is not to consider AI as a collection of projects but to make it absolutely front and center of your strategy. And so to make that connection and to make it front and center of human strategy, I think you need leaders to be completely attuned with what's coming. So for Karine, for you I had um my question for you is and as a leader to leader, how would you advise those leaders that are navigating navigating this opportunity? Um you know, how how to to deploy this at a scale and make sure that their workforces are safe and ready. Well, as you can imagine, we've u been experiencing now a lot of this, right? And um about two years ago we um we saw AI at in the workplace and it did change the workplace and now we see with the arrival of agents AI in action in terms of the processes. So very different and it's it's a quantum leap as well. I would say I mean what's important is you know to go through the three steps. The first one is that you need to put air in the hands of everyone. It is a revolution of the workforce. It is not for happy few. So everyone need to master this technology a little bit like you got your smartphone you know now no one is asking why you get your smartphone and to do what so I think I mean the part of a culturation for the leaders gets in the hands of everyone 75% of the worldwide workers today come to work with uh with AI AI tool maybe from external but they get the eye tool so that's the first step because what it's going to enhance your individual productivity unleash your creativity, get people to work on what matters in their work. So that's the first part. The second one, the second step is that need to think about I mean what are the businesses processes you want to tackle because with the agents now you're going to have both humans and agents collaborating. It's not only you know your assistant but it's going to be someone who's going to go and help you to innovate take actions and really I mean automatize some of the key processes of the company and get your productivity I better I mean productivity your bottom line top line there are many examples of that you have three categories of a agents today you have the I would say the simple agents which are the conversation chatbot type you know you ask a question you get an answer then you do have agents The second category, they take action. You have a problem with your computer. You open a ticket. The agent is going to open the ticket, ask a question and get you the answer. And then you have complex agentic, what I say autonomous agent rather than complex and they work together on a process flow, you know, from the order to the manufacturing to the cash. So you get through a complete process. So that's what's happening now. So that's the second step. get you two free business processes and look at what you want to do to connect it with your strategy. The third one is uh one which is important as well is that is the innovation piece. So how do you get AI in your product embedded in your product in your services and how do you get AI to create new materials new molecules that's a research piece this is the innovation piece which is important as well but you know this is a journey this is not a sprint this is a marathon you need to get through all the steps everyone business processes innovation that would be my recommendation that is a master class not just a simple advice thank you karine you know I wanted to take um this opportunity to ask you Tar I um you know to get there we need a specific skill set and you work on the human part of AI as well. So I wanted to ask you about you talk about emotional intelligence adaptability as future superpowers. So I wanted to know how do you think we train leaders to value and build in these teams with those two in mind? No, that's a that's a great question and kind of bridging uh what was discussed is that the past years I think the past two years what we have seen is that the focus within organizations has been very technologydriven. What are the technology skills? What are the AI skills? How can we build the AI fluency and literacy for everyone which is that foundational knowledge uh from the intern all the way to the boardroom and rightly so that is absolutely um foundational. However, now this year especially what we have seen is that now equally the conversation has started to be what are the human skills, what are the leadership skills like you mentioned emotional intelligence, we have the critical thinking, compassion and and really leaders are now analyzing and and assessing how we can get all the employees that they're willing to take this new new way of working. Are they do are they motivated and also if they're willing are they able to do it? Do we have all the resources, the tools, the infrastructure to support that? So with that said, I always say there's like a three approaches that uh role modeling from starting from the leadership that we embed that in every day what we do and then we need to have these conversations in every day in every department. So the communication is so critical right now and rewarding and and really acknowledging that uh everyone who's trying these new tools like you said everybody should be doing it and with that we start little by little championing that change and these new skills as well. So important to talk about the new skill set and it's not at all what even a few years ago we were talking about. So on the subject of skill sets, I wanted to go back to you, Timothy. Um, you know, Jasper is such an interesting company, I looked into it. Um, uh, because it helps people do creative work more efficiently. Um, and some of the criticism for AI has been, is it going to take over um, you know, AI? Is AI going to take over creativity? Are we going to be more numb and not creative and not cool doing the cool things anymore ourselves? So, I'm curious about how you feel we're able to ensure that AI is not a crutch, but it's what I was talking about earlier. It augments what we already do. Well, yeah, I think uh it's extremely important to think about how the applications you're using are built and who's building them. For us uh at Jasper, our platform is built to amplify human potential and ambition and not replace it. We feel very strongly particularly about creative work that LLMs can get you in many cases maybe 80% of the way there. But that final 20% of the work is incredibly important. It's, you know, for marketers, it's not just creativity. It's about building human connection. It's about having empathy. And so what we really, you know, push our customers to do is think about human and AI working together in a symbiotic relationship. uh not as using Jasper as a tool or an application but to think about it as a true partner. Even when I'm using Jasper to write internal communications, I'm signing off on them as you know written by me and Jasper or me and Chat GPT, right? And I'm modeling that to the organization. And so what we help customers do is take their private marketing playbook, their private marketing data, their brand voice, right, their visual styles and make sure that all the LLMs that are using can think, write and work with their employees in the language of their business. And I think you know it's a really important psychological mind shift for the you know the products that you're using to help embody into the employees. Um such an interesting I think you have something to say. Yes I'm can I just wanted to build on that team. I love that. I just want to share one number and one anecdote. uh in terms of number the magnitude of what we are talking about our research we think that by 2030 roughly 30 to 40% of the task could be automated this is the magnitude 30 to 40 that means in Europe this is 15 million job transition 15 million and I think the magnitude of what you are describing you know will require a lot of things along um you know teaching everyone learning you know learning everyone and the anecdote is some of the pioneering companies is they don't have an ORC chart anymore. The traditional ORC chart they have the orc chart that you know with the employees but they have also the number of agents deployed in the or chart. So when you look at the old chart, it's a combination of people and agents together, you know, exactly as you were describing. And I think that that gives a little bit, you know, the direction of travel we're going to. I know Sebastian, I was going to ask you next because on this reskilling, upskilling, lifelong learning debate we're having. It's not even a debate. We're No, we're telling everybody learning is your job for the rest of your life, right? So is reskilling the new like HR performance now? Uh yeah probably reskilling I would say dynamic dynamic reskilling I mean a year ago we didn't talk that much about AGI what are we going to talk about in three or five years Corin you will know that probably much better than I do but I think this notion of having a continuous learning muscle in the organization will be very important uh because we don't know I mean what we know is that the speed probably has never been that slow it's going to continue accelerating so yes you need that and this is why you need to connect much more I would say what we call the strategic workforce planning to the business agenda and this muscle will be needed and it's not just an HR game I think it's a business or strategic game and HR will be more the function HR the HR function will be more an enabler to that but yes I think what the most successful companies in the world even if you take you know very traditional one Walmart AT&T in the US they have been fantastically quick at you know retraining think you know based on the new technology uh moves retaining their workforce. So yes, that will become the name of the game. It's it's a very interesting thing to me because now more than ever and this we've discussed and across many other discussions here at Vivate uh the role of education and in all of this but Karine I'm curious about how you're approaching this theme of riskilling through your vantage point. Well uh I'm you know I'm an optimist realist. So I think I mean um the realism is that there's massive change in terms you know of the jobs of the future and there's a massive workflows planning to be done massive I don't think people realize at which point I mean every job is going to be impacted and everybody needs to be trained and it's continuous learning as you say not only continuous learning it's personalized learning so I think I mean this is the first thing to tackle in every company every organization everywhere but I'm I'm an optimist because I said for the first time technology is accessible. I mean you don't need to get a PhD to create an agent. I don't have a science PhD by the way. So you you can any everybody have access to this technology because this is natural language. So this is a great great opportunity. Well as a company I think like everyone we have a massive responsibility. This is good opportunity but this is responsibility as well in terms of making sure everybody has access. So we did announce two years ago at France um big uh learning program training 1 million people we are more than 400,000 people trained making sure I mean we address all audiences all audience so we have a platform uh where you can find 200 uh content of free learning at space personalized so so that's a platform of learning we I've been working with you know France tra the job agency to uh uh train the job seekers, help them and with very nice you know calendar that we've been uh building with a French startup uh which is super nice and get the journey of you know your training we've been working as well with students so we are addressing you need to address everyone because this is the first thing ready to be done so we do this but every company needs to do this because if you don't do this you society student job seekers I mean not only you going have rejection of technology but you you will not have the adoption not the speed and uh it's a big mis opportunity right so I'm urging every company get your workforce planning right now and I I think that's such an important uh part of the discussion when you talk about um you know closing the skills gap even 10 years ago when we talked about closing the skills gap we were talking about we needed more people to do science engineering technology math Now it's inverted. We need people to have ethics and understand values and have critical thinking. It's a different learning right now. You get Wikipedia in your pocket. In the other pocket, you know, you have a financial analyst. Yes. And it's kind of an opportunity to have the knowledge with you, but it's different skills you need to learn. Right. I'm I'm sure you you can I was just going to say when we work with you know uh large enterprises where I think they're at the frontier. They're doing three things with their employees which I would categorize as really back to basics. The first thing that they're doing even with individual contributors, frontline employees, is they're teaching basic management skills. And they're doing this because in the near future, every employee will be a manager. Maybe not of other people, but of agents. The second thing is how do you communicate with those agents? It's through writing. At Drawbox when I was there, we shifted completely to a memo written culture. No more presentations. So, every employee in order to communicate had to write long memos. And in watching 3,000 employees make that transition, who are some of the best educated, you know, team in the world. Incredibly difficult transition for them. And if you think about how we communicate with agents, you have to be able to write really well. They're probabilistic. So subtle shifts in the quality of your writing really have magnitudes uh of impact in their output. And then I think the third thing they're doing these organizations are helping employees understand strategy. Most employees really understand how to execute uh understand tactics. But if you think about knowledge work breaking it down really simply it's what to do how to do it and then doing the work. LLMs and agents will do the work and they know how to do it, but what to do and how it attaches to the company strategy is what you really need to help every employee understand in order to be successful over the next 10 years. Yeah. You know, um when it comes to this skills discussion, I'm a big fan of demystifying what it really means, right? So, you talked to to several leaders and they think it is about teaching the workforce more technology skills, right? So Taria, you work in the space quite a bit and you advise um CEOs and and the direction of like how to close the skills gap. We identify technology might not be it. It's time for the fuzzies to shine, right? If you have a liberal arts degree, this is your time. Um but what else is there? You know, in terms of like organizational readiness, what do you think? No, that's a great question and and I think what we have seen is that um truly the gap where where is that knowledge gap right now and and the readiness uh like you said the organizational readiness is it the technology gap or is it the funding gap is it the employees or is it the leadership and we can kind of say that uh it is not the technology like we had discussed you can start using AI every single one of us uh right now today and also the funding over 90% of The organizations right now are saying they are considerably increasing funding in AI in the coming next three years. So funding is there and what we see also that employees more and more they're raising their hand and saying I want to learn more. The motivation is there the eagerness to learn. So it kind of comes what we have seen is that organizational readiness that starts truly the gap is that leadership how can I do it? uh most leaders say that yes we are implementing AI within our operations and doing it but only few are saying we are comfortable how to do it and that's where we need that personalized and and kind of new ways of learning new ways of growing new ways of leading what we say that reinventing everything and and building those new foundations now that the blueprint is human- le and and AI operated and I I come from the lean background so over a decade uh I championed change in lean methodologies and we always say lean way of doing and I think right now we need to kind of reinvent the new mindset of AI way of doing um and and that's what I many times say that the AI is not just a skill set but it's a new mindset that leaders needs to embed and then it starts really showing example for the teams and and really important that middle managers that are tangibly really working like you said the managers uh in every day using that AI thank you Tara you know I was thinking about this that there is a little bit of a tension uh between the speed within which an organization adopts AI but then the actual sustainability and like teaching it to the workforce. So maybe Karine you can come back in and list a little bit you know how do you manage that tension so that you can go super fast super sonic fast in adopting AI but at the same time not leaving your workforce behind. Yeah. Well, again, I think it it it gets to uh get AI in the hands of everyone and uh this is you know the chat I mean using the capability of the chat and making sure everybody can get it so they see I mean how much it does for their work. But I think what's important is that you start with simple things as well. I mean you have the large business cases but you need to start also with the simple thing which means to your function. I mean it it fundamentally I mean is is changing the what we call the production capacity. I mean every system I have some some kind of the same background in lin in supply chain six sigma all of this. It has changed everything you know I mean the production system is changing. So if you want your workforce to embark you need to make it real for them. An HR system is a production system. How do you use AI in that you know context? How do you have simple use case which makes your life better and then you go back to where really you like to do you know talk to people uh develop people hire people etc etc so that's I think each function has to consider it in terms of the production system so fundamentally I mean we talk about you know changing the capacity and uh uh different I agree with you it's a different organization this is what we call you know the frontier films that are so different than what we know Now you're going to collaborate with agents. You will have agents and humans with different pro processes, different production systems, but your capacity is going to be huge. Imagine I mean you can uh have more agents and uh and the scarcity of some jobs and looking for talents. I mean can be unlimited capacity, right? Um you know Sebastian, I wanted to ask you next which industry you work across so many of them. you kind of have a finger on the pulse of a lot of things. Which industry do you think is doing it just right and could create a blueprint right now. Who's your favorite? I'm going to make some enemies here. Um, actually I'm not sure there is one. I think I mentioned tech because honestly they are AI native somehow and I think the way they have been you know transforming themselves has been very impressive because they were of course you know at the very beginning of the journey but I've seen some of them you know in banking in you know all the financial services doing great things as well however I'm not sure we have seen yet what we are describing in this panel which is how do you fully transform you know the entire organization starting from the top and making sure that every single employee you is now embedding um AI as a way of working. This is yet to come in my view, but if I had to place a bait, a bet, this will come from Tekken software first. Okay, so you didn't take my bait. Good job. Um but the other part of the conversation is obviously to do this efficiently and well and to protect workers rights. Um because there is a lot of anxiety around replacement of human labor. So, how do we answer that anxiety? We have to address it. Very recently, we've had some very bombastic interviews uh from the tech sector saying get ready for the oneperson u multi-million dollar company, your multinational company. Is that how do you answer that? And maybe this is a question for everybody. Kind of take a turn. Who wants to be the first victim? I I can go. Um I think you know we we've seen a change of paradigm in two years. I think when we were talking about AI two years ago, it was about automating you know part of the processes you know with a huge risk of replacing human. I think with the new with AGI uh we've seen a very strong change of the narrative with we talk about client experience employee engagement making your life much more interesting at work. uh you're going to change job many times you know or let's put it this way you can keep the same job but the way you're going to do it in the next decade will change many times and I think the narrative is much more positive now and we've seen that you know into companies where they have embedded AI as part of the change management and the strategy as I was saying and I think you know we we see that more and more um yes some of the job of today will disappear but it's our core belief that we are going to see many new jobs appearing we don't know exactly where the balance will be in five years in 10 years but we are you know I'm also an optimistic I'm pretty sure we will you know create new jobs and new ways of using AI to have more interesting jobs but it doesn't mean less jobs overall and and to be I can compliment what he says well you talk about the you know the one person company billions I mean they are kind of always have outlers the reality is that I mean the technology is augmenting human as well if you take the example of all the industry uh you know activities where you need people and you need even more people in terms of building relationship the health care system I mean is a super good example when you see I mean doctors spending 70% of that time on administrative task and the scarcity you know we have in the world in the fare system I mean the hope is that healthcare is going to be accessible to everyone in every country of the world Because there are all these part that you can automatize so the doctors can do what they have supposed to do is to talk to you as a patient to help you to get through what you are living and so on and so forth. Healthcare every you know um every activity where you have service human touch you know all the social activities there are ton of jobs actually I mean where you people and they go back to what they like. Um I was discussing yesterday just a small anecdote with somebody you know from our jobseker jobseeking agency and they us agents and she told me I mean she joined that you know um she joined that uh activity because she love to recruit people and help people to find jobs and she says she's so pleased to have an agent you know to sort out the curriculum v do all the administrative task because then she can help the person looking for a job to be prepared for an interview and she said I joined for that I couldn't do that and now I can do it and I like the story because I I thought it was you know very um representative that augmenting people and really what they want to do and there are thousands of story like that I think the stories actually really humanize this technology and kind of help with that anxiety I want to make sure I give everyone a chance did you want to say something Timothy yeah I think uh the broader industry and and most you organizations that are deploying it have focused really on efficiency, right? How can this, you know, make us more efficient. Um, but when we work with customers at Jasper and we sit down with a workshop, the first question we ask them is if you look at your business over the last 5 years, what is a dream of yours? What is something that you've always wanted to do but has been impossible? Right? not for efficiency sake but you haven't been able to get the scale you haven't been able to get the resources and let's focus on those opportunities um because I think that what you want to do in this age is really unlock the human potential inside of the employees and I think the when you look at a lot of you know job roles today even in marketing and creative teams uh you know it's like 20% creative and 80% very mechanical and road And if you offload that 80%, right, part of it is, okay, I've created an ad and now I need to make 50 variations. So I spend a week making all those variations, right? But if you think about it, you can offload all the variation work uh to a platform like Jasper and then you can go back and start thinking about the next strategic asset you want to make. You can actually go and advocate for your campaign or your program internally in the organization. So, it's all about creating leverage for employees and helping them become more human and less machine in their jobs. And I think we're going to see a lot happier employees uh and employees that are constantly learning. Uh and I think employees, you know, all through the ORC charter are going to have much broader scope in their roles than they've ever had before. So, I'm very optimistic in the partnership and not the replacement angle because that's what we're seeing with customers today. So three glasses half full. How about you Daria? No, I'm I'm absolutely excited the opportunity AI opportunity it is as many challenges are coming as well. But really I like when we talk about the personalized learning because every one of us is seeing it differently and rather than thinking that AI is that automating uh um automation tool, we more think of that as a thought partner. And now it's a little different. You start really challenging yourself. ask me questions, how am I really seeing the blind spot that there might be? So really that exploration and and curiosity is so important. And many leaders ask like well where should I start? And I always give like a three C's. Commit commit learning right now. Commit talking about it and and connect connect with everyone within the organization and in your ecosystem because we don't want to build this bridge alone. uh this bridge uh employees are looking not only more uh knowledge but they're looking for guidance and support. So this bridge is for all of us that we need to build it together and then we just need to explore. So there's actually a day that I I I recommend uh many leaders saying that my day with AI as a business leader where do I need to use my AI in the morning where do I need to use it in afternoon and in the evening and now it becomes part of my leadership role and that's what it's all about just exploring it every day. Right. Thank you so much Daria. Um a question that I had maybe and for a couple of you maybe one of you can jump in first is around public private collaboration. Um maybe in Europe the situation is a little bit different than in North America and also global majority countries but AI adoption for multinationals varies when your context changes from country to country. How can governments, you know, you're this is your you're speaking directly now to legislators and regulators. How can you make an appeal to them saying, "Look, this technology is a revolutionary. It's going to make quality of life better for the worker once they can use it to augment work." How do you see this working out where regulation is not stifling technology or innovation in a way that stops us from AI adoption? Any of you can jump in. Karine, I'm looking. I can start because well um well that's a good point. How do you balance innovation and regulation? I think there's a need for regulation. I mean we don't fight regulation. you have to adapt for you know every country and there is a I mean some goodness in regulation privacy sovereignty I mean all of this and and as a company I mean we take care of that because it's important to people it's important to government and it's a legitimacy you know to continue to grow and defend your competitiveness now as you said there's always a tipping point where innovation I mean is stopped by regulation so this is where I think government needs to be very careful in terms So where do you stop? Cuz the reality and I'm going to be a little bit blunt about this is that doesn't really stop. I mean the big companies because big companies can adapt you know and we we always been adapting and uh we always been kind of the first mover in this but I mean you might kill your startup ecosystem and this is where it it's dangerous. uh we're working with thousands of startups the there is vibrant ecosystem in France in Europe and regulation is not always good for them because you don't have you know those uh hundreds of people can take care of it that's that's my view on this I think we government should look at a better balance in terms of making sure that the economy and the systems can can deal with it and and can still grow because you know they bring a lot yeah thank you Karine for that context um does anyone else want to jump in on the question. No, this is not what you want to cover. Um, so in in our last few minutes, we talked about that there's so much positivity about AI not really replacing human labor. What would be your advice for the individual here in the room today and how they embrace AI in a way that's productive for them and becomes their companion. it makes them a a better employee and also contributes to their quality of life. So there's the individual part you can choose to answer that question or the question of you're a leader and you're leading major company or organization what is the best tip on how if you haven't gotten started uh to get started or to move forward or you can answer both. So maybe we can start this way and move along. Um I think I answer the first one which is the personal so commit connect and and really start uh creating and learning but with the organization wise I I I see that there needs to be clarity because so many initiatives could be happening and many departments are saying I want to start uh a new initiative. So clarity where to focus first and get that alignment in executive team that we are supporting this and we are truly now jumping into um testing it and and making sure it goes well because then we are championing that. So the the clarity is a big one in a in a leadership within departments. Thank you. Taria Green, you want to go? I would say accept this is a continuous learning. This is a marathon as I said another sprint. And I would say well get everybody trained, get everybody to touch AI. And I would say then you pick up something big which will impact the company because everybody will realize it's important and pick up something fast that you can have immediate result with those two and then you and then you go. Fantastic. Thank you Karine Sebastian. I will go for the second one as well. uh don't treat AI as a collection of techdriven projects. Put that at the core of what you do. And if you really want to capture the impact, you have to embed the human component as of day one. If not, you are going to pile layers of cost and you will not get what you uh what you expect to uh to deliver. Wise words. Thank you, Timothy. I think as a as a leader, you should be constantly building out a data corpus of context that you can use, you know, with any AI system. So for me for example any communication almost any activity I'm doing inside of Jasper or with customers I am running that through Jasper or another LLM everything and so like let's say I'm writing an internal communication to employees about an announcement or about clarity on a current program I'll actually take my recent employee survey and all the information from that and then you have the LLM work with me to reflect hey how does this communication address some of the key issues that employees have said recently. Am I missing something? How could I deepen the connection to employees? Uh and I think just having it be a thought partner every day and modeling that to your team uh is the best thing you can do. I think the modeling part is actually landed the plane for us on this panel. Thank you. Thank you all for your attention and and being with us today. Thank you to our panel.