Latest / Business Roundtable / Can AI Make You a Better Leader? | Kyle Becker on Human-Centered Innovation with Qualia

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Can AI Make You a Better Leader? | Kyle Becker on Human-Centered Innovation with Qualia · Business Roundtable

• 0:31
  Speaker 1: Hello, and welcome back to the Business round Table podcast.
• 0:34
  Speaker 1: I am your host, David Carr, founder of Steward your
• 0:36
  Speaker 1: Business bringing people together to accomplish great things. And of
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  Speaker 1: course this week we have another fantastic guest, Kyle Becker.
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  Speaker 1: Super excited to have him here on the podcast. We're
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  Speaker 1: going to talk all things AI, strategy and more. So
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  Speaker 1: Welcome to the podcast, Kyle.
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  Speaker 2: Thank you. David can see you.
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  Speaker 1: Absolutely glad to have you here. I wanted to bring
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  Speaker 1: Kyle on the podcast today because Kyle has just a
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  Speaker 1: diverse background. I'm going to get let him share a
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  Speaker 1: little bit about his background and what he got him
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  Speaker 1: to creating quality AI. We're hearing a lot about AI
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  Speaker 1: in the in the marketplace and whatnot. But what I
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  Speaker 1: found that Kyle brings this unique perspective on strategy and
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  Speaker 1: how he's helping companies organizations use this tool today. And
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  Speaker 1: so Kyle, again, welcome to the podcast. I would love
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  Speaker 1: for you to share a little bit with you about
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  Speaker 1: your journey and before we recorded this podcast. You're sharing
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  Speaker 1: a little bit about this from your military background and whatnot,
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  Speaker 1: But what got you to create quality AI? Why is
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  Speaker 1: your focus on strategy and if you wouldn't mind just
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  Speaker 1: take us a little take us back a little bit
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  Speaker 1: to your journey as a business owner and leader.
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  Speaker 2: Yeah, okay, So so Quality AI. The reason we started
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  Speaker 2: it is we wanted to help companies put a holistic
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  Speaker 2: framework around their AI strategy. Now how I got there was,
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  Speaker 2: you know, we saw a gap sort of the in
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  Speaker 2: the market place, a gap in sort of traditional strategic planning,
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  Speaker 2: and we sought to fill it. You know, we thought
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  Speaker 2: we could we were the right people to position ourselves,
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  Speaker 2: you know, uh in such a way to where, uh
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  Speaker 2: we could help our our clients, our partners understand how
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  Speaker 2: to how to guide the ship right, because with AI,
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  Speaker 2: there's so much uncertainty around AI, so much ambiguity, and
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  Speaker 2: there's a lot of thoughts in people's minds. We'll say
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  Speaker 2: that our influenced from you know, sci fi. Uh they're
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  Speaker 2: both you know, both good but mostly bad, you know,
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  Speaker 2: and no one knows how it's going to work out.
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  Speaker 2: Is it going to be you know, a terminator thing
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  Speaker 2: or is it going to be an eye robot? It
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  Speaker 2: will help humanity or will we be enslaved by it?
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  Speaker 2: So what we kind of decided at Quality AI is
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  Speaker 2: it's it's hard to predict the future, right, it's even
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  Speaker 2: harder to control the future. Right. So I think the
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  Speaker 2: the you know, we're like a river going down stream.
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  Speaker 2: You know, you can either try to control the flow
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  Speaker 2: of the river or you can guide the ship. Right,
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  Speaker 2: So we believe that trying to control the way. You know,
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  Speaker 2: there's a lot of things that are being done with
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  Speaker 2: you know, regulatory uh, you know, measures that are being
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  Speaker 2: done with you like you see in the news every
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  Speaker 2: day with Sam Alton and Elon Musk, you know, and
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  Speaker 2: and a lot of a lot of tech behemoths going
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  Speaker 2: before Congress, you know, talking about you know, where AI
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  Speaker 2: is going. But we believe it's already so AI, you know,
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  Speaker 2: it's already proliferated throughout every industry, you know, throughout every sector.
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  Speaker 2: Already a lot of the stuff is open source. That
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  Speaker 2: putting you know, putting regulations around it. Not that that's
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  Speaker 2: a bad thing, but it's almost like putting a stick
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  Speaker 2: and a river, you know, to try to control the flow.
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  Speaker 2: The waters just go around it. So instead of trying
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  Speaker 2: to dam up the river or redivert it, you know,
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  Speaker 2: we we help our companies the ship. So whichever way
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  Speaker 2: the future goes it's as smooth selling as possible, and
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  Speaker 2: we're as adaptable.
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  Speaker 3: As we can be, you know, to the to So
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  Speaker 3: can I ask you, Kyle, look what I like this
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  Speaker 3: strategy you're talking about?
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  Speaker 1: What led you to kind of coming up of the
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  Speaker 1: strategy because we know you're talking before we recorded, Like,
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  Speaker 1: what led you to kind of coming this? Because I
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  Speaker 1: know you've been in the Marine Corps in your background,
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  Speaker 1: I would love to hear like kind of because it's
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  Speaker 1: a different strategy. Like you said, some people are trying
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  Speaker 1: to put a stick in the in the river. You're
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  Speaker 1: you're proposing a different strategy. What what God brought you
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  Speaker 1: to this kind of place? Yeah?
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  Speaker 2: Absolutely? Yeah, Sorry, David, I you're a goodding. I was
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  Speaker 2: gonna manager so much. Uh uh. So. My background is
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  Speaker 2: so I grew up in West Virginia kind of out
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  Speaker 2: in the sticks, and I joined the Marine Corps from
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  Speaker 2: a really young age. As soon as I turned eighteen,
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  Speaker 2: I was in I was in boot camp ten days later,
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  Speaker 2: and I spent you know, my the like the majority
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  Speaker 2: of my twenties, well all of my twenties an active
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  Speaker 2: duty in the Marine Corps and predominantly in a field
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  Speaker 2: called reconnaissances, ground and recon Yeah, and our mension was
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  Speaker 2: to you know, without getting caught. We were to insert
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  Speaker 2: into the area of operations in which the main Marine Corps,
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  Speaker 2: the main element we called it, is maneuvering into and
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  Speaker 2: so there's a lot of uncertainty, the fog of war,
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  Speaker 2: a lot of ambiguity about this battle space. Even with
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  Speaker 2: you know, satellite imagery and other forms of intelligence is
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  Speaker 2: SR imagery, surveillance, reconnaissance, you know, drones, and even with reconnaissance.
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  Speaker 2: Ground reconnaissance is essential because you know, you've got guys
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  Speaker 2: like me and my team out there. You know, actually
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  Speaker 2: you know, looking at firsthand what the environment's like. So
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  Speaker 2: we were to court information about rivers, streams, roads, the beach,
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  Speaker 2: you know, wherever the battalion is going to make entry,
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  Speaker 2: right their avenues, that approach. We would you know, get
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  Speaker 2: all that data together into reports and send that up
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  Speaker 2: to the commanders so they could make the best informed
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  Speaker 2: decisions possible for their troop movements.
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  Speaker 1: Right.
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  Speaker 2: Yeah, we would collect information about the objective as well,
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  Speaker 2: you know, where the enemy's at, their size, their disposition,
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  Speaker 2: their uniforms, their weapons, if there's any high value targets
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  Speaker 2: things like that, and we would also as well, when
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  Speaker 2: the rainforse came, we would position ourselves to do what's
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  Speaker 2: called a sniper initiated raid, right, which is right before
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  Speaker 2: and then we usually would do this in tandem with
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  Speaker 2: a unit like Force Recon, whereas there's more of a
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  Speaker 2: limited scale raid right before they blow open the door,
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  Speaker 2: you know, we would initiate raid with a sniper shot,
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  Speaker 2: you know, taking up a century or an HBI or
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  Speaker 2: something like that. So that was so anyways, that's all
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  Speaker 2: to say. You asked me, like, what the hell does
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  Speaker 2: this have to do with AI or data. Yeah, so
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  Speaker 2: I think it's critical. I grew up, you know, gathering information,
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  Speaker 2: getting it in the hands of people who have the
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  Speaker 2: sort of control over you know, it's very high stakes game, right,
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  Speaker 2: Lives are in the hands of the people who are
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  Speaker 2: going to make decisions based off of this information. Right,
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  Speaker 2: It's this critical that we're gathering the right sort of
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  Speaker 2: right sort of stuff, right because our brothers and sisters
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  Speaker 2: that were about to, you know, get into a fight,
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  Speaker 2: are going to need to know everything about the environment
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  Speaker 2: they're getting into. So I take it seriously. Right, So, now,
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  Speaker 2: what I've been doing for the past few years. Is
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  Speaker 2: I've been in data and AI, right, so I still
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  Speaker 2: collect data, right, just in the Marine Corps, only the
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  Speaker 2: environment is a little more comfortable. Now yeah, maybe it's.
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  Speaker 1: Still critical, still critical. I mean we need this information,
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  Speaker 1: this critical making business decisions and how are you planning? Absolutely,
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  Speaker 1: that's right.
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  Speaker 2: Yeah, making business decisions, you need the right sort of information, right,
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  Speaker 2: And then AI needs the right sort of data as
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  Speaker 2: well too to generate information that that is accurate, you know,
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  Speaker 2: and uh, and so that's that's that's for a rat quality.
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  Speaker 2: AI is, as I mentioned in the beginning of this call,
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  Speaker 2: is about uh, you know, helping our clients develop strategy
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  Speaker 2: uh in which they can guide their ship and make
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  Speaker 2: the best decisions uh possible. So there's a lot that
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  Speaker 2: goes into our framework.
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  Speaker 1: But yeah, well well well I want to break into that.
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  Speaker 1: So so what I'm hearing is, you know, you're going
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  Speaker 1: from uh to the re recon if you will, and
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  Speaker 1: reinvention of like you're taking these things and focusing on
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  Speaker 1: what's the most important and making decisions and I and
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  Speaker 1: I love that, and I know you know that is
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  Speaker 1: so powerful because we want to make powerful decisions. And
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  Speaker 1: one of the things you shared to me, what I
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  Speaker 1: really liked having you on the podcast was this pivot
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  Speaker 1: of you know, you're in the military. You made have
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  Speaker 1: been to prioritize you know, you're both dads and focusing
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  Speaker 1: on what's most important. How do we make the decisions
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  Speaker 1: that are most important our life making this taking all
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  Speaker 1: the state of this information and then to actually you know,
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  Speaker 1: make solid plans priorities, right, because there's lots of information,
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  Speaker 1: but how do we actually make sense of all of
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  Speaker 1: that and make the right decision? And so there's a
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  Speaker 1: lot of type out there. I feel like Kyle in
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  Speaker 1: the in the AI space, and I think everybody's selling
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  Speaker 1: you AI this, AI that, and you know, but what's
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  Speaker 1: the strategy over that? Like and so i'd like, you know,
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  Speaker 1: I know you have a specific framework that we've you
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  Speaker 1: developed and maybe you know the break us down, like
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  Speaker 1: you know, moving us away from the hype. You know,
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  Speaker 1: AI is a tool. It's great. You know, you could
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  Speaker 1: have lots of information, like you said, but what do
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  Speaker 1: you do with all that information? How do you prioritize it?
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  Speaker 1: How do you make sense that. It's just like when
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  Speaker 1: you were doing your RecA and you're looking at different things,
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  Speaker 1: You're evaluating all of these elements. Well, yeah, these are
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  Speaker 1: not all equal, Okay, they have different weight. But how
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  Speaker 1: do you how do you break that down? Maybe walk
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  Speaker 1: us through your framework.
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  Speaker 2: Kyle, how to distinguish between you know, hype and things
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  Speaker 2: with true value? Yeah right, yeah, I mean, I don't
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  Speaker 2: know if there is an easy answer for it. But
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  Speaker 2: the fact that you know we're answering, we're asking that
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  Speaker 2: question begin with, it means we're on the right track.
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  Speaker 2: I think I back up just a little bit and yeah,
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  Speaker 2: it's you know, to your point, why is it important,
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  Speaker 2: you know, to distinguish between the hype and and tools
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  Speaker 2: that add real value. And AI, as we all know,
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  Speaker 2: is a big disruptor across about every industry and when
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  Speaker 2: companies don't adapt, you know, technologies that come out like this,
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  Speaker 2: you know, you can easily go the way of Blockbuster,
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  Speaker 2: Blockbuster or Kodak or BlackBerry. You know, when you take
• 11:10
  Speaker 2: your pick of all these companies that used to be
• 11:11
  Speaker 2: behemists leaders in the industry that no longer exist, right,
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  Speaker 2: So no one wants that to happen. And I think
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  Speaker 2: most most leaders, you know, most business leaders know that.
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  Speaker 2: But the flip side of that is the hype, right,
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  Speaker 2: you don't want to be chasing after every uh, every
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  Speaker 2: shiny ball, you know, every bit of marketing you see
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  Speaker 2: about the promises that AI is going to transform your
• 11:35
  Speaker 2: company or transform your personal life or whatever. If you
• 11:39
  Speaker 2: end up subscribing everything subscription based. Now, if you end up,
• 11:43
  Speaker 2: you know, subscribing to everything, you can quickly run up
• 11:47
  Speaker 2: expenses that you can't afford, right, So you'll end up
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  Speaker 2: just with a whole repository of licenses that aren't getting used.
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  Speaker 1: Right.
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  Speaker 2: So it's it's being able to find the right balance
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  Speaker 2: between those between those two things. And and so how
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  Speaker 2: do you do that. There's probably a bunch of different methods,
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  Speaker 2: but you just have to ask, you know, the right questions.
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  Speaker 1: You know, you.
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  Speaker 2: Have to ask, well, is this really does this really
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  Speaker 2: align with our company's objectives? Will this really be useful?
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  Speaker 2: Will it be adopted? You know, who's going to be
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  Speaker 2: in charge of its adoption after we after we purchase it?
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  Speaker 2: You know, it's kind of a change management question. And
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  Speaker 2: then I think it's always useful to do a business
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  Speaker 2: case on things in which you have someone an analyst
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  Speaker 2: or a team that's in charge of really understanding the
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  Speaker 2: both the direct and the indirect value you know of
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  Speaker 2: this AI tool, right, and then compare that against how
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  Speaker 2: much it costs. You know, from that you can derive
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  Speaker 2: derive the r o I and the payback period, right,
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  Speaker 2: And so if those numbers add up, you know, go
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  Speaker 2: for it. But if after that analysis it doesn't, you know,
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  Speaker 2: it doesn't really align. You're not sure about the you're
• 12:56
  Speaker 2: not sure about the value. You know, move on to
• 12:58
  Speaker 2: the next thing.
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  Speaker 1: So, yeah, no, I think that's important. I mean, you're right,
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  Speaker 1: because there's there's a lot of things. It's like, I
• 13:06
  Speaker 1: think there's a lot of people that just think I
• 13:07
  Speaker 1: can plug and play get the description turns off, and
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  Speaker 1: they're chasing trends. You know, maybe well this is a
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  Speaker 1: new one. This is the new one. There is no
• 13:16
  Speaker 1: clear roadmap, if you will, Kyle of like, why do
• 13:21
  Speaker 1: we why do we have this tool? What's what's this
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  Speaker 1: problem is solving? Is that, you know, is there something
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  Speaker 1: more that we need to be thinking about? Right? And
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  Speaker 1: so you know that that that's where I feel. I
• 13:33
  Speaker 1: seeing that, Kyle, and I think you know, there's a
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  Speaker 1: lot of different things out there and depending on what
• 13:38
  Speaker 1: industry are what makes sense to be using How do
• 13:42
  Speaker 1: you want to use that? Who should have access? But
• 13:43
  Speaker 1: when do we want to use it? There's a whole
• 13:46
  Speaker 1: I come up with a whole lot of questions. So,
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  Speaker 1: I mean, this is where I feel like having you
• 13:49
  Speaker 1: on the podcast, Kyle is is having somebody come along
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  Speaker 1: in your business and asking helping you build a strategy.
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  Speaker 1: Yeah you aren't you wasting time or spending on this
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  Speaker 1: sary you know, money or effort looking after something that
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  Speaker 1: and it doesn't really serve you, not at least not
• 14:07
  Speaker 1: going to get you as much of the results that
• 14:08
  Speaker 1: you're hoping for.
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  Speaker 2: I mean, I I would I would first of all,
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  Speaker 2: have someone who's responsible for that, you know, within your organization.
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  Speaker 2: Uh that has some you know, political influence in your
• 14:22
  Speaker 2: organization as well. Who's in charge of those sorts of
• 14:26
  Speaker 2: acquisitions of different tools? Right? And you want to you
• 14:31
  Speaker 2: want to ask like, okay, what's your framework for assessing
• 14:34
  Speaker 2: these things? What what you don't want to do though,
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  Speaker 2: David is I see? Uh, this is this is one
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  Speaker 2: area I believe where a lot of software developers also
• 14:45
  Speaker 2: get tripped up. Is there they're quick to be dismissive
• 14:47
  Speaker 2: of new tools as well. You know, they're they'll highlight
• 14:50
  Speaker 2: the things that jenerative AI screws up, you know, the
• 14:56
  Speaker 2: the bugs that are within the software, you know, with
• 14:58
  Speaker 2: the code that recommends and and so forth. They'll point
• 15:01
  Speaker 2: to those mistakes and say, you know, see we don't
• 15:04
  Speaker 2: you know, we don't need a humans, it's going to
• 15:07
  Speaker 2: be better. There's all sorts of faults with the code,
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  Speaker 2: so you don't. Uh. And I think that may come
• 15:15
  Speaker 2: from sometimes sometimes software developers or the experts, they have
• 15:21
  Speaker 2: a point right that you know, you should approach things
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  Speaker 2: with this AI, with new technology, with all these sense
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  Speaker 2: of caution and skepticism, right. I think that's very important.
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  Speaker 2: But also you don't want to throw the baby out
• 15:33
  Speaker 2: with the bathwater. If these tools can give you and
• 15:36
  Speaker 2: your team your company competitive edge, look into it. I
• 15:39
  Speaker 2: guess a metaphor from reconnaissance as well, from the Marine Corps,
• 15:44
  Speaker 2: because I was in a unit that got like all
• 15:46
  Speaker 2: this high speed equipment, right, you know, the newest goggles
• 15:50
  Speaker 2: and scopes and in different firearms and things like that.
• 15:54
  Speaker 2: But it was you know, you had to learn it.
• 15:57
  Speaker 2: You had to absolutely get training on it right, and
• 16:01
  Speaker 2: it was kind of another thing you had to add
• 16:03
  Speaker 2: to your already busy schedule. But do it, train with it.
• 16:08
  Speaker 2: If you don't need the tool, throw it out. But
• 16:10
  Speaker 2: a lot of times it gives you a serious competitive advantage,
• 16:14
  Speaker 2: you know, with the night vision devices we had, we
• 16:16
  Speaker 2: own the night right, but you have to train with that.
• 16:18
  Speaker 2: You got to, you know, make sure that you're the
• 16:21
  Speaker 2: laser on your rifle. You know, it actually like shows
• 16:24
  Speaker 2: up and it's styled in and uh, anyways, I don't
• 16:28
  Speaker 2: want to go down.
• 16:28
  Speaker 1: Yeah, I know you're right, but you have to think
• 16:30
  Speaker 1: about if you the tool. I hear what you're saying, Kyle,
• 16:32
  Speaker 1: whatever tool, whatever it is, AI otherwise it can absolutely
• 16:35
  Speaker 1: give you a committed manager, but you have to take
• 16:37
  Speaker 1: the time to learn it, apply it, stay on top
• 16:41
  Speaker 1: of it. Either may be upgrades or changes, you know.
• 16:44
  Speaker 1: So it's it's you have to we only have so
• 16:46
  Speaker 1: much time and energy. So it's like, what are you
• 16:49
  Speaker 1: going to focus on. What's the tool or the resource
• 16:52
  Speaker 1: or what's going to make the most impact. Like you said,
• 16:54
  Speaker 1: maybe there was one that was working but that's now
• 16:58
  Speaker 1: obsolete or doesn't do the job as well well. But
• 17:00
  Speaker 1: it will take you time, just like AI to learn
• 17:03
  Speaker 1: something new. I think some people are hesitanting Kyle a
• 17:05
  Speaker 1: little bit about what's going to do. Is this going
• 17:07
  Speaker 1: to really help me? Right, They're like, Oh, I don't know.
• 17:09
  Speaker 1: I've got this tool. It's like, could this help me? Well,
• 17:12
  Speaker 1: it does take time, and the tool that you're doing
• 17:15
  Speaker 1: currently maybe does. It may be quicker in the short term,
• 17:19
  Speaker 1: but it's not going to give you the long committed
• 17:20
  Speaker 1: advantage in the long term, but it does take time.
• 17:23
  Speaker 1: Like how to shift and focus Like again strategy, Right,
• 17:26
  Speaker 1: it's Kyle like like they have to like think about
• 17:29
  Speaker 1: like planning for this.
• 17:31
  Speaker 2: It's changed, right, and there's always there's always a lot
• 17:34
  Speaker 2: of friction when it comes to change. That's why there's
• 17:37
  Speaker 2: all these books and consultant consultant agencies that are established
• 17:42
  Speaker 2: because of you know how, even though you know you
• 17:45
  Speaker 2: may have the best tool in the world, getting folks
• 17:48
  Speaker 2: in your enterprise to adopt it, there's a lot of
• 17:50
  Speaker 2: friction that comes with that. And there's a whole life
• 17:53
  Speaker 2: cycle to tool adoption or strategic development that needs to
• 17:59
  Speaker 2: be shepherd every every step of the way.
• 18:02
  Speaker 1: Right.
• 18:03
  Speaker 2: So that's why you know, I delegating delegating this sort
• 18:07
  Speaker 2: of thing, delegating AI development or advancement to a competent
• 18:12
  Speaker 2: leader in your company. I recommend is the is the
• 18:15
  Speaker 2: place to start, right, and then you map out the
• 18:18
  Speaker 2: life cycle or the phases of which you adopt this technology,
• 18:23
  Speaker 2: and you make sure you make sure it's trapped right. So,
• 18:26
  Speaker 2: as we were saying at the beginning, you know, you
• 18:30
  Speaker 2: need to figure out, you know, assess what sort of
• 18:33
  Speaker 2: AI application you want to adopt first, and how are
• 18:35
  Speaker 2: you doing that? I think a good way to do
• 18:37
  Speaker 2: that is, you know, you just score based on impact
• 18:40
  Speaker 2: and feasibility that quadrant right or that matrix you know,
• 18:43
  Speaker 2: where selected ones in the top right that have the
• 18:45
  Speaker 2: highest impact, high highest feasibility, and you prioritize those right
• 18:51
  Speaker 2: now when you need to incorporate it or after you
• 18:55
  Speaker 2: purchase it, folks are going to need to get trained
• 18:57
  Speaker 2: on it, right, They're going to need to be made
• 18:59
  Speaker 2: aware of it, right. So that's that's both a communication plan, right,
• 19:03
  Speaker 2: and that's a training plan that you'd have to work
• 19:05
  Speaker 2: out with you know, your HR or who's ever the
• 19:08
  Speaker 2: most fit you know, most fit person to be involved
• 19:12
  Speaker 2: with that. And then and then afterwards you want to
• 19:15
  Speaker 2: track its effectiveness. Like let's say you get this tool implemented,
• 19:18
  Speaker 2: you have a vanguard that's trained on it, right, Okay,
• 19:22
  Speaker 2: is it really doing what the tool promised it to do?
• 19:26
  Speaker 2: And I think there's all sorts of ways you can
• 19:28
  Speaker 2: capture you know, different kprs, sorry, KPIs and OKRs. But
• 19:33
  Speaker 2: to put it broadly, I like one method. I need
• 19:36
  Speaker 2: to remember who I got this from.
• 19:39
  Speaker 1: But we'll put it in the show notes, Kyle. So
• 19:42
  Speaker 1: anything we have, we'll make sure it's in the in
• 19:44
  Speaker 1: the show notes too.
• 19:45
  Speaker 2: Right. So the book, the book is a Business Case
• 19:47
  Speaker 2: for AI. And this actually came out before twenty twenty
• 19:52
  Speaker 2: two and chat ChiPT came out in junior tobay AI
• 19:55
  Speaker 2: got real popular. But the Business Case for AI is
• 19:57
  Speaker 2: still a really good book on how to uh sort
• 20:02
  Speaker 2: of govern and provide oversight and really capture the value
• 20:08
  Speaker 2: of AI because it can be somewhat nebulous. And what
• 20:10
  Speaker 2: she what she recommends this author is that you assess
• 20:14
  Speaker 2: the business impact, the model accuracy, and the and the
• 20:19
  Speaker 2: user impact. Right. So, so it is a business impact, right,
• 20:25
  Speaker 2: is it really promising to deliver? Are we really capturing
• 20:28
  Speaker 2: the value or or lower the costs or retaining more customers? Right?
• 20:33
  Speaker 2: Or we uh, you know, is our employee satisfaction going up?
• 20:37
  Speaker 2: Whatever promise? You know, is that needle really moving? Post
• 20:41
  Speaker 2: implementation user success, that's what she calls a business success
• 20:45
  Speaker 2: user success. Model success. So user success is, you know,
• 20:50
  Speaker 2: how often are people spinning up this tool. You can
• 20:53
  Speaker 2: usually track this sort of thing, so a Microsoft pasture,
• 20:56
  Speaker 2: you know, I will show you the ping the ping
• 20:58
  Speaker 2: rate of how often a tool is getting use within
• 21:00
  Speaker 2: your within your company, right, so our user is actually
• 21:03
  Speaker 2: using it. If not right, let's say you have a
• 21:06
  Speaker 2: low engagement rate with your users. Maybe it's just not visible, right.
• 21:12
  Speaker 2: Maybe it's a quick fix, right, and it needs to
• 21:14
  Speaker 2: be put at the top of the web page ers
• 21:16
  Speaker 2: and some sort of in some random place. So that's
• 21:20
  Speaker 2: user success and then models success. We want to make
• 21:24
  Speaker 2: sure whatever the AI is outputting right, if it's if
• 21:27
  Speaker 2: it's forecasting you know, sells right, or if it's generative
• 21:32
  Speaker 2: AI that's providing insights about your company's standard operating procedures.
• 21:38
  Speaker 2: I want to make sure that the model is accurate.
• 21:41
  Speaker 2: And that's that's somewhat hard to gauge with generative AI.
• 21:46
  Speaker 2: Usually you know it's it's done through survey based you know,
• 21:49
  Speaker 2: and you have to differ a lot to your subject
• 21:51
  Speaker 2: matter experts. Right, if the model is accurate or not.
• 21:55
  Speaker 2: If it's more traditional artificial intelligence, we're doing machine learning
• 22:00
  Speaker 2: right to forecast certain things. And then there's all sorts
• 22:03
  Speaker 2: of metrics you can track from model success like accuracy, precision, recall,
• 22:07
  Speaker 2: F one score. But those those three broad categories a
• 22:11
  Speaker 2: business success success and model success is how you It's
• 22:17
  Speaker 2: how you gauge how uh effective your your purchase was,
• 22:22
  Speaker 2: your your acquisition of this new AI tool is I
• 22:26
  Speaker 2: think a starting point.
• 22:28
  Speaker 1: So so from the from so from the quality of
• 22:31
  Speaker 1: AI perspective, Kyle, you know this. I think this is
• 22:34
  Speaker 1: great because I think what I'm hearing you is, Okay,
• 22:37
  Speaker 1: there's these these different areas we're looking at, and I
• 22:40
  Speaker 1: hear exactly what you're talking about the generative AI versus.
• 22:42
  Speaker 1: I just had another one of my podcasts who had
• 22:45
  Speaker 1: an amazing database information that he person assessments and things
• 22:49
  Speaker 1: like that which they could actually do and they could
• 22:52
  Speaker 1: verify that this was accurate or not right. And depends
• 22:54
  Speaker 1: on where you're pulling your data and all that stuff.
• 22:57
  Speaker 1: Like you're saying, so what so so now you have
• 23:01
  Speaker 1: this breakdown, So tell me a little bit more about
• 23:03
  Speaker 1: like how do you come alongside, how do you come
• 23:06
  Speaker 1: alongside businesses in this, Like you said, you might find
• 23:09
  Speaker 1: the leader. You might person's like, hey, I'm willing to
• 23:11
  Speaker 1: take this on. But where do you come alongside with
• 23:13
  Speaker 1: quality I and really help them in their in their
• 23:17
  Speaker 1: strategy with the Yeah, like, where do you come in
• 23:20
  Speaker 1: and in search themselves? Like where's the point where it's like, hey,
• 23:23
  Speaker 1: this is more than enough. I need help here to
• 23:25
  Speaker 1: make sure that I'm this effectively.
• 23:28
  Speaker 2: Well, we try to ask you questions and listen real.
• 23:30
  Speaker 1: Well, yes, that's so important.
• 23:34
  Speaker 2: Absolutely, But we uh, we have a framework that we use.
• 23:39
  Speaker 2: It's called the Lyceum, the Lyceum Framework in it it uh,
• 23:44
  Speaker 2: you know, we we start there and it's a we
• 23:46
  Speaker 2: have eight different dimensions which we assess our clients AI strategy,
• 23:54
  Speaker 2: right or lack thereof?
• 23:56
  Speaker 1: Yep?
• 23:57
  Speaker 2: And does there's eight dimensions is are you know, the
• 24:00
  Speaker 2: first thing you want to assess us their planning? How
• 24:03
  Speaker 2: are they planning for AI? You know? Is it? Are
• 24:06
  Speaker 2: they doing it incrementally you know? Or are they planning
• 24:10
  Speaker 2: too far out? You know? Are they adaptable enough to
• 24:13
  Speaker 2: take advantage of new technologies as they emerge? But we
• 24:15
  Speaker 2: start we start with planning. Okay, that's a good point.
• 24:19
  Speaker 2: Are we even planning at all? Like, are we just
• 24:21
  Speaker 2: about this?
• 24:22
  Speaker 1: So you're looking at you're asking me the question, are
• 24:24
  Speaker 1: you planning short term? Long term? Okay?
• 24:26
  Speaker 2: We would you know you're planning.
• 24:29
  Speaker 1: They're planning.
• 24:31
  Speaker 2: Yeah, you're planning. Trickle down to the operational right, and
• 24:34
  Speaker 2: then the tacticals you know, agile level right. And then
• 24:38
  Speaker 2: so if the planning, you know what, we have a
• 24:41
  Speaker 2: series of questions there, you know, we score them from
• 24:43
  Speaker 2: one to five, right, and try to identify where their
• 24:47
  Speaker 2: gaps are, and they're planning, and we help them fill
• 24:49
  Speaker 2: those gaps and improve those gaps. Right. A lot of
• 24:53
  Speaker 2: backing up a little bit, David. We you know, we
• 24:56
  Speaker 2: a design thinking design thinking sessions. You know, we have
• 25:00
  Speaker 2: we have a lot of whiteboards, a lot of templates
• 25:02
  Speaker 2: we put together in which we but I mean it
• 25:06
  Speaker 2: all kind of follows the same, uh, the same agenda
• 25:10
  Speaker 2: in which you know, we we first, uh, identify the problem, right,
• 25:15
  Speaker 2: everyone lists up the problem to get everyone into the room, right,
• 25:18
  Speaker 2: and they they put on sticky notes whately the biggest
• 25:22
  Speaker 2: issue is they're facing in their department, right, and then
• 25:26
  Speaker 2: you know, we we identify gaps, let's see, and then
• 25:30
  Speaker 2: you know, we we idate on potential solutions, right, the
• 25:33
  Speaker 2: same thing, and then we prioritize those solutions, you know,
• 25:36
  Speaker 2: based on fuze back, feasibility and impact. Right, we figure
• 25:40
  Speaker 2: out which ones are more important than we kind of
• 25:42
  Speaker 2: list out and prioritize them and then put them on
• 25:46
  Speaker 2: a timeline. Right. That's that's sort of the gist of it.
• 25:50
  Speaker 2: I mean, that's maybe a little bit of an oversimplification,
• 25:53
  Speaker 2: but that's normally the course we take when we're doing
• 25:57
  Speaker 2: design thinking sessions. After the Lyceum framework. Maybe I'll just
• 26:01
  Speaker 2: cover these roles real quickly. Uh, there's planning right then,
• 26:05
  Speaker 2: the Scarbreels is safeguards, you know, it's the second the VSS.
• 26:10
  Speaker 2: You know, are they developing AI safely right across several
• 26:13
  Speaker 2: different dimensions securely? And then rapid prototyping? How do they prototype?
• 26:20
  Speaker 2: And quick thing on prototyping is you know, I'm sure
• 26:23
  Speaker 2: you've read certain headlineser statistics saying you know, x amount
• 26:27
  Speaker 2: of prototypes don't make it into production. So how do
• 26:30
  Speaker 2: you address that? Like, well, I think, well, you can
• 26:33
  Speaker 2: either make your prototyping process better, right, or you can
• 26:39
  Speaker 2: prototype more right both right, So right, and I'm totally
• 26:45
  Speaker 2: fine with prototyping a lot, right, and let's say only
• 26:49
  Speaker 2: ten percent of those make it to production. Like, well,
• 26:51
  Speaker 2: that's okay. We got a lot of experience, you know,
• 26:56
  Speaker 2: trying felling learning, trying felling learning, then finally trying and succeeding.
• 27:01
  Speaker 1: Right.
• 27:01
  Speaker 2: So but you know, you just probably need to identify
• 27:04
  Speaker 2: which course you want to take first. You want to
• 27:06
  Speaker 2: refine your prototyping process or do you want to make
• 27:10
  Speaker 2: h encourage citizen development right, in which we can prototype
• 27:15
  Speaker 2: more and we can enable people who don't even come
• 27:18
  Speaker 2: from a computer science background or a developer background right
• 27:21
  Speaker 2: to develop their own AI I can I can talk
• 27:24
  Speaker 2: about that later, but AI development has is starting to
• 27:29
  Speaker 2: become starting to become easy, right, and that's both a
• 27:33
  Speaker 2: good and a bad thing.
• 27:35
  Speaker 1: Yeah, definitely. Well maybe we may have to have another
• 27:37
  Speaker 1: whole another podcast episode and that have you come back, Kyle.
• 27:40
  Speaker 2: But that's why we that's why we talk about safeguards
• 27:43
  Speaker 2: and planning.
• 27:44
  Speaker 1: Before we talk about prototyping.
• 27:47
  Speaker 2: Yeah, and then after that, you know, we assess their
• 27:49
  Speaker 2: data is their data AI ready? A lot of these
• 27:51
  Speaker 2: generative AI tools use unstructured data, which the planning and
• 27:57
  Speaker 2: the the talent around unstructured data isn't in my observation
• 28:04
  Speaker 2: isn't as common as structured data relational database management. You know,
• 28:09
  Speaker 2: it's unstructured data. It's kind of a different animal. Right,
• 28:13
  Speaker 2: So as your data AI ready, and then we get
• 28:16
  Speaker 2: into tools and technologies, right, we call that the tech
• 28:19
  Speaker 2: arsenal Right, how do you like you're talking at the
• 28:22
  Speaker 2: beginning of the podcast, how do you assess which tools
• 28:24
  Speaker 2: are best to adopt? And what is your implementation plan?
• 28:29
  Speaker 2: Acquisition and implementation plan? Then after that, I mean, look,
• 28:33
  Speaker 2: that's the first five things we talked about. You're really
• 28:36
  Speaker 2: getting set up there to to incorporate AI, right, Well,
• 28:42
  Speaker 2: how do you how do you then train up your
• 28:46
  Speaker 2: people and institutionalize both your people and your AI agents
• 28:52
  Speaker 2: Because we're talking about intelligence, right, We're talking about artificial intelligence,
• 28:56
  Speaker 2: So there is maybe agency is the wrong. These AIS
• 29:04
  Speaker 2: have have a certain amount of agency, right, in which
• 29:07
  Speaker 2: they can take information, synthesize it, and then use that
• 29:12
  Speaker 2: information to accomplish task. Right. It's somewhat limited in scope. Still,
• 29:17
  Speaker 2: we haven't a g I, but there is specialized generative
• 29:21
  Speaker 2: AI that can reason or at least give the illusion
• 29:25
  Speaker 2: of reasoning, and then take action and perform task right,
• 29:29
  Speaker 2: based on what they what they reason that information to
• 29:31
  Speaker 2: be so that AI UH need you need to have
• 29:35
  Speaker 2: a plan to manage that in a very similar way
• 29:37
  Speaker 2: that you manage people, right, and and so that's that's
• 29:42
  Speaker 2: the UH what we're we at now. That's a sixth
• 29:45
  Speaker 2: part of the Lyceum framework is training and institutionalizing uh.
• 29:50
  Speaker 2: And then the last two are the AI advantage and
• 29:53
  Speaker 2: the AI c oe. So the AI advantage is you know,
• 29:56
  Speaker 2: as we were talking at the beginning of the call, David,
• 29:58
  Speaker 2: is this technology is a doubt being very very very rapidly.
• 30:03
  Speaker 2: We all know that. So we need people with their
• 30:05
  Speaker 2: air to the ground right that are partnering with the
• 30:09
  Speaker 2: right institutions, with the right you know, other other companies
• 30:12
  Speaker 2: perhaps right where you're you're staying on top of things,
• 30:15
  Speaker 2: right and again not chasing every shiny ball. But if
• 30:18
  Speaker 2: there's something that's going to give you a competitive advantage,
• 30:20
  Speaker 2: let's say, like there's a quantum breakthrough. I just want
• 30:23
  Speaker 2: to get a conference recently where we had some quantum
• 30:26
  Speaker 2: guys there. They were quantum security, brilliant individuals, man Aquin,
• 30:31
  Speaker 2: I need to get these over credits due, but we'll
• 30:35
  Speaker 2: put this in the show note as well. Absolutely one
• 30:38
  Speaker 2: of the key takeaways they had with quantum is that whoever,
• 30:42
  Speaker 2: whenever there is quantum supremacy, who's ever able to adapt
• 30:49
  Speaker 2: it to their industry, who's ever able to harness it first,
• 30:53
  Speaker 2: will command their industry. It's like they say, it's a
• 30:55
  Speaker 2: mathematical certainty, you know. So that's what's sort of thing
• 31:00
  Speaker 2: we want people to be listening for, right, look out
• 31:04
  Speaker 2: for is breakthroughs like that, because you can't just dismiss
• 31:08
  Speaker 2: everything like, oh, it's you know, it's at the what
• 31:10
  Speaker 2: do they call it, the peak of inflated expectations? Yeah,
• 31:14
  Speaker 2: you know, it'll it'll go into the traffic dissolution mitt first,
• 31:16
  Speaker 2: like are you sure is that a hope more or
• 31:20
  Speaker 2: or or is that really the reality? So yeah, keep
• 31:24
  Speaker 2: your ear to the ground. That's the AI. Yeah. And
• 31:27
  Speaker 2: then finally it's the A I C O E is
• 31:31
  Speaker 2: the center of excellence. This again is your is your
• 31:34
  Speaker 2: leadership team?
• 31:36
  Speaker 1: Right?
• 31:36
  Speaker 2: That makes sure it's all these.
• 31:37
  Speaker 1: Noises me, I'm sorry, you're just get You're just popular, Kyle.
• 31:41
  Speaker 2: Popular guy. Yeah for all of our listeners out there,
• 31:45
  Speaker 2: okay talking.
• 31:47
  Speaker 1: Uh, but yeah, you need so.
• 31:50
  Speaker 2: I come from a military background, as I mentioned at
• 31:51
  Speaker 2: the beginning of this call, and I just in the
• 31:55
  Speaker 2: in the in the I T industry will say is
• 31:59
  Speaker 2: they do not like hierarchy. They do not like any
• 32:03
  Speaker 2: anything where they feel like things are being bureaucratic or
• 32:06
  Speaker 2: they're being micromanaged. Flat the flat organizational structure manager is
• 32:13
  Speaker 2: almost a dirty word. And to be honest with you,
• 32:16
  Speaker 2: it all kind of sounds like I get it, you know,
• 32:18
  Speaker 2: bureaucracy will really throw slow things down. Let builders build
• 32:23
  Speaker 2: that sort of thing. But also some of it sounds
• 32:25
  Speaker 2: a bit communist to me too, like they have the
• 32:28
  Speaker 2: agile manifesto, you know, and anyways, there's the communist thing.
• 32:37
  Speaker 2: Maybe we'll get into later.
• 32:38
  Speaker 1: But that'd be a whole other episode that we got.
• 32:41
  Speaker 1: We got multiple episodes. We'll have to come back to you, Kyle.
• 32:44
  Speaker 1: But what you were saying is that that yes, so
• 32:47
  Speaker 1: what I hear you saying, and this I get this
• 32:49
  Speaker 1: from the manager, like, hey, we don't want to have
• 32:51
  Speaker 1: somebody above us. We want to just have be able
• 32:53
  Speaker 1: to you know, there's they're not they're paying lip service
• 32:56
  Speaker 1: to the really the leadership that needs to be there.
• 32:58
  Speaker 1: There's a purpose for the leadership and and it's helping
• 33:01
  Speaker 1: build trust and structure that were like you said, just
• 33:05
  Speaker 1: like the AI, I think that we have to have
• 33:07
  Speaker 1: people there that they're looking after each other. It's not
• 33:10
  Speaker 1: a matter of I'm trying to serve power or control
• 33:14
  Speaker 1: over you. It's because I'm actually wanted to help you
• 33:16
  Speaker 1: be more successful.
• 33:17
  Speaker 2: My that's exactly right. Yeah, So we have really good
• 33:22
  Speaker 2: project managers right that, they get it right. They're efficient,
• 33:26
  Speaker 2: they understand agile right there, they're SCRUMP certified and we
• 33:31
  Speaker 2: do daily stand ups. But yeah, the pms, they're keeping
• 33:33
  Speaker 2: everything on track and they're invaluable and just like you said,
• 33:37
  Speaker 2: they're enabling people to do their to do their job right.
• 33:42
  Speaker 1: Yeah. It's like General.
• 33:44
  Speaker 2: McCrystal came out with this book called Team of Teams,
• 33:47
  Speaker 2: and I don't I think he gives a perfect metaphor
• 33:49
  Speaker 2: for a leader, a good leader at least one that
• 33:51
  Speaker 2: really resonates with me. And he calls it the humble gardener.
• 33:56
  Speaker 2: And I think that metaphor is perfect because just like
• 33:58
  Speaker 2: a gardener is in charge of all the plants and
• 34:02
  Speaker 2: crops he or she is growing, they all need different
• 34:05
  Speaker 2: things right to grow. To grow, Yeah, some need more sunlight,
• 34:12
  Speaker 2: some mean more nitrogen, others need more phosphorus. You know, drainage.
• 34:17
  Speaker 2: Some of them are overcrowded. Some of them just need
• 34:19
  Speaker 2: to get prune and thrown out because they're taking up
• 34:22
  Speaker 2: resources that other plants need.
• 34:24
  Speaker 1: Right.
• 34:25
  Speaker 2: So, just like people, everyone's a little bit different. Everyone
• 34:28
  Speaker 2: needs different moles and you know, emotional support, things of
• 34:33
  Speaker 2: that nature to be the best version of themselves. Right.
• 34:37
  Speaker 2: So that's what I think. That is the sort of
• 34:40
  Speaker 2: leadership we have a quality of AI. That's the sort
• 34:42
  Speaker 2: of leadership principles we try our best to espouse and
• 34:45
  Speaker 2: live mine. But when you don't have that, when you
• 34:49
  Speaker 2: don't have any sort of hierarchy or any sort of
• 34:53
  Speaker 2: I guess we'll say bureaucracy or rigidity to your to
• 34:58
  Speaker 2: your organization, then you get things like that's not good either.
• 35:02
  Speaker 1: No, no, it's not good either. We don't. We want
• 35:04
  Speaker 1: to healthy, like you said, healthy. That's why you and
• 35:07
  Speaker 1: I connected, I feel, Kyle, because we have similar passion.
• 35:09
  Speaker 1: I'm I'm more on the people side and the strategy
• 35:12
  Speaker 1: of your people versus necessary which you do integrate. What
• 35:15
  Speaker 1: I hear you telling me in your listener I mean
• 35:17
  Speaker 1: is people are part of it, but it's also using
• 35:20
  Speaker 1: this overall technology. How do we do that with the
• 35:23
  Speaker 1: people you know, make that successful integration.
• 35:27
  Speaker 2: That's right. Yeah, yeah, yeah, I mean duplication of effort. Right,
• 35:33
  Speaker 2: You're gonna have people doing the same job, so just
• 35:36
  Speaker 2: be wasted effort. There's there's also folks that will play
• 35:39
  Speaker 2: the gray man right and fly under the radar, right,
• 35:42
  Speaker 2: and that's not cool because there's your team's relying on you,
• 35:46
  Speaker 2: people who will take advantage of that. So yeah, just
• 35:50
  Speaker 2: like you said, David, it's a little a little bit
• 35:54
  Speaker 2: of leadership in the right place. Is is essential, It's critical.
• 35:59
  Speaker 2: So that's why the last thing in our in our
• 36:02
  Speaker 2: framework is the A I c OE. But that could
• 36:04
  Speaker 2: be like your project management office or whoever your spirit
• 36:08
  Speaker 2: committee or leadership team is that is in charge of
• 36:12
  Speaker 2: the acquisition making sure everything you're doing with the AI
• 36:17
  Speaker 2: is managed throughout its entire life cycle, right from provisioning
• 36:22
  Speaker 2: it right to training up your people to measuring its
• 36:26
  Speaker 2: its success rate. Right. You need it. You need a
• 36:30
  Speaker 2: group of people that are in charge of that in
• 36:32
  Speaker 2: order for your AI strategy to really uh manifest and
• 36:37
  Speaker 2: permanent throughout throughout your company.
• 36:39
  Speaker 1: Yeah. And I've seen that, Cayle, what you're saying. I've
• 36:42
  Speaker 1: seen this in other inities non AI initiatives, if nobody's
• 36:45
  Speaker 1: what I call it championing over seeing it, it comes
• 36:48
  Speaker 1: and it goes, and then it's like, well this was
• 36:50
  Speaker 1: left over to the side. It was just kind of like, oh,
• 36:52
  Speaker 1: where's where is this happening? So I know we're getting
• 36:55
  Speaker 1: the end of the podcast because and when we have
• 36:57
  Speaker 1: to come back and have a lot of good conversations here, Kyle.
• 37:00
  Speaker 1: But you know, you hit a number of different things
• 37:04
  Speaker 1: here in the Lyceum principle, and I hopefully I want
• 37:07
  Speaker 1: to hear people say because I feel like a lot
• 37:08
  Speaker 1: of people aren't even at stage one that you're talking
• 37:10
  Speaker 1: about planning. They're not planning among little let alone the
• 37:13
  Speaker 1: other components. And so you know, hopefully as they're hearing this,
• 37:19
  Speaker 1: you know, we're going to make sure that they can
• 37:20
  Speaker 1: connect with you, because we're connected on LinkedIn. We're gonna
• 37:23
  Speaker 1: put that in the show notes too, about how they
• 37:25
  Speaker 1: can get to quality AI, how they can you know,
• 37:28
  Speaker 1: maybe get you know, ask getting with you and asking
• 37:31
  Speaker 1: some of these questions and kind of getting clearer on hey,
• 37:33
  Speaker 1: what is your ROADBAP, what is your what is your plan?
• 37:36
  Speaker 1: And to walk them through this because what I see
• 37:39
  Speaker 1: is this is an ongoing need for companies that you
• 37:44
  Speaker 1: know are doing this in a very thoughtful way. And
• 37:47
  Speaker 1: I think it's really I'm from a leading way, a
• 37:49
  Speaker 1: leadership way, like you said. I like how you said
• 37:51
  Speaker 1: this is quantum way of like how they can really
• 37:53
  Speaker 1: leap forward if they do this well, they're really planning
• 37:56
  Speaker 1: and going forward. So you covered so many different things today.
• 38:00
  Speaker 1: I know a lot on the podcast, but you guys
• 38:02
  Speaker 1: are gonna have to go back and listen to it again.
• 38:04
  Speaker 1: But if I'm a business owner, I'm a leader, even
• 38:07
  Speaker 1: if I'm the but I'm I'm I'm seeing where there
• 38:10
  Speaker 1: is no strategy, there is no planning or roadmaple what
• 38:15
  Speaker 1: do you you know, what is your kind of takeaway
• 38:18
  Speaker 1: or what would be your you know, you know, your
• 38:20
  Speaker 1: call out there to folks in this space right now
• 38:23
  Speaker 1: leadership here in this age of AI and whatnot? What
• 38:27
  Speaker 1: to that I can be considering thinking about, of course,
• 38:31
  Speaker 1: in addition to calling and reaching out to you directly
• 38:34
  Speaker 1: pile but quality AI. But what should I be? What
• 38:37
  Speaker 1: should I what was your your takeaway? Call the action
• 38:39
  Speaker 1: here at the end of the podcast.
• 38:42
  Speaker 2: Call the action for the for the companies that happened.
• 38:46
  Speaker 1: Yeah, they have not had that just you know, they
• 38:49
  Speaker 1: haven't planned, they don't have a roadmap, you know what
• 38:52
  Speaker 1: what what what? You know that's me because I'm seeing
• 38:55
  Speaker 1: that a lot of one of the businesses and the
• 38:56
  Speaker 1: folks that I'm talking with, they don't have a click
• 38:58
  Speaker 1: plane where they go.
• 39:02
  Speaker 2: Well, there there is a sense of urgency here, you know,
• 39:07
  Speaker 2: and not panic, but for the sake of you know,
• 39:11
  Speaker 2: your your company and the employees you know, and customers
• 39:16
  Speaker 2: and all the stakeholders involved with whatever product or service
• 39:19
  Speaker 2: you're offering. Considered. Yeah, our species you know, adapts and
• 39:30
  Speaker 2: changes absolutely after generation, and it just seems to be
• 39:34
  Speaker 2: happening more and more quickly. But you know, I guess
• 39:36
  Speaker 2: people say, we start out as hunter gatherers, right, and
• 39:39
  Speaker 2: then someone figured out seeds and agriculture started.
• 39:42
  Speaker 1: Right.
• 39:43
  Speaker 2: Those hunter gatherers didn't die off, right, that they found
• 39:46
  Speaker 2: other things to do, right, And then you think about
• 39:49
  Speaker 2: the transition into the industrial revolution, Right, the farmers didn't
• 39:53
  Speaker 2: die off. They became you know, factory workers or the
• 39:58
  Speaker 2: horse stables or or something thing like that. They found
• 40:00
  Speaker 2: other stuff to do, things to do and become productive.
• 40:03
  Speaker 2: And it's happening over and over again, you know, like
• 40:05
  Speaker 2: real war, we start to transition, uh, you know, from
• 40:10
  Speaker 2: manufacturing into into a service economy. Right, well, now we're
• 40:14
  Speaker 2: doing we're there's another epoch that we're transitioning into that
• 40:20
  Speaker 2: we're it's kind of uncertain, right, but but you know,
• 40:25
  Speaker 2: people aren't going to run out of things to do.
• 40:27
  Speaker 2: But people aren't going to whatever this happens. Whenever a
• 40:33
  Speaker 2: big transition like this happens, there's always a bit of disruption,
• 40:36
  Speaker 2: and it's it's hard on a lot of people. People
• 40:39
  Speaker 2: do lose their job.
• 40:40
  Speaker 1: Right.
• 40:42
  Speaker 2: What I think, uh, what a what a good leader
• 40:46
  Speaker 2: should do, and in this sort of transition transitory period
• 40:53
  Speaker 2: is equip their people and their workforce with the right
• 40:58
  Speaker 2: rules and the right training they need to not only strive,
• 41:01
  Speaker 2: but thrive, you know, and come out on the better
• 41:05
  Speaker 2: on the other end, better than what they were before.
• 41:07
  Speaker 2: Guide your ship, right, captain your go to these streams.
• 41:11
  Speaker 1: Yeah, yeah, yeah, I love that. I love that, Kyle, No,
• 41:16
  Speaker 1: I think that's so important. Here's an opportunity. You can
• 41:19
  Speaker 1: either stick your head in the sand, kind of try
• 41:21
  Speaker 1: to ignore it, think that it's going to go over you,
• 41:24
  Speaker 1: or you can in this this or you can be
• 41:26
  Speaker 1: a leader that's going to step forward and say, hey, look,
• 41:29
  Speaker 1: I need to take care of my company, care care
• 41:31
  Speaker 1: of my people, take care of my clients. How can
• 41:33
  Speaker 1: you do it in a better thoughtful way? Kyle and
• 41:36
  Speaker 1: I appreciate you bringing that to the podcast today and
• 41:39
  Speaker 1: encouraging people to kind of look hold them you're up
• 41:41
  Speaker 1: and look at yourself. Are you doing that with AI
• 41:44
  Speaker 1: and all other areas of your of your life and business?
• 41:47
  Speaker 1: And you know, here's an opportunity so to come up
• 41:50
  Speaker 1: and connect with Kyle and his team at Quality AI
• 41:52
  Speaker 1: if you're like struggling in this area specifically of AI,
• 41:55
  Speaker 1: and how do we how do we go forward with this?
• 41:57
  Speaker 1: How do we leave more effectively? How I just want
• 41:59
  Speaker 1: to say thank you for coming on the podcast and
• 42:01
  Speaker 1: being a resource to our listeners. We will make sure
• 42:05
  Speaker 1: that they can connect with you, provide the talk a
• 42:07
  Speaker 1: number of different resources reference. We'll make sure that those
• 42:09
  Speaker 1: are on the show notes. Connect with you of course
• 42:12
  Speaker 1: on LinkedIn I'm there as well, or look to look
• 42:16
  Speaker 1: up Quality AI online. Thank you again so much for
• 42:19
  Speaker 1: being with us, Kyle.
• 42:21
  Speaker 2: Yeah, thank you, David. It's a real pleasure being here.
• 42:23
  Speaker 2: But yeah, I last thing I would say is have
• 42:25
  Speaker 2: courage take heart and lead, get in front of it,
• 42:28
  Speaker 2: right because the sooner you do that, the sooner you'll
• 42:31
  Speaker 2: learn and be equipped to h to guide your company
• 42:34
  Speaker 2: through this thing. So yeah, David, it was a real pleasure.
• 42:38
  Speaker 2: Look forward to the speaking again. And if anybody wants
• 42:41
  Speaker 2: to find me or quality AI, you know, just go
• 42:43
  Speaker 2: to our website engage quality dot com. You can go
• 42:46
  Speaker 2: to LinkedIn and find us there as well. So we
• 42:51
  Speaker 2: also have an e learning course right if you If
• 42:53
  Speaker 2: you want to understand what the li seem is all about,
• 42:57
  Speaker 2: you can go to our website and find our e
• 42:59
  Speaker 2: learning course as well.
• 43:00
  Speaker 1: Fantastic framework.
• 43:02
  Speaker 2: Yeah, thank you, that's your pleasure being here. Thanks again, dude.
• 43:05
  Speaker 1: All right, thanks everybody for listening. Being a part of
• 43:09
  Speaker 1: the business around Table Podcasts. Of course, we want you
• 43:11
  Speaker 1: to leave any comments feedback, so we'll make sure Kyle
• 43:14
  Speaker 1: get the subscribe and share this podcast if you found
• 43:16
  Speaker 1: it was helpful. If you're interested in being a guest,
• 43:18
  Speaker 1: let me know. We are always having a new guests
• 43:20
  Speaker 1: on the podcast. And until next time, be well. Thanks everybody,
• 43:23
  Speaker 1: take care,