 joining us for the talent session. I wanted to share a little bit of background on the Center for Global Enterprise and the Digital Supply Chain Institute that is sponsoring this. So if we could move to the next slide. So just a few quick words on CGE, the Center for Global Enterprise. We are a private non-profit research institution, really focusing on trends and impacts in an educational kind of a manner around organizational issues, globalization issues. Got Digital Supply Chain Institute is one of the main centers of excellence, obviously sponsoring today's program. But there are some other aspects that are very interesting about the CGE as well. Really the leader and the founder of CGE was Sam Palmisano, who is the former CEO of IBM. And there's a great panel of folks on the board of directors as well. Next slide please. So the Digital Supply Chain, what makes it interesting and unique, I think, is that it's a practitioner research organization. So we're not doing academic research divorced from the reality of what is going on in the world. So this group of members and associates, these member companies that are part of the global supply chain community are really the focus. They work very closely with us in research. We work with them in trying to surface what some of the practical solutions are for some of the challenges of things like transitioning to digital. Next slide please. But what is the Digital Supply Chain is really the question. So we want to get a good read on that. The Digital Supply Chain, the focus is on customer. It's on real-time utilization of data. It's focused more on really understanding and stimulating demand. So the supply chain moving away from just fulfillment of supply chain products and services to more of the front end of really understanding consumer needs, customer needs, and trying to sense and stimulate. So that's the way we're looking at the Digital Supply Chain. It's a more expansive way of describing what's going on in the supply chain. Next slide please. So a Digital Supply Chain, here's a quote from Bill McDermott of SAP, and I think it focuses in on, again, what are we trying to understand about customer's needs and wants. So that customer centricity has now arrived with supply chains. So that's a customer focus is a big part of it. Next slide please. And the other part of it that's important is realizing the benefits of revenue growth and cost management, cost reduction. So it's reaching customers more effectively, but it's also finding ways to enhance the way we deliver those products and services in a more effective way, increasing revenue and also managing costs more effectively. Next slide please. So that's the background on it. The way the DSCI, the Digital Supply Chain Institute, has been approaching this research is in four main buckets. One is looking at how we stimulate demand. The second part is how we work with people, how we manage people, the people technology aspect of it as well, how we manage the actual technologies involved, and then how we manage risk. So today we're zooming in really on that managing people part of the equation. Next slide please. So in our research, these are some early returns. I wanted to share with you guys some of the early research or recent research that we've been performing in this area. So why are we focused on the people side? Why does the people and talent side of the equation really come up so often? Well, in our surveys of some of our member organizations, we asked them questions about how far are you ahead or behind in your transformation towards a digital supply chain? And the talent side, the people side was where it really came out. An enormous percentage of the folks that we have surveyed and interviewed and spoken with over the last several years have mentioned that the people and talent side was one of their number one concerns. Let's take a look at that next slide. We've got just a little bit more drill down on not only the people with the right skills being the challenge, but also how well they are able to collaborate with each other across the organization. We've found out that that is a really key way to unlock the performance potential of this. So with that in mind, let's take a look at this next slide and I want to share a couple of ideas around the leadership and transformation. This is really a chart that I published in a book chapter recently on leading the digital supply chain with the purpose of focusing in on the leadership actions that are required to get us to that digital supply chain. So if you look at the left hand side of the screen, we're looking at the different focus areas. So what is the leadership focus that's required across dimensions like increasing demand, the operational focus there, the people focus, the technology focus, and then we're contrasting the traditional supply chain with the digital supply chain. So if we talk about the traditional supply chain in demand, it's really around meeting those perfect order metrics. It's trying to manage inventories levels and balance the constraints there. In a digital supply chain, we're moving more towards an integrated vision where the supply chain is actually a source of competitive advantage. In the people side, individual functional performance measures around the plan, source, make, and deliver divisions, the functional areas of the supply chain and within that business unit. What we're seeing in the digital supply chain is there's a much greater need for cross-functional integration and figuring out how the organization can move towards a model that rewards that kind of more integrated talent behavior is really one of the keys to unlocking performance. So we ask often, what is the digital talent strategy and is it different? This is where we really want to get quickly to what Liz Faulkner at Johnson & Johnson and what that organization has been doing to try to promote that kind of performance. And then finally, technology, so moving obviously away from more manual processes to ones that are more sophisticated in terms of feedback sensors, the use of artificial intelligence and machine learning, the topics of which we have been covering in some of the other Expert Connect series. Let's move to the next slide. I want to ask folks too, if you have questions as we go along, feel free to just pepper those right in on that Q&A and we'll try to answer those as we go along. Really what we're doing now is just kind of setting up the framework of what do we mean by digital supply chain and what do we mean by the talent portion of that. But if you have questions and you want to try to put the conversation in a different direction, please go ahead and send those Q&A questions into that box. One of the other key areas I wanted to share was something like a digital transformation doesn't take place overnight. And certainly, it doesn't take place, the transformation of your talent in your organization is something that requires thoughtful development, a pathway for that. So one of the ways that we've been talking about this is through different horizons. So what can I do in Horizon 1, that operational, what do I do today kind of framework? But then how do I get to a growth mindset? What's that next horizon that takes me to a next level? And then we can start talking about Horizon 3 or a transformation. We don't go from what am I working on today to a transformation overnight. So it's helpful, we think, to think of development of talent capabilities in terms of let's understand what do we have now? What is the strategic situation we have with our talent now? Do we have a talent strategy that has been developed and socialized? Those are your first stepping stones towards being able to develop a recruitment plan and being able to develop the technical process and leadership training that's necessary to become a more digital oriented supply chain. We found that being a more data driven organization, even in cultural aspects, is a key part of unlocking the talent in the digital supply chain. And then finally, we can start talking about these more complex and exciting ideas like how do we really approach integration of talent across functional lines. That's where it gets really exciting. But we think it's helpful to think in terms of what can I do now? What actions can I take in the operational frame that will move me towards a transformational experience later? Next slide please. Okay, I'm going to jump through this a little bit. I want to just set up the idea of, again, traditional versus digital. What is different? And what implications would that have on our talent strategy? So in some of the publications that the Digital Supply Chain Institute has put out, we developed this idea of data models. That's just a name for the process that you would look at for supply chain and how we get to a demand forecast. So this is a very simple diagram that just describes what is a typical demand planning process in the supply chain, traditional oriented. We're taking historical data, inventory levels. We're looking at the sales incentives, and we're combining that together to create a demand forecast. Obviously, the more accurate that is, the better we can manage inventory levels and meet customer demand. Let's take a look at the next slide. So what's different in a digital supply chain? So this is an idea of what a more digital supply chain might look like. Now we're talking about gathering data from outside of the organization, issues like external factors, regulatory issues. Weather is a big one, very important. Economy, the risk environment, bringing that together with sensor data gathered from social media, from IoT, from smart sensors, from different pieces of unstructured information. All that's being brought together into this decision making body that is driven by data and algorithms rather than human decision making to get to a more accurate forecast for one thing, but also being able to deliver better performance for customers at the same or even less cost. So better managed inventories, managing those cost levels, and also being able to deliver better results for customers and customer satisfaction. That's really the difference. But now what does that mean for talent is the question for today. So let's go to our next slide and talk about that a little bit. So with that data model in mind, so here's the data model and then just advance that one more time and then we'll get to an integration. Liz, I might ask for your insight on this as well. I believe this idea is something that J&J has been exploring as well. So a little bit of an eye chart, but it gets the point across when we start talking about digital supply chain talent, the key skills and capabilities that you need across the different levels of leadership, the different roles, and the different units has really started to blend together more. So the point being, I'll summarize this basically to enable that digital model that we were just looking at. You need a broader set of appreciation for what a data-driven organization is all about. So even a senior leadership person in the firm needs to have not just a strategic idea of what's going on from a data perspective, but also an appreciation of what the power of analytics could do for the company, how to better govern the data and leadership and sponsorship around data governance. That is so key to enable other roles in the organization to take advantage of the opportunity that analytics provides. Likewise, as your data analyst, someone who is actually working with the data and creating opportunities for making decisions for the company, an appreciation and understanding of business models and even corporate strategy is more important than it has been before. So this notion of integration when we talk about talent, what that really means, the implications for that in the digital supply chain or a broader set of appreciation across the entire organization about how data can be governed, managed and used strategically to try to deliver better results in analytics. Liz, I don't know, did you want to comment a little bit on this? Do you agree with that perspective? Is that something that you're seeing at J&J as well? Absolutely. We are in the process of actually building some programs that we can build data citizens within the organization so that the average person in supply chain would really have an appreciation for the data. I love that word, appreciation is probably the most important. We're not building data scientists, right? We're going to require those as they come in, but we have to have that appreciation for data and what it's going to do to drive our strategic strategy. In fact, we've even are developing a new role, which we're calling a bridger role, between the functional leadership and the data scientists. So think of those as interpreters. It's people that can help both sides, the functional, get a better appreciation for the data and the data side and the data scientists, a better appreciation for the business and where that business strategy is going. Wow, that's great. Thanks, Liz. I love what you were saying about data, it was a data citizen, right? Absolutely. That's a really interesting term. I think it does kind of capture this idea that everyone needs to be responsible for data governance and management. So the quality of the data is one of the keys to really unlocking the ability to use them effectively for analytics. Isn't that right? Absolutely. And to be honest, that's where we're struggling right now, right? Most of our data scientists, unfortunately, are spending a lot of the time with trying to acquire the data and end or cleaning the data as opposed to actually doing the algorithms. And so we're trying to make that switch as quickly as possible. But the emphasis really on making and building good data stewardship is critical for us to be successful in the digital supply chain. Right, right, beautiful. So guys, go ahead and toss in any Q&A that you've got for us. And I have a question for the audience actually right now. If we do have a data scientist in the audience right now, we would love, if you don't mind identifying yourself, we would love to know that you're there so that we can recruit you number one. And then secondly, just try to open up this conversation a little bit because what we've heard from our membership organizations and the companies that we've been doing research with is that there's a lot of questions around who are these data scientists and why are they different and how do I get one? Where are they now? So let's take a look at the next slide and we're going to drill down on this idea of data scientists. So they are so often mentioned these days. So this definition here and any definition of a complex role like this is debatable. So this is, I'm not trying to put forth a standardized definition here, but I was very fortunate and I had a chance to work with some very legitimate data scientists in a number of roles and I was able to work on a leadership program with some of the key data science educators at NYU's data science institute there. And one of the conversations that we kept going back to is how do we define this? What do we mean by data scientist? And so according to experts in data science and I'm talking about academic experts, folks that are really leading the field and trying to develop new ways of using data and analytics to predict things more accurately. These are very highly trained individuals. So the term data scientist is thrown around a lot now, but we really are talking about a very highly educated individual with a lot of experience in building models, data models that have explanatory power as well as predictive power. So the data modeling capability can't emphasize that enough. If you're interviewing someone for a data scientist role, ask them about their data modeling because if they can't answer that question, you might want to know a little bit more about the background. It's super important to get the model right. And the data quality of course is a huge issue and like Liz was saying, we want these valuable resources to be focused more on creating insights and better predictions and creating better models and not struggling so much just to align the data sets. Data scientists, they work with very comfortably with both structured information that is coming out of your transaction systems, but they're also able to envision what unstructured data might be combined with structured data to come up with new insights, but insights that have integrity and are able to help advance our understanding of the complexity of a different problem. At least as of recently, these are difficult people to find and recruit and retain. One of the big challenges being even if you can attract a data scientist into your organization, if they're not treated in a way that gives them the ability to really work effectively. So let's say that you brought them in and they were put into a technical department or division and instead of a business problem-solving kind of a role, it may be difficult to retain that talent and they're often being pulled away. The best folks in this area are being pulled away by some of the top digital native organizations. So it creates a real challenge for traditional companies to understand how to create a brand, an employment brand that is attracted to this group, and also to really give the right tools, information, and access to data scientists to really enable them to move forward on some of the complex issues. So Lynn, does that description resonate for you guys? You mentioned data scientists. Is that something that you guys are struggling with as well as to attract and retain that particular type of talent? Absolutely, and I think historically we went the route that you described of putting them in a technical area and it fails miserably. You have one word on your slide that's so critical and they need to feel valued for their unique capabilities, and those capabilities are very different than traditional supply chain, let's say, process engineers or reliability engineers. It's a very different skill set, it's a very different value that they bring to the organization, and we've very recently kind of switched that model around a little bit and have more of a center-led type of data organization, more in a hub and spoke type of model where the hub is where we're keeping our pure data scientists and the relationship back to our businesses and our segments within the three kind of sectors that we have within J&J is where those folks come in and the importance and the criticality of making sure that they stay connected, but that we actually switch the value of that data scientist and that they're together in a unique setting with other data scientists is very critical. I love that, so you're sharing those resources across the organization and keeping them in the environment where they're being stimulated, where they're given access to the right kinds of challenging business problems. That's great. If I could interrupt it, follow up a little bit. I'm curious because I'm listening to you and I know that a lot of companies are absolutely struggling to find data scientists because as you said they are rare, they're also very expensive. So what strategy or what advice do you have for companies that know they need one, but A can afford or can't recruit them? So how do they create a strategy that would be able to take advantage of this data if they can't get the data scientists? Well, that's a tough one. I'm not exactly sure, to be perfectly honest. I do know that there are organizations out there where you can hire folks to do on a more of an ad hoc part-time type of basis, which is certainly a strategy that you can use if you can't particularly hire in. They are expensive. The value that they bring, I think the challenge is you have to get past that initial expense, let's say, because the value that they actually bring back is a hundredfold multiplied by what that is, but it's that initial and it takes time. You need to invest 18, 24 months in a data scientist type of group before you actually get that return on that investment. So I think if you don't have that time and or no initial outlay, certainly there are organizations where you can buy ad hoc type of services, but that the let's say challenge there is understanding the business. So if we go back to Dave's couple of slides previously, when he talks about that appreciation for the business side that has to come from the data science, we spend a fair amount of time just educating on our products and what we do within J&J. That's important for the data scientists to know. And so when you don't have them as part of your staff, it makes it a little bit difficult and you have to then prepare for that and have some very structured programs so they understand your business if you're doing that kind of on an ad hoc model. Really great answer. And yeah, it's this challenge is one that will continue to be working on. I think it's a leadership issue, isn't it? To be able to establish the strategic need to to create that center to enable that center to develop over a longer period of time, like you said, 18 months or so. You need a powerful vision and leadership action to really make that possible, don't you? Absolutely. Leadership is the strongest lever that we have to actually making that shift to the digital supply chain, right? If we don't have that strong leadership, that strong vision, understanding that we may be giving up some short term games for the longer the longer play. That's a really tough, especially when you're in a tough competitive business, like our consumer arm. That is, it's tough to understand the investment and the time that's needed. But once you have leaders that rally around that and they start to see the value that comes in, it goes a whole lot smoother. That's great. Liz, I'm going to quote you on this. I won't take it and just use it, but leadership is the strongest lever we have to enable the digital supply chain. I think that's that's great stuff. Thank you for sharing that. Let's take a look at the next slide. I want to make sure we leave plenty of time for Liz to talk through some of the things that are going on in the supply chain academy. I'm going to bounce across this. This stuff has been published before. If you're interested in the details of what digital supply chain integrator behavior is, we can point you to some resources that go deeper into this. In addition to just digital talent, there is a challenge in the digital supply chain that is even more of a challenge than it has been traditionally. That is to find ways to promote cross functional boundary behavior. Working in silos, it never was really a great way to do it, but now it's even more difficult to develop a value chain using data as its backbone. Unless we find ways to promote this actively looking for ways to cross boundaries to problem solve in teams. It's hard to develop high performance teams, even harder to develop high performance teams that are problem solving across boundaries. It sounds like it's almost impossible. Like, well, okay, how do you do that? Of course, it's a great idea. Let's have a high performance organization of individuals that are sacrificing their own individual goals for those of the organization that network performance idea. How is the question? Some of the work that Liz and I have done in the past has been focused on trying to promote these kinds of behaviors, trying to create a platform and a process for individuals and organizations to see the benefits of collaboration across boundaries in particular in solving supply chain problems. It's even more important as we become more dependent upon the sharing of information, the secure sharing of information across functions where trust across those boundaries needs to really be developed. Let's continue on though. That's a rich idea, one that probably warrants a whole program in and of itself. But we just want to put that out there, that integration as well as digital talent, technical talent are key pieces. Let's advance to the next slide. I want to transition over to Liz here to chat about the supply chain academy at J&J. I just want the audience to think about, as Liz is chatting, think about basically three levers in digital supply chain talent. We want to talk about acquisition, development, and integration. Some of the types of questions that we are asking our members, that we are asking folks in our executive leadership forums, basically wherever we have a chance to work with companies and talk about digital supply chain. We are asking them three main focus areas around talent. One is how are you acquiring your digital talent? Where are you finding it? How are you attracting it? How does your employment brand, that is how you are perceived in talent markets? How does that help or hinder your ability to recruit? This is one set of frameworks I want you to think about. Let's look at the next one. That will be about development. Then we also ask our member companies and our research sites to talk about what actual training and development do you have in place for leadership training, for improving collaboration, for team collaboration, to become more data driven. The skills that are needed, you need a digital talent strategy and develop training for those skills. That is another key component to it. Then let's take a look at the last one. This goes back to the integration behaviors we were talking about. Acquiring talent, sure. We have got it. Developing it. Yes, we are sending it to training programs. But then there is that final piece that I think is often ignored. It is not just building by. It is also integrating. It is addressing this challenge of how to create the conditions in the organization where purposeful collaboration can actually take place across levels. I am not going to take Liz's punch line away. I am going to turn it over to you, Liz, now and just say those are the questions that we are asking. Maybe if you could share a little bit about what you have done in your role in the supply chain academy at Johnson & Johnson, how you have been grappling with the development piece and maybe some of this piece on integration, really great. Absolutely. Take it away. Okay. As Dave indicated, I head up a group in J&J called the supply chain academy. The academy itself is really only a couple of years old. Actually, I think it is three years this month. It is a relatively new organization. Even within the last three years, we have shifted focus on a couple of different things as our business needs have changed in focus. If you go to the next slide, I will give you a brief overview of kind of our mission and vision with air. Kathy Wangle, the head of our supply chain within Johnson & Johnson had put out for us that she wants to be the world's best supply chain. And looking at that as we are going forward, the academy has no different vision from that, but our mission is slightly different in that we want to make sure that we are accelerating the development of our supply chain leaders. We have to identify what are the learning needs and the gaps. And as I indicated, within three years, those learning needs and gaps have drastically shifted as we are moving into the digital supply chain world. But we also want to do that in innovative learning-centric type of modalities. I have to say, when I came in to the group to start it up, Death by PowerPoint was probably the way we did most of the learning and training. And obviously, that's not the way of the future. And then figuring out how do we do that in that continuous timeframe, like those continuous improvement modalities. To go to the next slide, I'll give you just briefly a look at what the organization looks like. And so we focus significant resources in our continuous improvement type of learning. And by that, I mean Six Sigma, Lean, DAX, all of the foundational types of learning and programs that we're doing. Now, we have shifted a lot of those from classroom-based learning and education to more just-in-time needs as we roll out our Johnson & Johnson operating system. And when we think about, and Dave mentioned, integrating, that's how we're integrating these new modalities of not only learning, but new ways of working. Lean has been around forever, guys. So I'm not saying that we're inventing new ways there, but it's how we're changing the culture within J&J to make it shift. And that cultural change actually starts with leadership. And when we think about how we need to develop leaders of the future is really where, if we look on the top left side of that is we have our development. We have development of our high-level leaders in terms of those that are in nominated programs. But we also have leadership programs for all. And what I mean by that is we've called the best of the best of J&J's leadership programs and pulled out what we need to make sure that we're advancing leadership within the organization. We're very good at technical training and we spend a fair amount of time educating in that technical realm. What we don't spend enough time on is understanding how to take our technical folks and make them good leaders of the future. So we invest a fair amount of time, energy, and money into that leadership part of that development. But we also have a learning arm. And that learning arm is what we think of as the new as we're coming in. And particularly as one of our strategic initiatives in terms of manufacturing for the future. What does our supply chain associates need in the future to become and to stay on top of the changes that are occurring within the industry at large? Someone, and I don't remember the quote, but someone told me that freshman entering college this year, by the time they graduate what they have learned this year, will become obsolete. So if we think about that and how we need to continue to educate our supply chain associates so that they stay up to speed is really where our learning pillar comes in. And then how do we... Short day. Oh, sorry. I didn't want to interrupt, but I wanted to just jump in there and ask. So this idea of taking a technical person and then putting them into a leadership experience. Two parts to it. One is, so how does that go? Like, how do they react? Are they, yeah, sign me up for leadership or what are you kidding me? So realistically, how does that go? And then is it effective? Can you build that leadership capability in someone who has kind of grown up on the technical side of the house and has been maybe promoted based on their technical expertise and maybe not so much on their ability to build teams? Absolutely. So I'm going to talk about it in two parts. The first part are folks that are on a leadership track to begin with. So let's talk about those individuals. So these are usually folks that are nominated into our leadership development programs. I have to say, when they first come into some of those programs, they think they've got it because, as you indicated, they have been promoted through their careers on what they've delivered. And now we're showing them not only different skills, but different ways to interact. So what has occurred in the past with our leadership development is really that they actually have a program that they have to, or a project that they have to deliver. So our programs for leadership in those nominated programs run about six to nine months, depending on the program that you're in. And you have to deliver a project after that. And you're then partnered and working with groups of also very highly and energized, highly motivated individuals. And now you have to figure that out. And so we kind of throw them into that. And they stumble. They stumble in the beginning. We give them a lot of coaching and guidance and webinars on all of the skills that are necessary. And lo and behold, by the end, they get it. And then they can not only deliver a very effective project that has a real business need, but they've also learned those skills. But we don't want to stop there because that is really, let's just say a drop in the bucket when you think about that. We may, for some of our programs at that manager level, we may put 100 to 150 people a year through that program. When we think of J&J, it's a 65,000 project. It's a drop in the bucket. And so we've come up with other programs that actually were just releasing that really hit the rest of management there. And with those skills they need, and then ask them to come back for their capstone part of that program, that they do mostly virtually a couple of programs that we do with them that are either classroom style or a combination of classroom and virtual, that they then come back in and have to present to our engineering council what they've learned through a project as their capstone to be certified as a J&J leader. Really interesting. And I'll just call out. Yeah, I can't give you how we're doing, but at least I'll take the forex. I thought I would just tease you about that. So the thing I'll just call out, then I'll give it back to you, of course, is the experiential aspect of it. So we've had some seen great results across different organizations by doing exactly what you're saying. Let's not just put them in a classroom, but let's give them projects where they can experience the benefits of integration and problem solving in teams. And then that leadership experience that will stick if they get a chance to actually do it. But back to you, Liz, do you want to see some more of this cool stuff you're sharing? Absolutely. So just to round this slide out briefly, it all comes with how do you retain that knowledge and how do you connect it to people? I laugh that there are and some of the work that we do with a supplier that helps us kind of connect the dots. How do you determine there are people out there that are just natural dot connectors and they help with that knowledge transfer, right? So we spend a fair amount of time, you know, not only on the IT part of knowledge, but also making sure that we're connecting and getting those what I call in term chief dot connectors out there so that we can continue that knowledge building. I wish I could say that we have a tremendous culture of learning within J&J. And it's not totally there, right? We do a lot of great work. We do a lot of great learning, but it's not just a culture of learning. Obviously, we have to deliver products, right? And so there's a huge focus on our deliver aspect. But it's how we make sure that we can transfer that knowledge from organization to organization and person to person. We spend a fair amount of time within the academy making sure we can make those connections. And we've got a quick question from Gregory out there. But thank you, Gregory, by the way, for that question. So it's super interesting. Basically, he's saying, well, I'll just I'll pose it this way. I'll say, are you guys using data driven data informed tools to help identify how to improve team performance? It's a great question. It's a great question. I wish I could say yes, we are, but we haven't to date. I'll give you a little if you actually go to the next slide and I can probably talk through some of that, right? I'll give you a little bit of an area of where we're moving towards as we go down this digital journey. We've only been on it for about two years, maybe a little bit more than that as we're going through. And one of the areas that we have, we're working towards is understanding what type of capabilities we have in the organization and not making that too earnest of an effort. So we're trying to do some modeling around what we have and making some data models and assumptions based on smaller subsets to actually indicate what we would have in the organization at large. So that's about the extent of it right now. But it's a great question and a great pose and a challenge back to the organization to understand what type of talent they have in the organization and how to how to utilize that in with some data-driven modes. Thank you. If we look at, Dave, I don't know if you have any other thoughts there yourself on. Yeah, I mean, I think that HR in general, like if we just, I mean, I think of talent development leadership as almost a separate thing from HR, but I work with HR parts of organizations and they're all becoming more data driven. And they need their own data strategies. And when I speak with groups of HR leaders, and we talk about this topic, the question that goes back to, well, where do I find that talent? How do I, where do I get a data scientist? Can I have one of those? And so my quick advice would be borrow one. So maybe HR talent leadership might not be, we might not be able to get our own data science or data analysts to help us create new ways of assessing talent. But maybe we can craft a solution that borrows some of that talent with a really well-defined business problem and challenge, and then move it that way. And it's exactly what I've done. We beg borrow and steal across organization, however, however we can to get our hands on that data. But if we think about how we're going forward with some of these new technologies and we know they're going to be significantly changing the way J&J operates, you know, what does that really look like? And the emergence of that, both the new digital and, you know, non-digital technologies as they're going to fundamentally change the way we operate, the way we work. But that has a huge effect on all of our associates, right? And in varying degrees, right? Starting at the shop floor. And when we think about that and the changes to the roles and how we need to bridge those roles, as I indicated, you know, earlier, we're developing new roles in that technical space that we're actually calling Bridgers, right? People that can actually help that ITOT integration, right? That's really what we're thinking. And then when we look at, you know, material science, right? 3D printing is very large for us. And it's going to change the way our business segments work, not just today, but when we talk about our initiatives of manufacturing for the future, you know, way out into the future, right? So how do we keep ahead of that curve in terms of educating our own staff, of hiring in staff, as Dave, as you indicated? And or not only just the integration, but the integration of third parties. And how do we make that integration, right? So when we think about, we're not going to do it all ourselves. We are partnering very closely with a lot of our supply base. And how do we integrate that into our organization to make that a seamless look? They're all that we have ahead of us. Yeah, it's a value chain now, right? And the trust and the ability to share information securely, but then productively across those boundaries. It's not just boundaries across the organization, it's actually external to the organization too. I just want to call attention to the audience zero in on this bridger role idea that Liz mentioned, because that's super interesting. And a lot of the experts that we spoke into in our research data gathering have talked about the importance of how you really need to marry together the technical expertise, you know, the data science, analytics, big data kind of expertise with someone that has domain expertise from the field, so supply chain, operational performance. And it's combining those two kinds of talents together, finding one person that has all of that. Have you ever found anybody like that, Liz? It's not likely. It's not likely. So yeah, find ways to combine folks together. Let me add one more question that came in from the audience. I just want to follow up on the bridger, which is a very interesting position. Do you, J&J, see that as a position where you'll educate or grow a constituency of data savvy managers throughout the organization? Do you see that role as a pollution into senior management where you have a much more data savvy management and leadership group coming up? Both, right? We actually see it, you know, from our plants all the way through, so they would be those hub and spokes. But for the larger part of J&J, we're looking very strongly at building curriculums for our highest leaders in there around data to give them an appreciation on both the supply chain as well as the commercial side of the business to really give them an appreciation for data and the value and the importance that data in our new digital world is going to be for the organization at large. Yeah, you know what, Liz, I think you have at least one or two more slides. So why don't we have you cover those, and then we do have at least one more question we'll try to get to before we wrap up. Sure, absolutely. So, you know, the importance, and I have kind of alluded to this before, right, that the skill sets that are going to be needed are going to go throughout the organization, and it definitely has a cascading effect, right? When we think about our engineers, our scientific folks, or our quality people, we have to make sure that they're infused with these new skills. Data science is going to be an acquisition, and we're on that acquisition journey for data scientists. And as we build those organizations, making sure that we actually cascade the right information all the way down to our maintenance and technical folks within the plan. And, you know, I'll honestly say that, you know, we kind of forgot about our operators when we started this journey and have really quickly backpedaled to make sure that we included our operators in this journey, this educational journey for sure, so that they can feel confident and comfortable in the new roles that they will be exposed to and experience in the future. And then if you go to the next slide, I'll just briefly talk about some of the implementation efforts that we're doing for manufacturing for the future. We started with just two technologies that we are looking for and did a very strong deep dive into the critical skill sets that were needed, and they were, you know, advanced process controls and integrated quality. And so when we look at those two developing technologies and how the digital supply chain is going, we knew that our engineering base, both our manufacturing operators as well as data scientists, were going to be affected. And when we think about that, the skill sets that are needed are those that are listed there, right? Operator actually falls in a role, not necessarily a skill set. But when we think about our process engineering, reliability engineering, all of the work that we do in sensors, those skill sets along with electromechanical need to be strengthened, right? We need to depend on center-led COEs that we have to help with that. We're partnering very closely with our suppliers and tech centers. We're starting to move into the area of partnerships with academia and making sure that we develop very, very strong partnerships there two ways, right? Not only for the research that comes out of academia, but also clearly for and, you know, a love of mine that I haven't started for yet, but trying to influence what curriculums of the future look like, right? So if we can't help, you know, really change what curriculums are, we're going to have those same engineers coming out five years from now that we have now and they have to have a different, you know, background and makeup. So partnering with our academia is will be important for us. And then we are building customized curriculum that will be unique for J&J around these types of skill sets and then obviously still, you know, working on acquiring talent. As I mentioned, we will partner with some of our suppliers and tech centers, particularly for our operators and make sure that we have targeted training programs for them so that they feel comfortable in the new roles, whether that be new equipment that they're having and or kind of new ways of working that gets out of siloed environments will be unique to those. And then data science, that hub and spoke model, as I talked about, we're working very closely building strategic partnerships with suppliers there also. Yeah, yeah, I'll just add thank you so much, Liz, really interesting stuff. I loved seeing how you guys are thinking about this. I just wanted to plug from the talent supplier side of the equation. So as someone in an academic institution, training managers of the future, you know, I do see shifts in the curriculum. And a lot of it comes from great advice and being connected to organizations, you know, and their needs. You know, so I think that's that's something that I think academic institutions need to get better at doing is listening and trying to supply talent that needs and just two quick things. One, obviously technical. So we're seeing more and more need for actual training in some of the tools. And especially mathematics, some of the basics, like so rather than just teach a tool, it's teach some of the fundamental statistical and analytic methods, the mathematical methods so that they don't go out of date quickly. That's one interesting strategy I've seen, you know, focus on on that. The other is leadership, right? So I'm in management work behavior. And so we've created new programs that have are really targeted towards maybe engineering students that need, you know, to understand how to work effectively in a team, what what are the leadership capabilities you need to be successful in organization. So we're seeing kind of that blend going going on on the supply side of the equation as well. So we're just about out of time. We do have one quick last question from Raji. Maybe we can just to sort of hit it in a kind of a 30 second mode, you know, so new higher programs, you know, are are they changing at all? It sounds like maybe they are. Is that is that? Yeah, I think I think we will we're going to be targeting we've always targeted certain universities as we hire after hire from. But we will be changing how that looks in the future in terms of making sure that they're even more targeted and or at least are coming with the right curriculums that we're looking for going forward. Very good. Well, listen, I'll close out for us. Liz, thank you so much. My friend and colleague from J&J that you have made this conversation 100 times more interesting that would have been if we're just repeating some research that we had done, so really brought us a life absolutely thrilled with the conversation. For upcoming Expert Connect series, we do have one final Expert Connect series in this run. We'll probably probably be doing these again. But if you can make risk and competitive advantage, we'll have my colleague Craig Moss, absolute super expert in this area. He'll be talking about risk and competitive advantage. I think I'll be on that as well, probably asking some difficult questions because it's a very tough area. Ira, did you have anything to close out? Thank you guys so much for joining today. It's been a pleasure to speak to you again. And I'll back to you, Ira. Yeah, no, thank you. That's been you did a wonderful job. And Liz, thank you for taking the time to join us. I agree. This was a wonderful session. And as I mentioned, the recording will be up on our YouTube channel and you can catch this one and some of the previous ones. And again, thank you all for your time and have a wonderful rest of the day. Thank you. Bye-bye.