Trascrizione completa di Seagate's 2-Star General Turned CHRO: 7,000 Employees AI-Trained, No AI Agents on Org Charts

person? 61 00:04:24.817 --> 00:04:34.623 And I think the military does that so well and always pushing every officer or soldier and then giving us different resources and skills 62 00:04:35.100 --> 00:04:38.017 to find other opportunities within the military. 63 00:04:39.163 --> 00:04:40.904 Yeah, the cyberspace is so fascinating. 64 00:04:40.924 --> 00:04:46.948 I mean, that's where so many organizations around the world are concerned about cybersecurity threats. 65 00:04:47.249 --> 00:04:56.295 That's where a lot of people argue that if there's going to be, God forbid, a future world war, it's going to be cyber, it's going to be digitally, it's going to be AI versus AI. 66 00:04:56.955 --> 00:05:03.640 So it's a fascinating space, especially when you keep hearing about all the different things that are coming out with the capability of these AI tools. 67 00:05:04.540 --> 00:05:06.762 So obviously, I'm not going to ask you... 68 00:05:07.571 --> 00:05:12.054 That could be a whole other episode, but I would tell people it's what's your playbook? 69 00:05:12.434 --> 00:05:17.777 Do you know what your center, we called it center of gravity in the military, but what's your holy grail? 70 00:05:17.957 --> 00:05:23.880 And how do you do that ring defense and that defense in depth strategy? 71 00:05:23.900 --> 00:05:30.784 I mean, just the analysis that you have to do about looking at those cyber threats, it's not... 72 00:05:32.229 --> 00:05:34.891 It's not if it will happen, it's when it will happen. 73 00:05:34.931 --> 00:05:36.152 We will all experience it. 74 00:05:36.392 --> 00:05:40.495 Every company will have some type of cyber event that they're dealing with. 75 00:05:40.555 --> 00:05:45.639 But I think us even just as, you know, in our personal lives can be disrupted. 76 00:05:45.939 --> 00:05:47.340 So it's the world we live in. 77 00:05:47.440 --> 00:05:48.341 Everything is digital. 78 00:05:49.422 --> 00:05:51.323 So it's a different threat landscape now. 79 00:05:52.544 --> 00:05:54.245 And I think everyone has to pay attention to it. 80 00:05:55.138 --> 00:05:55.378 Yeah. 81 00:05:55.538 --> 00:05:56.339 Oh, yeah, absolutely. 82 00:05:56.940 --> 00:06:03.627 When you think of kind of organizational preparedness now, how do you think most organizations are viewing cyber? 83 00:06:03.647 --> 00:06:05.088 Do you think a lot of them are prepared? 84 00:06:05.208 --> 00:06:06.489 Are they thinking through this? 85 00:06:06.509 --> 00:06:09.593 Do they have plans and capabilities in place? 86 00:06:10.253 --> 00:06:18.942 Or do you find that most organizations are just kind of operating as if, you know, it's still five or 10 years ago, and they're just kind of floating around, you know, hoping nothing bad is going to happen? 87 00:06:19.767 --> 00:06:21.168 You've always probably hate this answer. 88 00:06:21.188 --> 00:06:22.269 I think it depends. 89 00:06:22.329 --> 00:06:26.692 Like if you're in the financial institutions, you definitely pay attention to it. 90 00:06:27.573 --> 00:06:34.998 If you're in our type of work or we have to make sure everyone's data is stored and stored securely, it's definitely top of mind. 91 00:06:35.839 --> 00:06:41.323 I do think a lot of companies don't understand the landscape and probably don't spend enough time. 92 00:06:41.703 --> 00:06:46.987 I always say you can, you will know it's, where does the CISO sit within the org structure? 93 00:06:48.624 --> 00:06:52.387 And what type of voice does the CISO have at the table? 94 00:06:53.468 --> 00:06:59.174 And if they don't have a voice, if they're not presenting to the board of directors, then shame on the board for not asking the question. 95 00:06:59.534 --> 00:07:08.602 But, you know, looking at those practices will tell you the priority that the company puts on cybersecurity. 96 00:07:09.498 --> 00:07:09.758 Okay. 97 00:07:10.619 --> 00:07:18.564 And before we jump into some of the stuff you're doing internally in AI, if you were to give people kind of like a simple framework or guidance for cyber. 98 00:07:18.664 --> 00:07:26.309 So when a lot of people are meeting with their leadership team, with their executive team, are there maybe like three to five buckets of conversations that they need to be having? 99 00:07:26.349 --> 00:07:29.151 It sounds like one of them you mentioned was around the CISO and where they sit. 100 00:07:29.772 --> 00:07:31.513 You mentioned something like the Holy Grail. 101 00:07:31.573 --> 00:07:37.637 Can you unpack maybe just a few, three to five of those frameworks just so people can have a sense 102 00:07:39.766 --> 00:07:39.946 Right. 103 00:07:40.006 --> 00:07:46.832 I think, again, I haven't been operating in this space truly because I've been more focused on people, but I think it's just tried and true. 104 00:07:47.333 --> 00:07:48.934 First, where does the CISO sit? 105 00:07:49.154 --> 00:07:50.255 How are they resourced? 106 00:07:50.936 --> 00:07:52.177 What is their background? 107 00:07:52.257 --> 00:07:53.178 Can they deliver? 108 00:07:53.298 --> 00:07:53.498 Right. 109 00:07:53.518 --> 00:07:55.480 Because that person and their team matters. 110 00:07:56.120 --> 00:07:59.922 I think the company has to make decisions of what do they insource and what do they outsource. 111 00:08:00.642 --> 00:08:02.743 It is really hard to keep up with this landscape. 112 00:08:03.403 --> 00:08:10.306 We have incredible companies out there that provide a service for companies like Bandian and others that you can lean on. 113 00:08:11.376 --> 00:08:15.702 So understand what you're going to spend your resources on, on insourcing and outsourcing. 114 00:08:15.802 --> 00:08:18.847 And can your employees keep up with the changing landscape? 115 00:08:19.528 --> 00:08:22.552 What are you doing with their education, their training? 116 00:08:22.632 --> 00:08:25.897 It's a tremendous amount of resources to stay current. 117 00:08:26.820 --> 00:08:28.482 on what's

happening to the cyber threat. 118 00:08:29.823 --> 00:08:48.243 Where are you working with, and I always say the public and private partnership of working with especially a government and whether you're US government or other governments, depending on where your company sits, to understand what is the threats because certain industries are national assets. 119 00:08:49.170 --> 00:08:51.290 And there's a lot in that shared relationship. 120 00:08:51.330 --> 00:08:56.892 So understanding the type of company you are, the relationships you need to have between the public and private. 121 00:08:57.292 --> 00:09:04.593 And then I would say it's literally just what we would call is intelligence preparation of your environment, right? 122 00:09:05.093 --> 00:09:07.174 Do the analysis of your IT. 123 00:09:07.274 --> 00:09:16.416 And for us, we have our IT network, our information technology network, but then we also have an operational technology network, which is our manufacturing. 124 00:09:17.466 --> 00:09:23.947 So you really have to have a good understanding of where those networks, you know, cross each other. 125 00:09:24.347 --> 00:09:25.448 What is at risk? 126 00:09:25.628 --> 00:09:36.550 Because in most companies, if they've been around, like Seagate's been around for 50 years, a lot of our operational technology and that type of equipment is old, hard to keep patched. 127 00:09:37.230 --> 00:09:39.770 So how do you ring fence that technology? 128 00:09:48.297 --> 00:09:50.938 And then how do you defend it and what are the resources you put against it? 129 00:09:50.978 --> 00:09:57.280 So laying out that environment and understanding it and really understand how does data flow? 130 00:09:58.361 --> 00:09:58.621 Right. 131 00:09:59.581 --> 00:10:07.084 Because data flowing from the factory or what could stop production and how does that go into the corporate network? 132 00:10:07.424 --> 00:10:09.885 You just really have to buy the type of company you are. 133 00:10:10.065 --> 00:10:15.547 How do you look at your flow of data and technology and how does that impact the company? 134 00:10:16.552 --> 00:10:18.453 Did you follow the recent Binance hack? 135 00:10:18.473 --> 00:10:19.153 Did you hear about that? 136 00:10:19.914 --> 00:10:20.314 I did. 137 00:10:20.674 --> 00:10:21.295 I did. 138 00:10:21.315 --> 00:10:22.735 I'm not going to comment on it, but yeah. 139 00:10:22.755 --> 00:10:25.697 There's like, take all these use cases and say, how does that fit? 140 00:10:25.717 --> 00:10:27.818 Like you could take the most recent... 141 00:10:29.271 --> 00:10:32.593 cyber incidents and say, well, what, how would I respond? 142 00:10:32.753 --> 00:10:41.979 We do this every year in our enterprise crisis team management of taking certain use cases that we've read about and say, how would Seagate respond? 143 00:10:42.359 --> 00:10:42.619 Yeah. 144 00:10:43.100 --> 00:10:44.381 How would that impact us? 145 00:10:44.461 --> 00:10:46.182 How, what does that mean to us? 146 00:10:46.302 --> 00:10:46.582 Right? 147 00:10:47.410 --> 00:10:48.571 Yeah, it's a crazy story. 148 00:10:48.591 --> 00:10:58.601 I mean, for people who are not familiar with it, basically what happened is these supposed North Korean agents posed as recruiters from a legitimate recruiting website. 149 00:10:58.702 --> 00:11:01.004 And they did an interview with an engineer inside of Binance. 150 00:11:01.945 --> 00:11:03.587 And, you know, they showed them social proof. 151 00:11:03.887 --> 00:11:08.271 They showed them social media accounts showing that they're kind of like real people and they're legitimate. 152 00:11:08.291 --> 00:11:08.832 Yeah. 153 00:11:08.932 --> 00:11:15.675 And then for the second round of interviews, they basically told this engineer at Binance, hey, we have kind of like a case study or an assignment we need you to do. 154 00:11:16.336 --> 00:11:17.716 And to do that, download this file. 155 00:11:17.937 --> 00:11:19.557 And he downloaded on his work computer. 156 00:11:20.178 --> 00:11:22.479 They hijacked some of the AI tools at Binance. 157 00:11:22.599 --> 00:11:23.980 It spread into other computers. 158 00:11:24.020 --> 00:11:25.540 And next thing you know, $6.3 billion are gone. 159 00:11:27.169 --> 00:11:39.049 And so to me, the irony there is that there's so much talk about AI capabilities and AI versus AI, but it seems to me like a big weak link going forward is just going to be employees. 160 00:11:39.903 --> 00:11:41.504 Oh, they're always the weakest link. 161 00:11:41.964 --> 00:11:46.126 The human is always the weakest link and that has not changed ever. 162 00:11:46.546 --> 00:11:52.869 And so how do you train your employees and then understand mistakes will happen? 163 00:11:53.289 --> 00:11:59.992 But again, once that happens, just any type of phishing, how do you then react to it? 164 00:12:00.312 --> 00:12:01.933 How does your system react to it? 165 00:12:03.154 --> 00:12:08.156 But employees have to know that they can report things and there's not gonna be a backlash against them too, right? 166 00:12:09.578 --> 00:12:13.743 Again, mistakes are going to happen for us, even just on the recruiting side. 167 00:12:13.763 --> 00:12:21.652 When I look at some of these recruiting hacks, you know, our final step of the onboarding is in person. 168 00:12:22.192 --> 00:12:24.635 That person physically has to come. 169 00:12:25.156 --> 00:12:30.081 We don't do as much remote hiring as probably some companies do, but that final step. 170 00:12:30.822 --> 00:12:51.333 make them come into the office and i heard that i can't remember if it was gartner repeatable you see they came out and they said by 2028 i believe they estimate that i think it was one out of every five applicants that an organization is going to get is going to be fake and so you get i haven't seen that report i'll have to go look that one up 171 00:12:51.912 --> 00:12:53.514 Yeah, it was either gotten a

repeatable. 172 00:12:53.534 --> 00:12:56.359 You see, I'll see if I can find it while we're speaking. 173 00:12:56.979 --> 00:12:59.743 But yeah, I mean, people can engineer fake resumes. 174 00:12:59.763 --> 00:13:01.866 You can create fake AI avatars. 175 00:13:01.886 --> 00:13:02.948 You can have bots. 176 00:13:03.168 --> 00:13:03.669 Yeah. 177 00:13:04.050 --> 00:13:09.714 A friend of mine was telling me that he's using an AI tool that just applies for a ton of jobs for him every single day. 178 00:13:10.014 --> 00:13:11.075 And that's what we're seeing. 179 00:13:11.115 --> 00:13:14.477 So what's happening to our recruiters is they're getting inundated. 180 00:13:14.618 --> 00:13:21.302 And so one candidate can actually apply to a job, but several times by just changing their resume. 181 00:13:21.322 --> 00:13:24.865 So they're using different keywords that they're bringing to the top of their resume. 182 00:13:25.245 --> 00:13:26.626 So it's still the same person. 183 00:13:26.646 --> 00:13:31.990 They've just let the AI modify their resume that they think will keep bringing their resume to the top. 184 00:13:32.810 --> 00:13:38.255 So we have to use AI to help triage the resumes that are coming in. 185 00:13:39.015 --> 00:13:48.403 But unlike some companies, we have kept the human recruiter and kept a very robust talent acquisition team because we need that checks and balances. 186 00:13:48.923 --> 00:13:53.567 When we start to get into the next phase, it has to be the human in the loop. 187 00:13:54.068 --> 00:13:58.912 It has to be the human interviewer because culture fit is so important as well. 188 00:13:59.012 --> 00:14:00.673 Like it can't just be skills fit. 189 00:14:01.908 --> 00:14:03.643 What's the whole group of people going to be? 190 00:14:04.320 --> 00:14:05.161 I'm a huge fan of that. 191 00:14:05.201 --> 00:14:19.169 I mean, even in kind of my daily podcast episodes that I do where I break down the top news stories, I always say that organizations need to do a better job at figuring out which areas should stay human and which ones should go to AI. 192 00:14:19.869 --> 00:14:27.033 And the areas like recruiting and interviewing, performance reviews, that stuff needs to be human for exactly this reason. 193 00:14:27.073 --> 00:14:33.617 Because otherwise, you're not really figuring out who's actually a good fit for your company or not. 194 00:14:34.417 --> 00:14:40.858 Remember when AI, when Gen AI first hit, you know, two years ago, you had a lot of folks talking about, well, HR is going to go away. 195 00:14:41.479 --> 00:14:41.859 Yeah. 196 00:14:42.119 --> 00:14:46.620 HR, the HR field is going to pretty much be upended. 197 00:14:46.640 --> 00:14:49.260 And I'm thinking like, do you not work in a company with humans? 198 00:14:49.320 --> 00:14:50.961 Because humans are really messy people. 199 00:14:52.101 --> 00:14:53.481 Humans are really complicated. 200 00:14:53.881 --> 00:15:00.163 You obviously don't know what

the average HR business partner does from a day in to day out basis, right? 201 00:15:00.223 --> 00:15:01.483 And the things that they work on. 202 00:15:02.302 --> 00:15:14.192 And I think, yes, Gen.AI can help us in some of the tactical workflows and some of those mundane tasks, but it then allows to elevate us to the things that matter, the human-to-human connection. 203 00:15:14.632 --> 00:15:19.236 Where do we want to focus our managers in the future? 204 00:15:20.137 --> 00:15:22.379 I just think this is just a different way of us. 205 00:15:22.739 --> 00:15:27.063 I just say technology just augments people and we're still at the center of everything we do. 206 00:15:28.233 --> 00:15:34.387 And that's going to have to stay important if you value the culture of your company going forward. 207 00:15:35.236 --> 00:15:38.017 That's going to be one of our January sessions. 208 00:15:38.037 --> 00:15:40.637 This is going to be from the CHRO of one of these big firms. 209 00:15:41.777 --> 00:15:43.658 And it's going to be around that exact theme. 210 00:15:44.078 --> 00:15:45.958 Are we going to need HR in the next five years? 211 00:15:46.018 --> 00:15:47.859 Or what is HR going to look like in the coming years? 212 00:15:48.859 --> 00:15:53.100 Surprisingly, when I talk to the CHROs that are part of our group, this is a big conversation that comes up. 213 00:15:53.360 --> 00:15:56.861 They're trying to figure out, well, how is HR going to shift? 214 00:15:57.101 --> 00:15:58.561 Are we going to even have HR? 215 00:15:59.441 --> 00:16:00.321 What does all this look like? 216 00:16:00.661 --> 00:16:03.802 So these are all, I think, very big and important questions for people to be thinking about. 217 00:16:04.930 --> 00:16:17.193 I think you have to put the technology in the hands of the managers and we need to do a better job of giving them tools to how do they do career mapping for employees, learning and development for employees. 218 00:16:18.274 --> 00:16:30.677 But at the end of the day, some of the programs that we deliver, one of our best programs that we have at Seagate right now is called Leadership Velocity Program and we take 35 of our employees. 219 00:16:31.723 --> 00:16:39.871 every year, it's a year long kind of immersion program, and we take them and we take them to all of our key manufacturing sites. 220 00:16:40.535 --> 00:16:44.397 And they get to, so this is middle management, middle professionals. 221 00:16:44.437 --> 00:16:48.979 This is below, for most part, below the director level, but we see these as high potential talent. 222 00:16:49.679 --> 00:16:51.940 And we take them to these environments. 223 00:16:51.960 --> 00:16:54.861 We just did the first cohort for this year. 224 00:16:55.061 --> 00:16:58.923 Again, we took them to Singapore to our manufacturing site there. 225 00:16:59.763 --> 00:17:02.785 And half the EVPs came in and spoke to them. 226 00:17:02.845 --> 00:17:04.686 So it's, they sign NDAs. 227 00:17:04.766 --> 00:17:07.367 We kind of be very transparent with them. 228 00:17:08.582 --> 00:17:11.705 But the key of that program is that's human delivered. 229 00:17:11.765 --> 00:17:16.529 That's an, it's an HR program, but it's truly a business sponsored program. 230 00:17:17.485 --> 00:17:22.787 And how can we speed up their business acumen, their efficiency of really understanding? 231 00:17:23.367 --> 00:17:28.329 Because as a manufacturing company like Seagate is, we do vertical line manufacturing. 232 00:17:28.369 --> 00:17:30.170 So we're very vertically siloed. 233 00:17:30.790 --> 00:17:41.975 And what we're trying to do is open the aperture for them to see all the opportunities of where their skill sets, especially our engineers, that they can be applied in many different departments. 234 00:17:42.675 --> 00:17:49.904 across the company, but because of where they sit and where they work, and many of them are heads down working very hard because the demand is high. 235 00:17:50.685 --> 00:17:56.692 We need them to stop a minute, pick their heads up and go, okay, these are opportunities I never thought would be available to me. 236 00:17:58.025 --> 00:17:59.686 And so very excited. 237 00:17:59.706 --> 00:18:03.869 Like, I think we can spend more time on programs that have impact. 238 00:18:04.490 --> 00:18:09.073 And it goes to what are the experiences we want our employees to have? 239 00:18:09.433 --> 00:18:12.716 I just focus on employee experience and HR owns that. 240 00:18:13.496 --> 00:18:21.522 We are the ones that have to make sure we're curating and caring for employee experience going forward. 241 00:18:21.662 --> 00:18:24.625 And I believe employee experience, if you get it right, 242 00:18:25.663 --> 00:18:28.445 increases engagement, which equals productivity. 243 00:18:31.347 --> 00:18:42.874 So to me, it centers on the experience side and that's something HR needs to lead, which is why for AI, the rollout of AI at Seagate, I told my team, we have to be front and center on this. 244 00:18:43.334 --> 00:18:45.996 What is the experience we want our employees to have 245 00:18:46.496 --> 00:18:50.821 As we roll out AI tools, that means democratization of the tools. 246 00:18:51.022 --> 00:18:54.386 Everyone gets access to the tools that we have available. 247 00:18:54.806 --> 00:18:57.209 Everyone gets access to the training and the resources. 248 00:18:57.549 --> 00:19:00.873 We equip them so they don't feel they're losing their job. 249 00:19:01.294 --> 00:19:03.857 They get to redefine their job from the ground up. 250 00:19:05.390 --> 00:19:10.013 How does your job look different while you're now being augmented with AI? 251 00:19:10.053 --> 00:19:12.154 So very individually focused first. 252 00:19:12.874 --> 00:19:16.276 And now we're moving them this year into team and function. 253 00:19:16.716 --> 00:19:18.537 So what workflows change? 254 00:19:18.557 --> 00:19:20.519 Because that's where you get to the true

efficiency. 255 00:19:20.879 --> 00:19:23.440 Yes, you can gain your own individual efficiencies. 256 00:19:24.000 --> 00:19:28.123 But the business value comes when you really start to look at those larger workflows. 257 00:19:28.143 --> 00:19:28.663 Yeah. 258 00:19:28.843 --> 00:19:30.204 So how does that change? 259 00:19:30.264 --> 00:19:31.986 And then it frees up your capacity. 260 00:19:32.366 --> 00:19:35.749 And if you had more capacity in your day, where would you go spend that time? 261 00:19:36.429 --> 00:19:38.431 Now have that conversation with your manager. 262 00:19:39.572 --> 00:19:39.792 Yeah. 263 00:19:40.753 --> 00:19:43.375 So is this a series of workshops that you're doing? 264 00:19:43.395 --> 00:19:44.516 Because I like the approach. 265 00:19:44.556 --> 00:19:45.416 I think it makes sense. 266 00:19:46.397 --> 00:19:49.460 But how do you actually teach that as far as workflows? 267 00:19:51.321 --> 00:19:52.842 You mentioned engagement, for example. 268 00:19:52.862 --> 00:19:54.183 I think Gallup came out recently. 269 00:19:54.203 --> 00:19:55.985 He said that in the United States, we're at a... 270 00:19:57.806 --> 00:20:03.471 for the last two decades or something like that, we're at the lowest point we've been in terms of annual employee engagement across the board. 271 00:20:03.731 --> 00:20:07.794 I don't put a ton of stake in those numbers, to be honest, but it still kind of correlates with what you're saying. 272 00:20:08.955 --> 00:20:17.802 But I'm just curious about this program to teach employees how to redesign their roles, rethink through workflows. 273 00:20:17.842 --> 00:20:19.363 Can you share a little bit more about that? 274 00:20:19.383 --> 00:20:19.703 Sure. 275 00:20:19.943 --> 00:20:22.605 So when we started two years ago, I recognized that 276 00:20:23.461 --> 00:20:33.187 again, not based on an employee's title, that we probably had early adopters that were so far ahead as we were learning about all the Gen AI tools that they were already there. 277 00:20:33.447 --> 00:20:35.248 They were doing it on their personal laptops. 278 00:20:35.268 --> 00:20:37.509 They were at home, in their home network. 279 00:20:37.710 --> 00:20:39.170 I mean, we have brilliant employees. 280 00:20:39.791 --> 00:20:42.632 So we said, we need business leads for every function. 281 00:20:42.672 --> 00:20:45.894 So we have about 35 business leads across the company. 282 00:20:46.575 --> 00:20:49.997 And then we said, okay, who wants to raise our hand to be an AI champion? 283 00:20:50.809 --> 00:20:59.635 So we have over 400 volunteered AI champions that helped us design training. 284 00:21:00.095 --> 00:21:01.536 And everyone's gone through the training. 285 00:21:01.556 --> 00:21:07.060 We have over 7,000 of our professional employees that have gone through AI training, which is incredible. 286 00:21:07.120 --> 00:21:10.843 7,000 that have completed it, completed all of our AI training. 287 00:21:11.163 --> 00:21:12.504 And you have 30,000 total, right? 288 00:21:13.144 --> 00:21:14.225 30,000 total, 8,000 professionals. 289 00:21:14.245 --> 00:21:15.766 So 22,000 is frontline professionals. 290 00:21:19.905 --> 00:21:24.708 So of the 8,000 professionals, that was where we were focusing the Gen AI tools. 291 00:21:25.869 --> 00:21:36.815 So of that, but we started with business leaders who really understood this AI changing environment that can speak for their function, understand workflows and their function. 292 00:21:37.236 --> 00:21:39.957 And then who are the early adopters that wanna raise their hand? 293 00:21:39.977 --> 00:21:41.738 Cause this is on top of your day job. 294 00:21:42.679 --> 00:21:47.362 Do the AI training, become an advocate for AI within your function. 295 00:21:48.615 --> 00:21:50.877 And be one step ahead of the rest of the company. 296 00:21:51.918 --> 00:21:53.879 And they created these Fridays. 297 00:21:53.939 --> 00:21:57.162 We kind of called it no staff meeting Fridays of Fridays. 298 00:21:57.182 --> 00:21:59.244 You get to do focus on training. 299 00:21:59.284 --> 00:22:01.545 We did AI and coffee sinks. 300 00:22:01.565 --> 00:22:03.707 You know, come talk about the best prompt. 301 00:22:03.827 --> 00:22:09.712 Remember when AI first came out, the prompt had to be written very specifically to get the type of result you wanted. 302 00:22:10.152 --> 00:22:11.073 Now it doesn't matter. 303 00:22:11.093 --> 00:22:15.497 Now you can basically put anything in there and something will come out. 304 00:22:15.537 --> 00:22:18.259 Maybe not exactly the result you want, but you'll get an outcome. 305 00:22:18.919 --> 00:22:20.761 So, you know, things have progressed. 306 00:22:20.781 --> 00:22:27.927 So now those 400 really become that force multiplier within the company. 307 00:22:29.088 --> 00:22:31.590 And they are helping us now look at workflows. 308 00:22:32.892 --> 00:22:39.055 But now I've got 7,000 people who have a foundational understanding of how to use the tools. 309 00:22:39.796 --> 00:22:41.717 So then it's just these building blocks, right? 310 00:22:42.577 --> 00:22:44.098 How do you get to the business value? 311 00:22:44.118 --> 00:22:47.260 So now we're putting them through workflow innovation training. 312 00:22:47.760 --> 00:22:50.081 What does it mean to automate your workflow? 313 00:22:50.742 --> 00:22:54.924 And more importantly, where is the human and the human decision maker in the loop? 314 00:22:56.045 --> 00:22:56.585 Interesting. 315 00:22:56.605 --> 00:22:58.706 Because that's what I mean. 316 00:23:00.221 --> 00:23:01.902 What does that workflow training look like? 317 00:23:01.922 --> 00:23:06.243 Like, are you getting these 400 AI champions? 318 00:23:06.303 --> 00:23:10.545 Are they kind of sitting side by side with employees and saying, okay, show me how you work during the day. 319 00:23:10.625 --> 00:23:11.485 What do you do? 320 00:23:12.225 --> 00:23:15.307 Kind of mapping that

and then saying, okay, well, here's how you can use AI. 321 00:23:15.327 --> 00:23:15.847 Like, how do you. 322 00:23:16.727 --> 00:23:19.148 So you start with something really simple. 323 00:23:19.168 --> 00:23:20.689 So I went through the workflow training. 324 00:23:20.749 --> 00:23:24.690 I try to practice what I preach and make, go through every training and tell anyone else to go through. 325 00:23:25.360 --> 00:23:29.462 And so the workflow training starts with you as an individual and it walks you through a workshop. 326 00:23:29.582 --> 00:23:30.563 You just do it online. 327 00:23:30.603 --> 00:23:32.344 It's just you and your laptop. 328 00:23:32.984 --> 00:23:35.206 And so it was Patricia, what's your biggest pain point? 329 00:23:36.046 --> 00:23:38.988 Like, where do I spend a lot of time that probably could be automated? 330 00:23:39.508 --> 00:23:44.871 So mine is a bi-monthly update that I send to the senior leadership team. 331 00:23:45.591 --> 00:23:48.353 And I get all this input from across people and places. 332 00:23:48.433 --> 00:23:51.775 How do I make that more of an executive level product? 333 00:23:52.745 --> 00:23:56.814 So it walked me through, walk through the steps of how that gets built today. 334 00:23:57.335 --> 00:23:59.680 Very manual process, a lot of cut and paste. 335 00:24:00.814 --> 00:24:04.855 And so it walked me through how AI would augment that. 336 00:24:05.375 --> 00:24:07.576 Where would the edit and review process be? 337 00:24:07.596 --> 00:24:10.357 Because I don't want it to just create something and then send it. 338 00:24:11.217 --> 00:24:14.078 I need to edit it and I need to be the author of it, right? 339 00:24:14.678 --> 00:24:21.641 So that's just one small one, but it just, it starts there with what are your employee friction points? 340 00:24:22.461 --> 00:24:29.083 And then I can sit with some of my AI champions and say, well, at my level, this is where I see workflow issues. 341 00:24:30.209 --> 00:24:31.950 And how do we augment that? 342 00:24:32.110 --> 00:24:44.633 Some of it may be so complicated because it's cross-functional, how HR data moves to finance or to another part of the business that I might need IT, AI support. 343 00:24:47.854 --> 00:24:48.675 It just depends. 344 00:24:49.935 --> 00:24:54.296 Okay, so it's a self-directed kind of interface that people go through. 345 00:24:54.316 --> 00:24:56.757 It asks you a series of questions, then kind of guides you through it. 346 00:24:57.440 --> 00:24:57.640 Yes. 347 00:24:57.900 --> 00:24:59.962 And then we did top down. 348 00:25:00.482 --> 00:25:13.632 So in May at our senior leadership team meeting, which is SVP, senior vice presidents and above, our CEO said, give me an enterprise strategic workflow that you want automated. 349 00:25:14.712 --> 00:25:19.256 So we all by function presented kind of our enterprise pain points. 350 00:25:20.977 --> 00:25:26.521 And so it was like, well, then how do we prioritize those at

the C-suite level? 351 00:25:27.674 --> 00:25:30.176 because there's only so many resources. 352 00:25:31.637 --> 00:25:33.259 So how do we look at that? 353 00:25:34.199 --> 00:25:35.200 And so we did that. 354 00:25:35.320 --> 00:25:42.186 And now we have a roadmap of enterprise workflows that we want to get done over the next year. 355 00:25:42.827 --> 00:25:44.648 So again, I think it has to be top down. 356 00:25:44.728 --> 00:25:47.871 Is it a priority for the leadership at the top and bottom up driven? 357 00:25:48.852 --> 00:25:52.755 And then people aren't so intimidated that this is coming after my job. 358 00:25:55.088 --> 00:25:57.662 And I keep telling everyone redefine your role. 359 00:25:59.200 --> 00:26:03.021 Yeah, the redefining the role, I think, is kind of a big wake-up call for a lot of people. 360 00:26:03.261 --> 00:26:12.965 Yeah, because I feel like when it comes to AI, a lot of employees are obsessed with how do I become more productive, but there's not a lot of conversations around how do I actually redesign that role in general. 361 00:26:14.445 --> 00:26:22.948 Are you also looking at the role that the AI and the agentic tools are going to play when it comes to org structure, when it comes to leadership or pay? 362 00:26:22.968 --> 00:26:26.590 Do you have employees who are going to come to you and say, hey, Patricia, I manage a 363 00:26:27.790 --> 00:26:29.991 you know, 10 AI agents. 364 00:26:30.091 --> 00:26:31.271 Therefore, I'm a manager. 365 00:26:31.291 --> 00:26:33.812 I should be called a manager and paid like a manager. 366 00:26:34.912 --> 00:26:36.653 Yes, we are not there yet. 367 00:26:36.733 --> 00:26:40.273 And I will tell you, we also will not put AI agents on an org chart. 368 00:26:41.414 --> 00:26:42.134 Oh, interesting. 369 00:26:42.394 --> 00:26:42.654 Okay. 370 00:26:42.754 --> 00:26:43.554 Tell me more about that. 371 00:26:44.495 --> 00:26:51.937 The CEO and I have had this discussion because I think when I look at the complexity of building a hard disk drive and the complexity 372 00:26:58.792 --> 00:27:07.896 So do I want to demean an engineer showing, well, here's the engineer and here's the AI agent that's of equal importance to that human? 373 00:27:08.957 --> 00:27:11.598 I don't believe the agents are there yet. 374 00:27:12.858 --> 00:27:14.419 And I'm not going to put them on an org chart. 375 00:27:16.180 --> 00:27:19.381 And so that's not what you're going to see at Seagate. 376 00:27:20.482 --> 00:27:23.243 Now, we have an agent management system. 377 00:27:24.222 --> 00:27:31.667 That is a different system where we have owners of agents because you want to make sure is that agent even still valid? 378 00:27:32.188 --> 00:27:33.809 You know, does it need to be deleted? 379 00:27:33.829 --> 00:27:39.452 You know, who's making sure that that agent is still operating within its guardrails that it's supposed to. 380 00:27:40.113 --> 00:27:46.557 So that is managed by IT to say the purpose and owner of that agent. 381 00:27:47.098 --> 00:27:49.720 And then that will have checks and balances throughout the year. 382 00:27:49.740 --> 00:27:50.300 Right. 383 00:27:51.097 --> 00:27:57.560 But we will not show them on an org chart whether or not someone should be a manager per se. 384 00:27:58.020 --> 00:28:06.223 Right now, my answer is no, because you don't deal with the same complexities that a manager who has to manage a team. 385 00:28:06.243 --> 00:28:13.526 And remember, we're a manufacturing company with a lot of frontline workers, and those frontline workers are extremely important. 386 00:28:13.566 --> 00:28:16.407 And I'm not going to take any of that value away at what they deliver. 387 00:28:18.643 --> 00:28:25.110 Yeah, it's an interesting take because I know there are some companies that are trying to figure out how do we put agents on the org chart? 388 00:28:26.271 --> 00:28:34.520 And I think it was Microsoft even was it earlier this year where they said, Oh, yeah, think of these agents as your co-workers and we encourage you to name them. 389 00:28:35.605 --> 00:28:41.208 And even I heard that, I'm like, wait a minute, I don't name my robo vac or my pool cleaner. 390 00:28:41.628 --> 00:28:47.191 I'm not going to start talking to these agents and say, hey, John, can you please get this document over to me? 391 00:28:47.211 --> 00:28:49.572 I mean, these tools are very powerful. 392 00:28:49.592 --> 00:28:56.576 Like I used Muse over the past few days and I built a whole new website for our CHRO group, but I knew I was engaging with a tool. 393 00:28:56.616 --> 00:29:00.197 I didn't say like, hey, Charles, good morning. 394 00:29:00.277 --> 00:29:01.718 Can you, none of that. 395 00:29:01.878 --> 00:29:02.919 It's like, okay, here's what I need. 396 00:29:04.300 --> 00:29:04.860 Like go. 397 00:29:06.214 --> 00:29:09.216 How you manage agents is not how you manage humans. 398 00:29:09.836 --> 00:29:10.136 Yeah. 399 00:29:10.216 --> 00:29:17.620 So organizations that are kind of anthropomorphizing and they're saying, oh, view agents like people and put them on the org chart. 400 00:29:17.660 --> 00:29:21.141 Are you kind of like, whoa, you guys are a little, a little wacky. 401 00:29:22.102 --> 00:29:29.205 Well, especially you're going to delete, you know, get rid of agents left and right because this technology is moving so fast. 402 00:29:30.906 --> 00:29:32.607 You don't shed people that fast. 403 00:29:33.360 --> 00:29:39.068 There's outcomes that come when you have to restructure a human workforce. 404 00:29:39.248 --> 00:29:44.175 That doesn't come when you have to just say, oh, delete, agent, don't need you anymore. 405 00:29:44.195 --> 00:29:48.802 To me, it's just apples and orange conversation. 406 00:29:51.362 --> 00:29:52.123 How do you manage that? 407 00:29:52.163 --> 00:29:55.146 Because there are some, and I agree, I think there are different types of agents. 408 00:29:55.166 --> 00:29:59.731

There are some agents, for example, that are just kind of like business process automation. 409 00:29:59.751 --> 00:30:03.996 They take information from one document, they copy information into another document. 410 00:30:04.757 --> 00:30:18.648 But then, for example, like in my case, when I use Muse, Muse does a lot of very different types of dynamic work for me, whether it's building a website for the community, whether it's helping me research something, whether it's designing something for me. 411 00:30:19.168 --> 00:30:27.695 So it's dynamic and you kind of have to manage it from a work perspective of the way that you would a person in terms of deliverables. 412 00:30:28.375 --> 00:30:34.922 deadlines, what's the update on this, but obviously the whole human and emotional part isn't there. 413 00:30:35.422 --> 00:30:40.828 Coaching, mentoring, you know, dealing with difficult times, none of that's there. 414 00:30:41.709 --> 00:30:50.558 So if there's an employee, for example, who's managing several agents who are doing dynamic work, where the employee's accountable for the work, 415 00:30:51.585 --> 00:30:57.290 Would you still say they're not a manager, but maybe they're just kind of a, I don't know, I don't know what you would call them. 416 00:30:58.471 --> 00:31:04.797 I think it's something I would love for you to come back from your conference and say, what is that new job role? 417 00:31:04.917 --> 00:31:09.322 Because this is, again, this technology is going to make us look at roles differently going forward. 418 00:31:10.022 --> 00:31:12.665 Job roles in every company are going to have to evolve. 419 00:31:12.765 --> 00:31:16.208 Just everyone's role is going to evolve and we need to recognize that. 420 00:31:17.060 --> 00:31:18.641 But then what is that expectation? 421 00:31:18.681 --> 00:31:26.568 And again, I say for anyone using any AI, every single one of us is accountable and own the output. 422 00:31:27.428 --> 00:31:28.930 You can't blame that on the agent. 423 00:31:29.870 --> 00:31:30.030 Yeah. 424 00:31:30.491 --> 00:31:37.977 The employee, the leader who presents that data, that outcome, that product result owns it. 425 00:31:38.918 --> 00:31:39.058 Yeah. 426 00:31:39.158 --> 00:31:39.458 Period. 427 00:31:40.159 --> 00:31:45.923 So I think we have to, you know, that might be something when we think about that job role and someone's managing agents. 428 00:31:46.324 --> 00:31:57.452 Then I would go back to is that person actually one who can validate and certify the results and be accountable for them? 429 00:31:57.472 --> 00:32:00.955 So that might be a different discussion of how you look at that job role. 430 00:32:01.728 --> 00:32:07.732 Yeah, I did on Substack, I did a deep dive a couple of days ago and I put several different types of criteria. 431 00:32:07.832 --> 00:32:12.916 I had kind of at the bottom, I put user, which is level one, which is, you know, somebody who's just using these AI tools. 432 00:32:13.656 --> 00:32:20.401 Number two, I had as delegator, somebody who can maybe hand over some dynamic work over to agents. 433 00:32:21.261 --> 00:32:23.183 And they review the output and stuff like that. 434 00:32:23.443 --> 00:32:25.224 And then I kind of have a dotted line. 435 00:32:25.244 --> 00:32:28.487 And after that, I put kind of the managerial layers. 436 00:32:29.087 --> 00:32:37.813 And so one could be a supervisor of agents, where you're running agents, they're doing dynamic workflow, you set the bar, you own the results. 437 00:32:38.934 --> 00:32:43.895 Above that, I had orchestrator, where somebody who's designing multi-agent systems. 438 00:32:45.035 --> 00:32:54.437 And then above that, I had agent leader, where somebody who sits at the very highest level is deciding what are people doing versus what are agents doing across a function. 439 00:32:54.477 --> 00:32:56.098 They help build each other's capability. 440 00:32:56.498 --> 00:32:59.118 You know, people are responsible for the results there. 441 00:32:59.578 --> 00:33:02.719 So I put together a little bit of a, what you would call like a ladder, and 442 00:33:03.399 --> 00:33:15.983 Because I think there's a difference between a user of AI tools, a user of agents, and more on kind of the higher layer there, the designer, the person who's balancing between humans and agents. 443 00:33:17.323 --> 00:33:25.225 So I find that interesting because I think of some of our more complicated workflows that IT will help us design and build. 444 00:33:25.265 --> 00:33:30.447 And then that workflow comes over into HR, finance, sales, regardless of the function, right? 445 00:33:32.243 --> 00:33:37.107 But then that designer is kind of, now it's over in the function. 446 00:33:37.127 --> 00:33:39.909 So now the function owns it. 447 00:33:40.810 --> 00:33:42.891 Yeah, it's a little messy, right? 448 00:33:42.911 --> 00:33:43.792 A little complicated. 449 00:33:44.192 --> 00:33:44.933 And then- Yeah. 450 00:33:45.653 --> 00:33:46.494 Yeah, yeah, yeah. 451 00:33:47.957 --> 00:33:53.481 And I mean, I suppose one stance a lot of organizations could take is like, look, technology is technology. 452 00:33:54.082 --> 00:33:54.983 I don't care what you're doing. 453 00:33:55.343 --> 00:33:55.943 It's a tool. 454 00:33:56.284 --> 00:33:57.244 You're using a tool. 455 00:33:57.685 --> 00:33:59.466 Don't talk to me about this. 456 00:33:59.967 --> 00:34:04.250 And I certainly know some organizations who are taking that stance and they're like, what are you talking about? 457 00:34:04.270 --> 00:34:09.454 You're not getting any promotions or salary increases for managing a technology. 458 00:34:09.494 --> 00:34:10.175 Like, good for you. 459 00:34:10.255 --> 00:34:11.736 Everyone else has to learn how to do that as well. 460 00:34:11.756 --> 00:34:12.677 Like, that's just part of your job. 461 00:34:13.643 --> 00:34:14.784 And then there are other organizations. 462 00:34:14.804 -->

00:34:22.267 So I'm starting to hear murmurings where their employees are starting to ask them like, Hey, you know, can I get a pay increase? 463 00:34:22.327 --> 00:34:24.428 Can I be called an agent manager? 464 00:34:24.548 --> 00:34:25.909 So it's, I don't know. 465 00:34:26.469 --> 00:34:28.851 I think next year will be interesting to see how this plays out. 466 00:34:29.151 --> 00:34:31.932 I would like to see how it evolves over the next year. 467 00:34:31.972 --> 00:34:34.753 I go again a little bit on that AI is not magic. 468 00:34:35.054 --> 00:34:35.854 It is a tool. 469 00:34:36.574 --> 00:34:41.717 It's how do we integrate it into our workflows and into the, 470 00:34:42.645 --> 00:34:47.910 the human workforce and then what are those different gates that we're going to have? 471 00:34:48.170 --> 00:34:55.697 And I don't know that we've deployed enough to say that I have those roles defined yet, that you would need that. 472 00:34:56.778 --> 00:34:57.478 I definitely have. 473 00:34:58.439 --> 00:34:59.400 You know, when I look at 474 00:35:01.582 --> 00:35:02.583 We were just doing job roles. 475 00:35:02.603 --> 00:35:05.765 We're doing a big job architecture project right now across Seagate. 476 00:35:06.205 --> 00:35:13.349 And as I'm looking at it, I said, I don't know that I need full-time AI agent developers in HR. 477 00:35:14.070 --> 00:35:17.812 Maybe those actually sit, those developers sit in IT. 478 00:35:18.152 --> 00:35:22.195 I absolutely need people to be technically fluent. 479 00:35:22.755 --> 00:35:24.436 Like I know how to build an agent, right? 480 00:35:25.397 --> 00:35:28.319 There may be some that can actually do some basic level training. 481 00:35:28.771 --> 00:35:31.192 agentifying processes and build agents. 482 00:35:31.672 --> 00:35:35.533 But for the complex work, maybe that is going to sit outside of HR. 483 00:35:35.553 --> 00:35:38.694 I'm not there that we need that specific job role in HR. 484 00:35:39.954 --> 00:35:44.395 So I think as we do our job architecture project, we're trying to figure out what are the new roles? 485 00:35:44.455 --> 00:35:45.315 Where do those sit? 486 00:35:46.656 --> 00:35:47.856 How would we define them? 487 00:35:48.956 --> 00:35:52.017 And then we'll get to your question of, is there actually a manager? 488 00:35:52.037 --> 00:35:55.298 I'm not there on a manager role yet. 489 00:35:56.243 --> 00:35:57.163 Okay, got it. 490 00:35:58.023 --> 00:36:00.324 But I like the sticking firm to the org chart. 491 00:36:00.384 --> 00:36:12.606 I think that's an important stance for organizations to take, you know, and I tend to lean with you in that direction as far as not putting them on an org chart because they're not people. 492 00:36:12.626 --> 00:36:15.366 And even somebody in our last monthly CHRO group, he's like, what are you going to do? 493 00:36:15.426 --> 00:36:25.028 Have like agent 64192 reporting to this person and then, right, you know, then they disappear to

your point, everything gets reorg, like it's not, it just doesn't make sense in that kind of a world. 494 00:36:25.859 --> 00:36:34.704 So, and if the agent goes rogue, right, and we're a public company, the board is going after a functional leader. 495 00:36:35.564 --> 00:36:35.784 Yeah. 496 00:36:37.545 --> 00:36:37.786 Right. 497 00:36:37.806 --> 00:36:40.187 You know, how did that happen? 498 00:36:41.087 --> 00:36:45.170 What, you know, what were the rules and guardrails that you haven't, did you not have in place? 499 00:36:45.650 --> 00:36:52.754 I mean, I still go back to, I mean, that's why I put agents on work, you know, on the organizational chart. 500 00:36:53.134 --> 00:36:54.114 They're not accountable. 501 00:36:55.055 --> 00:36:55.195 Yep. 502 00:36:56.079 --> 00:36:58.159 Yeah, I agree with you on that. 503 00:36:59.200 --> 00:37:00.740 I know we only have a couple minutes left here. 504 00:37:01.320 --> 00:37:04.501 Is there anything else that you can share about what you're doing internally? 505 00:37:04.541 --> 00:37:09.622 Like, I really like this portal that you made where employees can answer a couple of questions and think through their workflow. 506 00:37:10.102 --> 00:37:16.564 We talked a little bit about this leadership program that you have going on internally with, I think you said, 35 employees who go to all the different facilities. 507 00:37:17.744 --> 00:37:22.285 Anything else that you want to highlight as far as programs or initiatives you have going on? 508 00:37:23.315 --> 00:37:30.524 Well, I kind of I've gotten some feedback from people like Seagate, we're going back to old school because I'm going back to job architecture. 509 00:37:30.544 --> 00:37:39.416 I'm actually calling it, you know, the workforce architecture, work architecture, because I believe if we're going to amplify humans. 510 00:37:40.928 --> 00:37:49.216 as we introduce this technology to amplify us, it is augmented by this AI transformation. 511 00:37:49.256 --> 00:37:53.060 So if we say we're doing, and I hate the word transformation, it gets totally overused. 512 00:37:53.580 --> 00:37:58.445 If we say we have an objective of AI transformation, I really think that's human amplification. 513 00:37:59.105 --> 00:38:03.189 So I look at that starts with job architecture and it's pretty old school. 514 00:38:04.030 --> 00:38:07.751 But our job roles in Seagate had not been reviewed in a while. 515 00:38:07.771 --> 00:38:16.193 So really breaking down the job role, understanding the work tasks, the skills and the competencies that go with that role. 516 00:38:16.593 --> 00:38:18.914 And this will be a living job architecture. 517 00:38:19.014 --> 00:38:20.614 It will always be evolving. 518 00:38:21.695 --> 00:38:25.536 And then that will allow us to get into the workflow. 519 00:38:25.556 --> 00:38:25.656 Yeah. 520 00:38:26.414 --> 00:38:28.755 because that productivity is going to change. 521 00:38:29.236 --> 00:38:39.741 So how do you look

at that human plus AI capability, plus the experience, that workplace experience, which is gonna equal productivity? 522 00:38:40.441 --> 00:38:44.964 And with that job architecture, we're working with a company out of Germany called CoBrainer, 523 00:38:45.724 --> 00:38:50.269 They can show us because they look across the globe, you know, scraping the Internet. 524 00:38:50.649 --> 00:38:56.235 They can show us in job roles today how much of that role can be automated. 525 00:38:59.033 --> 00:39:14.965 So I can put any job role that exists today that's out on LinkedIn or any other job board and say, can you tell me how much of that job today has been automated due to AI or any other type of technical transformation? 526 00:39:14.985 --> 00:39:19.008 And it gives a manager a different conversation to have. 527 00:39:20.270 --> 00:39:24.332 to say, listen, because everyone's going to be at a different maturity level. 528 00:39:24.712 --> 00:39:34.276 Some companies have already been automating a lot, some haven't, but you could, it gives a manager a place to start to say in this tool, I see 10% of this role can be automated. 529 00:39:34.956 --> 00:39:42.199 Why don't you go focus some effort there, which frees up 10% of your capacity to work on these tasks. 530 00:39:43.299 --> 00:39:48.061 And again, so then that job profile, that job role will continue to evolve over time. 531 00:39:49.987 --> 00:39:51.488 This technology improves. 532 00:39:51.909 --> 00:39:56.732 But for me, that job architecture is our data foundation, right? 533 00:39:58.200 --> 00:39:59.801 in which we're an SAP company. 534 00:39:59.901 --> 00:40:06.263 So in SAP, that's the data foundation in which every other module in SAP will be on top of. 535 00:40:06.863 --> 00:40:13.265 So your learning development, your career profile, how do you look at other opportunities in Seagate? 536 00:40:13.285 --> 00:40:14.666 What are the skills I need to have? 537 00:40:15.066 --> 00:40:21.188 It'll be more transparent because all those skills across 30,000 jobs will be in 538 00:40:22.494 --> 00:40:24.075 will be in this job architecture. 539 00:40:24.915 --> 00:40:27.456 Yeah, we have a few, quite a few members who are using SAP. 540 00:40:27.556 --> 00:40:30.096 Obviously some are using Workday. 541 00:40:30.116 --> 00:40:32.377 You get Oracle, you get UKG. 542 00:40:32.537 --> 00:40:38.819 Any of them where you have to build your, so I go back to principle number one of AI is your data clean. 543 00:40:39.259 --> 00:40:41.060 Do you have the right data foundation? 544 00:40:41.280 --> 00:40:43.681 Because we're going to run any of these tools on top of it. 545 00:40:44.541 --> 00:40:46.042 That is step number one. 546 00:40:46.563 --> 00:40:57.892 So for us, if we really want to give people the right career development plans, the right learning profiles, skills architecture, I need that architect, the job architecture to be clean. 547 00:40:58.913 --> 00:40:59.313 Yeah. 548 00:40:59.354 --> 00:41:01.395 And that takes a long time to do that. 549 00:41:02.076 --> 00:41:03.617 We're going to do it in nine months. 550 00:41:04.458 --> 00:41:04.818 Wow. 551 00:41:04.858 --> 00:41:05.559 That's awesome. 552 00:41:05.579 --> 00:41:09.162 So for people who are not familiar with the concept of job architecture, right? 553 00:41:10.132 --> 00:41:17.577 Can you explain what exactly that is and what you're doing there? 554 00:41:17.597 --> 00:41:20.239 And I know we only have a couple of minutes, but not everyone knows what. 555 00:41:20.780 --> 00:41:21.821 Think of your resume. 556 00:41:21.961 --> 00:41:23.342 It's your job description. 557 00:41:24.282 --> 00:41:26.964 It's that role of how that role sits in the company. 558 00:41:28.085 --> 00:41:29.966 It's the tasks that you do. 559 00:41:29.986 --> 00:41:33.609 The tasks are critical, especially if you're going to run Agentec AI on the top of it. 560 00:41:34.109 --> 00:41:38.853 What are the tasks, the primary tasks that that job role was created for? 561 00:41:39.647 --> 00:41:41.068 So it's kind of your outputs, right? 562 00:41:42.008 --> 00:41:45.570 And then the skills required to do that job role. 563 00:41:46.310 --> 00:41:48.411 And then there will be a competency as well. 564 00:41:48.971 --> 00:41:58.395 So for a professional level one engineer, you could have all these 10 to 15 skills, but your proficiency, your competency level is low. 565 00:41:59.036 --> 00:42:02.137 But if you wanna be promoted to the second level, 566 00:42:03.170 --> 00:42:11.397 you know, P2 engineer, then you can actually then see, I need to increase my skill competency in these areas. 567 00:42:11.977 --> 00:42:16.881 So whether you're, you know, a chemical engineer, or I mean, you can name it, right? 568 00:42:17.001 --> 00:42:24.967 It will show you, at least for Seagate, where it will give more transparency of where it can be successful. 569 00:42:26.389 --> 00:42:28.390 And how often does that change? 570 00:42:28.590 --> 00:42:31.413 Is that something dynamic that changes every quarter, every year? 571 00:42:32.266 --> 00:42:34.528 So as we do it, we're going to do 100% now. 572 00:42:34.648 --> 00:42:40.333 And then what I'd like to do is your HR business partner can evolve that as org structures change. 573 00:42:40.673 --> 00:42:42.094 And it's going to be a living document. 574 00:42:43.275 --> 00:42:48.760 So you go in and managers can say this job role, this job family. 575 00:42:49.381 --> 00:42:52.643 So family sits at the top, you know, like human resources. 576 00:42:52.703 --> 00:42:55.186 And then the job roles within human resources. 577 00:42:56.146 --> 00:42:57.868 These roles have changed. 578 00:42:58.568 --> 00:42:59.890 Some roles may disappear. 579 00:43:01.023 --> 00:43:04.205 But I look at that and I said that the people don't necessarily disappear. 580 00:43:04.245 --> 00:43:08.368 It's how do you migrate that person over into a different role? 581

00:43:10.610 --> 00:43:17.395 Because to me, we've already invested so much time in knowing our processes, our culture, how we run as a company. 582 00:43:17.935 --> 00:43:21.538 Everyone brings so much passion and skills. 583 00:43:21.898 --> 00:43:24.160 We should be able to find another role for them. 584 00:43:25.301 --> 00:43:29.444 Yeah, having that picture is very interesting as far as skills and kind of mapping that out. 585 00:43:30.044 --> 00:43:31.025 Where are the strengths? 586 00:43:31.125 --> 00:43:32.586 Where are the weaknesses? 587 00:43:32.686 --> 00:43:33.727 What should we be doing? 588 00:43:34.127 --> 00:43:39.391 Having that picture, I think, is critical, especially in a world that is changing as quickly as it is. 589 00:43:39.551 --> 00:43:44.235 So I'd be very curious to hear when this is all done, what that's going to look like for you guys. 590 00:43:44.415 --> 00:43:51.320 My number one objective is a manager can go in the tool and have a more rich conversation, human to human. 591 00:43:52.280 --> 00:44:16.850 with their employee and the employee can go in there and see very transparently how they're doing so i think it changes that conversation and then some managers like oh gosh the employee is asking me a development question where do i even start well now this will give them all the cues to have the right conversation with the employee so i really hope it changes that dynamic 592 00:44:18.153 --> 00:44:19.214 Yeah, it sounds like it will. 593 00:44:20.075 --> 00:44:25.182 And Patricia, I know we're out of time, but where can people go to learn more about you? 594 00:44:25.943 --> 00:44:31.310 Anything you want to mention for people to learn about Seagate, your LinkedIn profile, anything that you want to... 595 00:44:31.974 --> 00:44:34.857 Yeah, I would say we're pretty robust on LinkedIn. 596 00:44:34.877 --> 00:44:38.621 We're always trying to celebrate our successes. 597 00:44:38.901 --> 00:44:43.746 And we really try to celebrate our employees and things that we're doing out in the communities in which we work. 598 00:44:43.766 --> 00:44:45.547 So LinkedIn's always a great place. 599 00:44:46.388 --> 00:44:48.430 Any of the tech publications. 600 00:44:49.311 --> 00:44:50.352 I'm on LinkedIn a lot. 601 00:44:50.492 --> 00:44:51.893 I'm a voracious reader. 602 00:44:51.934 --> 00:44:54.276 I'm always posting about books that I'm reading. 603 00:44:55.637 --> 00:44:58.200 where I'm also doing my own learning and curiosity. 604 00:44:58.280 --> 00:45:07.089 So I'm always happy to have a book dialogue conversation with anyone out there because it always stretches my mind of how I should be looking at things differently. 605 00:45:07.170 --> 00:45:09.772 So chat up the dialogue, just reach out to me. 606 00:45:10.453 --> 00:45:10.954 It would be great. 607 00:45:10.974 --> 00:45:11.354 Very cool. 608 00:45:12.015 --> 00:45:14.117 Patricia, thank you so much for taking time out of your day. 609 00:45:14.137 --> 00:45:14.858 Really appreciate it. 610 00:45:15.378 --> 00:45:15.679 Thanks.