Video: Nando's CFO: Unified ERP Webinar | Duration: 3012s | Summary: In this webinar, industry experts and thought leaders discussed how integrated technology solutions, particularly Workday’s platform, can transform organisational efficiency, decision-making, and employee engagement. This session featured Bonnie Botha (VP of Customer Success, Workday), Richard Payne (Director of Product, Workday), and Simon Adams (Chief Financial & Strategy Officer, Nando’s Australia), offering invaluable insights into bridging HR and finance functions for forward-thinking organisations. Key Takeaways:Unified Systems Break Down Silos: Workday’s platform integrates HR and finance systems to address challenges caused by fragmented and siloed operations. This unified approach ensures consistent data across the organisation, enabling better decision-making and operational efficiency.Empowering Real-Time Data-Driven Decision Making: Nando’s Australia and New Zealand emphasised how the availability of real-time data helped its decentralised business operate effectively, particularly in the fast-paced hospitality industry. Accurate and timely insights empower managers at all levels to make informed decisions.Transforming Finance Roles Through Technology: The integration of Workday allowed finance teams to shift their focus from manual data handling to storytelling and insightful analysis. This transformation elevated their roles, enabling them to contribute more strategically to business outcomes.AI as a Strategic Partner, Not a Replacement: AI was highlighted as a tool that can augment human roles by enhancing productivity and freeing teams from repetitive tasks. By leveraging AI, businesses can foster innovation, improve efficiency, and empower individuals to add greater value.Nando’s Journey to a Unified Platform: Nando’s shared their inspiring path of moving away from legacy systems to embrace Workday’s single data model. Their deliberate, long-term vision ultimately streamlined operations across multiple entities and regulatory landscapes, demonstrating the payoff of resilience and forward thinking.Resources:Workday Human Capital ManagementReport: The Evolving Role of HR Leaders in APAC and Japan | Chapters: Forward Thinkers Edge (25s), Workday Platform Introduction (117s), Nandos Business Overview (291s), Finance and Strategy (550s), Finance Function Modernization (657s), Real-Time Data Importance (821s), Real-Time Restaurant Management (1044s), Finance Team Value (1202s), Finance Function Value (1353s), Integrated HR-Finance Benefits (1486s), CFO-CIO Partnership Benefits (1656s), Technology and Talent (2030s), AI in Finance (2242s), Conclusion and Summary (2540s), Leveraging AI Insights (2767s) Video: Aurecon's Finance Transformation: A Blueprint for Change | Duration: 2747s | Summary: In this webinar, industry experts and thought leaders discussed how integrated technology solutions, particularly Workday’s platform, can transform organisational efficiency, decision-making, and employee engagement. Resources:Report: The Evolving Role of HR Leaders in APAC and Japan Video: First Sentier Investors: Beyond the Balance Sheet | Duration: 2831s | Summary: In this webinar, industry leaders from First Sentier Investors share their experiences on transformation in finance, the evolving role of technology, and the critical importance of team dynamics. Suzanne Evans and Richard Payne provide a compelling perspective on how organisations can embrace change and achieve business growth. Below, we distill the key takeaways to help you maximise the insights offered in this discussion. Key Takeaways:Strategic Integration Across Roles: Suzanne Evans, Chief Financial and Strategy Officer at FirstCentia Investors, highlighted the advantages of combining finance, strategy, and sustainability under one role, citing the importance of having a holistic view for commercial decision-making: "You get to bring together not just the short term...but also the longer term strategic view."Transformational Lessons and Team Involvement: Suzanne stressed the importance of managing change effectively during transformation projects, noting that discomfort is a natural part of letting go of old systems: "Positive changes still need to be managed in the right way," and emphasising inclusive strategies like team-led work streams to ensure buy-in.Scaling Internationally and Modernising Systems: Following FirstCenter’s divestment from Commonwealth Bank of Australia, Suzanne discussed modernising finance systems with cloud-based solutions, prioritising scalability for international growth, and real-time analytics to foster business partnerships and decision-making.Generative AI and Continuous Learning: Suzanne underscored the significance of fostering a mindset of curiosity and continuous learning in finance teams, integrating structured development and KPIs into roles to maintain a contemporary understanding of emerging technologies like generative AI. Resources:Report: The Evolving Role of HR Leaders in APAC and Japan | Chapters: Corporate Rock Stars (2s), Introducing Finance Transformation (112s), Workday Implementation Process (947s), CFO-CTO Partnership Benefits (1148s), Scaling International Business (1292s), Analytics and Transformation (1462s), AI and Trust (2144s) Video: Seek: Leading Change Transformation | Duration: 1865s | Summary: In this webinar, industry experts and thought leaders discussed how integrated technology solutions, particularly Workday’s platform, can transform organisational efficiency, decision-making, and employee engagement. Resources:Report: The Evolving Role of HR Leaders in APAC and Japan Video: Angle Finance: A New Finance Era | Duration: 2792s | Summary: In today’s fast-paced business environment, agility, automation, and collaboration are central to success. A recent webinar hosted by Richard Payne, a Workday representative, and Peter Haviland, Chief Information and Operations Officer at Angle Finance, explored these themes. The conversation delved into digital finance transformation, Workday's potential as a unified finance and HR platform, and the evolving role of technology in reshaping organisational workflows and culture. Here’s everything you need to know to get the best insights from this engaging session. Key Takeaways:Finance Transformation and Leadership Alignment: The discussion centers on how finance agility and automation drive business value, emphasising the critical partnership between CFOs and CIOs in fostering digital maturity and enabling strategic growth.Organisational Culture Change: Successful transformation requires cultural shifts, including challenging established practices, embracing candor, and prioritising progress over perfection, empowering employees to adapt and innovate.Unified Systems for Operational Efficiency: Combining HR and finance functions on the Workday platform significantly reduces operational overhead, empowers business users, and frees up resources for strategic initiatives, as described by Peter Haviland from Angle Finance.AI and Automation in Business Transformation: Generative AI usage in HR and finance processes - like performance review letter creation and expense scanning illustrates the growing potential of AI to enhance productivity while underscoring the need for trust in technology systems. Resources:Workday Human Capital ManagementReport: The Evolving Role of HR Leaders in APAC and Japan | Chapters: Corporate Rock Stars (0s), Introducing Finance Transformation (60s), Aurecons Digital Transformation (575s), Introducing Peters Experience (681s), Workday Project Inception (845s), Transformation and Challenges (966s), Rapid Workday Implementation (1085s), Cultural Transformation Strategies (1223s), CFO-CIO Partnership Benefits (1423s), Advancing Automation Efforts (1604s), Centralized Technology Management (1782s), AI in Finance (2008s), AI-Assisted Communication (2340s), Recap and Conclusion (2437s) Video: Revantage: Empowering Finance | Duration: 2944s | Summary: In this webinar, several industry leaders came together to share their thoughts on the integration of HR and finance functions, the role of technology in transforming modern finance, and the future of automation powered by AI and machine learning. This webinar includes the key insights and actionable takeaways from the conversation, featuring Bonnie Botha (Workday), Richard Payne (Workday), and Scott Nash (CTO, Revantage Asia Pacific). Key Takeaways:Modern CFOs face complex challenges, needing to navigate "and problems" such as closing books, managing compliance, paying bills, and handling regulations, all simultaneously.Workday's unified approach integrates HR and finance functions, recognising the intrinsic connection between people management and financial outcomes to enhance organisational efficiency.AI and machine learning are pivotal in eliminating repetitive tasks in finance, allowing professionals to focus on strategic, high-value activities.Successful finance and HR modernisation requires breaking down silos, fostering collaboration, and using simplified, scalable systems to reduce operational complexity.A measured and cautious approach to AI adoption, emphasising training, clarity in addressing actual problems, and leveraging Workday's integrated platform, enhances automation in areas like reporting, accounts payable/receivable, and data unification.Resources:Workday Human Capital ManagementReport: The Evolving Role of HR Leaders in APAC and Japan | Chapters: CFO Challenges Today (24s), Workday Platform Introduction (106s), Introducing Scott Nash (248s), ERP System Integration (365s), Finance-IT Collaboration Strategy (574s), Simplifying System Implementation (957s), CFO-CTO Collaboration (1090s), Collaborative Operating Model (1242s), Data-Driven Growth Strategy (1446s), Lessons in Modernization (1918s), People and Technology (2127s), AI in Workday (2290s) Video: Unlocking Productivity with AI and Data | Duration: 1385s | Summary: The Productivity Levers Vodcast brought together thought leaders to delve into the future of productivity in Australia, focusing on skills, workforce transformation, and responsible AI. Episode 1 - Hosted by Corey, the podcast featured Dr. Stephen King, Productivity Commissioner for Data and Digital, and Simon Tate, President of Workday, APAC, both of whom provided expert insights into overcoming barriers to productivity and seizing new opportunities. Key Takeaways:Australia faces a significant productivity challenge, with labor productivity growth falling to merely 0.4% over the last decade, underscoring the urgency of addressing this decline as it directly impacts real wages. Dr. Stephen King from the Productivity Commission is leading the "five pillars inquiry" to tackle these challenges across regulation, tax, labor market, skills, and the care economy.The care economy, including services like education, health, and aged care, has been identified as the biggest drag on productivity over the past decade. Dr. King emphasises that addressing the inefficiencies within this sector is essential to driving broader economic productivity.Simon Tate, President of Workday APAC, highlights a fundamental shift in corporate productivity strategy post-COVID, with companies focusing on technology as the primary lever for increasing productivity in the absence of additional workforce availability. He stresses the need for faster technology adoption in Australia to stay competitive.Concerns around data-sharing barriers and cyber security are prevalent, with Speaker 0 emphasising the hesitation organisations face despite the value locked in data lakes. Simon Tate points out the transformative power of agentic AI, trained on highly curated data, which can enable sub-second decision-making at an organisational level and drive national productivity.A call for greater generational diversity and digital fluency on corporate boards is highlighted as essential to adapting to the future workforce, where Generation Alpha is poised to become the largest cohort. Simon also advocates for public sector innovation, urging leaders to adopt a growth mindset over a risk-averse one to unlock the potential of AI and data. Resources:Public Sector for AustraliaPublic Sector for New ZealandLocal GovernmentQuick Demo: AI-Powered ERP: The Workday Platform | Chapters: Introducing Productivity Leavers (2s), Data and Digital Productivity (201s), Data-Driven Productivity Challenges (476s), Public Sector Upskilling (1000s), Public Sector Transformation (1288s), Concluding Remarks (1360s) Video: Skills Led Economies and the Human-Centered AI Transition | Duration: 1474s | Summary: To maximise national productivity and economic growth, Australia must rapidly develop an AI-ready workforce by accelerating educational adaptation and integrating technical proficiency with human-centric skills across a diverse, multi-generational demographic. In a recent conversation, Jo-Anne Ruhl (Managing Director and Vice President of Workday ANZ) and Dr. Barney Glover (Commissioner of Jobs and Skills Australia) highlight that Australia’s national productivity depends on building an AI-ready workforce over the next two critical years.Key takeaways:Jobs and Skills Australia is focusing on forecasting future workforce needs and creating a more harmonised tertiary education system to better align skills with market demandOrganisations successfully implementing AI are those being proactive and intentional about augmenting human capabilities rather than replacing them"Human skills" like critical thinking, EQ, empathy, and problem-solving will become more valuable as AI adoption increasesMulti-generational workforces provide significant advantages when implementing AI, combining digital nativity with experience-based judgmentAustralia needs urgent national upskilling in digital and AI literacy across all demographics to remain competitive globallyQuestions addressed:How is Jobs and Skills Australia informing the discussion around skills and productivity?What can the education sector learn from how private organisations are implementing AI?How can organisations ensure safe and productive adoption of AI tools?What skills will be most valuable in an AI-augmented workplace?How can Australia address gender segregation in the labor market while implementing new technologies?Resources:Quick Demo: AI-Powered ERP: The Workday Platform | Chapters: Introducing Productivity Leavers (1s), Jobs and Skills Focus (31s), AI in Education (200s), AI Workforce Integration (388s), Workforce Diversity Impact (877s), Future Skills Focus (1286s)

Transcript for "Skills Led Economies and the Human-Centered AI Transition": Welcome to the Productivity Leavers, a vodcast from innovationaus.com in partnership with Workday. In this series, we explore how government and industry can unlock Australia's productivity potential through skills, workforce transformation and responsible AI. Welcome to the Productivity Leavers podcast. This episode will unpack the productivity challenges and opportunities facing Australia. It's an important time we're talking about productivity and joining me is Joanne Rule who's the Managing Director of Workday ANZ and we're very pleased to have Doctor Barney Glover, who is the Commissioner for Jobs and Skills Australia, welcome both of you. Good to be here. There's been a lot going on this year about productivity. Skills are absolutely at the heart of this discussion. Can I just ask you as a broad question, Doctor Glover, where are we at right now with Jobs and Skills Australia? What are you focusing on in terms of informing this discussion around skills and productivity? Thanks, Corrie. That's a big question actually, about what we're focusing on. We're focusing on a number of things to do with the national skills system in Australia and ensuring that that system is as efficient and as effective as it can be to support a dynamic Australian economy. So it comes in many facets. One of them, for example, is to look at the impact of generative AI on the Australian labour market, and the skills we're going to need through our education and training system for the graduates of the future so that they can be maximally engaged in a technology infused, AI infused future labour market in Australia. So that's a very important dimension to the work that we're doing. We're also focused on how can we achieve a more coherent, a more joined up tertiary education system in Australia. So we have a very, very good vocational education and training system, very good higher education system, but the interface is not as smooth and as seamless and as connected as it should be. So we've been making some recommendations around what we call tertiary harmonisation. How do we harmonise our national skills system more effectively? How do we remove barriers? How do we make it more productive? Because in our view, if we can better match skills coming out of our education and training system with the skills needed in the labour market, then that's a productivity driver to increase productivity nationally, as is simply having more skilled people at the post secondary education level. And we're doing a lot of work on forecasting the needs of the economy over the next decade in particular. To what extent do we need higher education qualms? To what extent do we need vocational education and training qualifications? Have we got the balance right? So all of that is part of what we're doing at Jobs and Skills Australia to try and provide some guidance to government and stakeholders about the dynamics of the Australian labour market and the alignment of our skills system. It's a huge topic, and from the work that you've been doing so far, and you mentioned right from the outset generative AI, where are these organizations, so whether whether it's the university sector or the TAFE sector, etcetera, are they really, hungry for guidance and coordination? Are they sitting up and listening and looking at how to respond? Is there real engagement on these issues? I don't think there's any doubt about that. I think our higher education system, our universities, are very connected to the opportunities and challenges of Gen AI and agentic AI, that next wave of change that we'll see coming through the labor market through AI as an agent supporting workers in the labour market. Now universities are attuned to this. They've had to overcome, and they're still overcoming, some of the risks and challenges of the implementation of Gen AI, and the use of broadly Gen by students in universities, that's the constant area of attention for universities. But in terms of moving towards ensuring that all students have the skill sets they need, that they're AI literate, if not AI competent and AI fluent, I think universities are moving in the right direction. We could probably argue about the speed of change. I think we need to have a sense of urgency in our education and training system. That's one thing we recommended in our report. I think vocational education and training is similarly working through the challenges and opportunities of Gen AI. One of the ways I think this will take form is through our jobs and skills councils, because they're there to do training package reform, and that's where we'll see next generations of training packages in Australia being embedded with more AI skill elements to it. So I think that's a very important part of ensuring our vocational education training system is up to speed. But it's still early days here I think. I think there's more to be done. We need to have great training packages available to our educators. I see a lot of things happening in our region at the moment through Southeast Asia in particular, countries really engaging with this because they want their population to have agency to maximally benefit from Gen AI, and they're putting a lot of resources into upskilling and reskilling and retraining around AI. I think we need to we need to replicate that in Australia. We need to get on with it, and we need to start in our education and training system. That's vitally important. So early days, but I think we're making progress. Joanne, I'm going to bring you in here. You see the private sector as well as public sector kind of mobilise around. There's different drivers. Know, Barney's outlined the sort of system change and harmonisation that takes lots of moving parts sort of pulled together in the same direction. What are you seeing within organisations who are grabbing the opportunity? They're moving more quickly. Is there anything that the public sector or the broader education sector can learn from how the private sector is, you know, managing the change. Yeah. I think and it's it's such a it's such a big topic as well, but I think the the the companies that are really standing out are those that are being very proactive and very intentional with this technology, And that really means having that strategic focus on how can you augment your human capability in your organization with AI. And to do that, the organizations that are being successful are those that understand the business processes they have and the skills they have in the organization, and then placing and Barney, you mentioned this that agentic AI. Where can an agent augment some of your business processes to take away some of that lower value work and more repetitive work and free up your humans for doing more high value innovative creative work. So I would say the organisation is being proactive, organisation is being intentional who look at skills, look at business processes, and then uses that in the framework of how they manage and plan their organization. So what skills do I have now? What is gonna be replaced? What do I need to do? And then how do I build that framework for my team? I think that's key. And then also organizations that are saying, we need to get everybody AI literate and AI fluent, and having programs in place where they take you where you're at. And a great example, I'll just use our own company, is we have a program called Everyday AI, where you had to fill out a, you know, was a little bit of a questionnaire so you could gauge what level people were at and then we developed a program, a training program that then took everybody along the journey to get them literate and get them using the tools in a safe trusted environment so they aren't afraid of it and they can start seeing some of the benefit. I think that's what we're seeing is working really well in our own organisation as well as outside. And, Jen, if I could come in on that. Think that's a great example of how you engage the workforce in a co design of the implementation of AI. I think that's crucial to bring the workforce with you. If you're a larger organisation, that could be a little bit easier. I think some of our small to medium sized enterprises such a big part of the Australian economy and workers we're seeing that our report commented on this earlier this year there's a lot of worker led use of Gen AI already happening without necessarily those who the managers, the supervisors knowing it's happening. Workers can see the value of it. Now that's great at one level, but it exposes companies to risk if it's not done in a way that's inclusive, supportive, acknowledges the risks in an environment that's trusted, and where you see co design around the implementation of new technology, in this case some really valuable and productive new technology. So I agree with Joe. I think the best examples I've seen have been where there's been great dialogue between the company and the workforce to say, let's make sure everyone can be upskilled. That idea of everyone being AI literate is not just relevant, I think, to our big companies. It's very relevant to our SMEs. It's very, very relevant to the community more broadly, in fact. And one of the recommendations we made to government was to say, we need to uplift the capability broadly, but we need to do it at an institutional and organisational level in a way that brings people with us, because there is a bit of anxiety around just how challenging an AI infused future is going to be in the workforce, particularly with agentic AI, I think. I love that. And if I might also, sorry, Corey, jump in. The key thing there, and this is something we are very well aware of and organizations are grappling with, is this shadow IT that we could see proliferate, right? Because in the past, when people bought cloud applications, IT was like, what the heck? I now have 200 applications I never knew about, and how do I make this work? And this is the same with AI. And you can buy GenAI tools just with your credit card and start using them. So organizations are very concerned with where's my data going? What is the source of that data? I tell my teenage son, you have to be aware that if you're using Gen AI, it might have hallucinations with the data based on the quality of where it's getting its data from. So so I think we need to make sure as an organization that we encourage the use of these tools, but within a framework that is trusted and secure, and people understand what they're putting in there, what the tool is doing, and then still overlay that with the processes and the procedures of the organisation, because it is a risky thing if you get it wrong. Yes. This is one of the other dimensions I think that's really interesting at the moment. Our report touched on entry level roles and the potential impact of agentic AI on entry level roles. I think, Joe, you mentioned earlier that there is a wonderful opportunity here to free people up from certain tasks which are easily done by by gen AI or agentic AI. We need to make sure that those people coming in at entry level have the skills to supervise AI, to understand those ethical frames that they're operating within, to understand hallucination, to be able to learn to learn, to be critical thinkers, to be able to communicate. So there's a really interesting set of skills and capabilities we need our entry level workers to come into the labor market with so that they're equipped not to be made redundant because of AI, but in fact to be able to manage working with AI in a really rich environment. Now that says something to our education and training system, to make sure that people are coming with those sorts of skills, because some technical skills are less critical in an AI infused environment. One of the reasons I say to a lot of companies I'm talking to, we need to value the humanities and social scientists, in a real sense, they imbue in their students those sorts of critical thinking, research related, analytical skills to actually question and to learn to learn. They're fundamental to the humanities, those cognitive capabilities. They're vitally important when you're supervising and managing AI. I love that because one of our Workday research, we went out to a number of organizations globally, and 83% of the respondents said that they actually think AI will make human skills even more valuable. So EQ, empathy, problem solving, critical thinking, relationship management, these things are going to become more and more important. So I agree with you. I think we often look at when you look at AI broadly, organizations think this requires a lot of technical skill. And yes, of course, there is the technical side, but it's it's emphasizing what are those human skills we need to double down on and hire for and train people on. And I love what you said about I think these are things that people in schools need to understand as well, right? What are these skills that are gonna help you coexist with technology in a way that will make you more productive, but still have the oversight? So I think that's a really important point. I fully support your view, Joe, that we shouldn't be saying to young people, or those who might be a bit anxious about AI and what it might mean, that they all have to become prompt engineers or dialogue engineers. They do not, because there are many ways you can generate a very good prompt, but there are a whole lot of other human skills and capabilities and cognitive skills and critical thinking skills that you just ran through. They're very important because they complement and assist and actually give real value to the way AI can be used to maximal benefit in the workplace and in life more generally. Mean, people use it to plan their holidays. Mean, everyone's finding a way to utilise generative AI. But I think it's very important that we demystify this a little bit and encourage people in a supportive environment to do some play, some testing. Know inside Jobs and Skills Australia, we're an AI rich environment, but we still have colleagues who need to get out there and test and to be supported by other colleagues in a sort of community of practice context. I think we need to see more and more of that, but you're absolutely right it starts very early in the school system as well. I'm really interested in the conversation about what are those complementary skills that are really critical thinking, sense checking, and a lot of that is developed with people's time in sorts of roles in various parts of the workforce apart from the higher education. Where's the movement from different roles in, you know, where's the opportunity to take some of those skills and repurpose them where they can really add value in terms of the, I guess, the experience in sense checking and looking at things and spotting where there might not be sort of logic behind what AI has delivered. Is it an opportunity for movement within the workforce? If if if yeah. The the what comes top of mind for me, Corey, is it's also a great opportunity to do the multigenerational generational thinking within an organization, right, because you're gonna have five generations in the workforce pretty much now. And a lot of what you're saying, that sense checking that, you know, we used to say gut feel or it's experience, right? It says, I've seen this before. I know that this thing, this data means this thing. And I think this is a great opportunity to actually use folks who might have more of that experience but are less AI comfortable just because we didn't grow up with it or it's not what we're used to to get. And that comes back to what we said is that framework that gives everybody that AI literacy, it gets people the the comfort to play because then you can use the skills that you have in your older generations which come from experience and having lived through multiple things that they've seen and then you couple that with maybe the gen z experience which are more the digital natives, they are more open to using technology but maybe lack the experience. So I think I think it's a lovely way to bring all of these generations together but it's got to be programmatic and it's got to make people safe and they have to play. And just overlay, sorry Bonnie I interrupted you there, but a which is interesting to me because I'm a woman, but a Harvard Business School review recently said that there's a higher propensity for women in the workplace not to use generative AI. So it's just an interesting overlay that I think we also need to be cognizant of is how do we make everybody. And if it is the male cohort that's more willing to play and try things, how do we make sure that the female cohort is equally doing that? Because I think once again we need everybody's eyes and ears in this. And if human skills are going to be elevated by AI and especially things like EQ and some of these things, these are skills that women predominantly have more of naturally. So how do we make sure we use that to inform some of these other things? So I think it's a multidimensional puzzle, but one that is going to unlock so much if we can get it right. I think what's crucial in that regard is the sort of work that we do at Jobs and Skills Australia. We shine a light on the data to give a sense and to baseline some of it so we can track over time. One of our recommendations in our report is there should not be a point in time view of the impact of Gen AI on all facets of our labour market, and particularly the gendered dimension of it. We need to continue to collect the right sorts of data so that we can be informed about the progress, the challenges. Our report touches on some subtle gender issues that we recognise in some of the occupations that are likely to be particularly impacted by automation or high levels of augmentation in the labor market are occupations with larger numbers of women. They're more female dominated. And then if you look at the mobility issues for women in between occupations, they tend to be mobile between occupations that are under threat. So we do need to have that observational opportunity to say, okay, we need to be very careful to ensure that we give people the skills they need to be mobile in the labour market, and in fact to move into areas where there are great opportunities. The other point, Joe, you made, which I thoroughly agree with, is the importance of multi generational workforces and diversity in our workforces. We do a lot of work on this at JSA, particularly focused on the characteristics of occupations in shortage. So where you have occupations in shortage, one of the characteristics of that is if you have either too many young people in the workforce, it tends to be more volatile, more likely to be in shortage more older people in the workforce, you tend to see less shortage. But the best outcome is multi generational for all of the reasons that you just alluded to, and even more so when you overlay the gen and agentic AI future, because you need the experiences, and we need to nurture those skills in those coming through more digital natives and those sorts of things. There's a big message too I think for education and training. They've got to think about what we do in the classrooms of our universities and our TAFEs and our vocational education and training providers and in schools to make sure that we, over time, adjust our educational programmes to give people the best possible skill set to future proof themselves in moving into the labour market. And I think that's going to need some change. And all of the skills we've kept emphasising have to be at the forefront, but we certainly need to be encouraging diversity in our labour market. It is crucial to success, whether it's gender segregation We released a big report on gender economic equality just a few weeks ago, three big reports. And the last one with a series of recommendations, and one of the key recommendations is we have to address gender segregation in the labor market. We are very highly segregated. Have a large number of occupations, male dominated, a large number female dominated. The problem is when you look at things like gender pay gap, it's huge because of the segregation and a whole range of other contributing factors, but segregation is an important part of that. We need to address that as well as the age element that's in our workforce. So shining a light on these things is one of the crucial bits of ensuring governments will respond, industry will respond. I really do want industry respond to these issues to recognise the value of multigenerational and gender balanced workforces. And one last piece, you touched on a really interesting issue about AI and women. Know one of the really early Stanford studies a couple of years ago was looking at AI entrepreneurs around the world, and largely they were male dominated. But there were a couple of exceptions. India had a lot of women who were AI entrepreneurs, and it almost balanced with me, and Singapore had a better ratio. So in some parts of the world, we're doing well, and we're learn from that. We are we're getting close to time. I'm gonna another big question to finish off with. Two years, wish list. You've you've outlined lots of really important, you know, areas for focus, looking at the data, looking at kind of some of the segregation in the workforce. I love the the five generations. I think it's absolutely critical when you have the wave of new technology. The next two years is obviously going to be, you know, a lot of change. We've seen a huge amount of change this year alone. What are the couple of things that are really important to get right in the next two years to make sure that we can really harness the opportunities and the productivity that AI will bring us and is bringing us? Well, I jump in first, and then Joe can come in after me. But the next two years has got to be about about upskilling. As I said earlier, when I look around the region and I see a real sense of urgency in our neighbors to say, okay. We need to upskill our population, not just parts of our industry structure, different sectors, financial sector, IT sector, manufacturing sector. Across the board, we need to upskill Australians, and particularly those more vulnerable Australians coming from educationally disadvantaged backgrounds or refugee backgrounds. And we need to ensure that everybody's included in this upskilling for the future. We have, at JSA, a big study on foundation skills that we'll be releasing next year. So adult literacy, adult numeracy, digital literacy, and importantly, we're going to need to be considering AI literacy in that same context. So my two year horizon is a real effort nationally across all states and territories to uplift the digital and AI skills of the population. That is crucial. Everything else depends underline that twice. And my only perspective was I think I think there needs to be a real focus on skills, because you can only upskill if you understand the skill you need. And I think that whole the work that you're doing with Job Skills Australia, that National Skills Framework, I think having that single taxonomy of what are the skills, what do we need, how do you measure those, then we can really run them through from schools all the way up into corporates. Because I think everybody's trying to tackle this by themselves. But if you do it right, we've seen amazing lift from people who hire for skills, who focus on skills as they performance manage. It makes it easier to bring AI in because you know what the skill is that that tool can do and free up other skills. So I agree with you. I think uplifting, understanding the skills, and then running it all the way through from schools up is going to be the key. Absolutely. Such a valuable conversation. I know that people will take a lot from this. I certainly have Joanne Rule, Managing Director Workday ANZ and Doctor Barney Glover, Commissioner of Jobs and Skills Australia. Thank you so much for this wonderful conversation, appreciate it. Thanks for having us.