In this interview from Google Cloud Next 2026, Sarbjeet Johal, founder and chief executive officer of Stackpane, joins theCUBE's John Furrier to discuss Google's full-stack AI momentum and what enterprises must prioritize as the industry shifts from AI experimentation to agentic execution. Johal ties Google's sharply improved market standing — stock up 111% over the past year — to its vertical integration advantage: by building its own TPUs, the company avoids steep GPU margins paid to third-party suppliers, giving it structurally better AI economics than most cloud peers. He details two new TPU generations announced at the show, one for training with 2.7x price-to-performance gains and one for inference delivering a 5x latency improvement, underscoring Google's push to own the full hardware stack from silicon to Gemini.
Additionally, Johal shares a three-part framework for matching AI to the right system type — systems of record, engagement and innovation — arguing that generative AI fits most naturally where language, not deterministic outcomes, drives value. The discussion unpacks the rising cost reality of production AI, including hidden token expenditures triggered every time a model is swapped and retested at scale. Furrier highlights open table formats like Iceberg and the data lakehouse as the single highest-leverage point for unifying data feeds and letting agents operate at full speed. Both analysts identify agent governance as the defining wave ahead — mirroring how DevSecOps unlocked enterprise cloud adoption — and flag change management, not technology, as the primary barrier slowing organizations down. From mapping the nascent primitives of an agentic AI stack to developing the "triple threat" skillset of build, operate and invest, the conversation charts a clear-eyed path through the execution risks of moving too slowly — or too fast — in the current AI cycle.
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Jim Anderson, Google Cloud & Lisa Caswell, Spencer Stuart
In this interview from Google Cloud Next 2026, Sarbjeet Johal, founder and chief executive officer of Stackpane, joins theCUBE's John Furrier to discuss Google's full-stack AI momentum and what enterprises must prioritize as the industry shifts from AI experimentation to agentic execution. Johal ties Google's sharply improved market standing — stock up 111% over the past year — to its vertical integration advantage: by building its own TPUs, the company avoids steep GPU margins paid to third-party suppliers, giving it structurally better AI economics than most cloud peers. He details two new TPU generations announced at the show, one for training with 2.7x price-to-performance gains and one for inference delivering a 5x latency improvement, underscoring Google's push to own the full hardware stack from silicon to Gemini.
Additionally, Johal shares a three-part framework for matching AI to the right system type — systems of record, engagement and innovation — arguing that generative AI fits most naturally where language, not deterministic outcomes, drives value. The discussion unpacks the rising cost reality of production AI, including hidden token expenditures triggered every time a model is swapped and retested at scale. Furrier highlights open table formats like Iceberg and the data lakehouse as the single highest-leverage point for unifying data feeds and letting agents operate at full speed. Both analysts identify agent governance as the defining wave ahead — mirroring how DevSecOps unlocked enterprise cloud adoption — and flag change management, not technology, as the primary barrier slowing organizations down. From mapping the nascent primitives of an agentic AI stack to developing the "triple threat" skillset of build, operate and invest, the conversation charts a clear-eyed path through the execution risks of moving too slowly — or too fast — in the current AI cycle.
Jim Anderson, Google Cloud & Lisa Caswell, Spencer Stuart
In this interview from Google Cloud Next 2026, Jim Anderson, vice president of Google Cloud Channels and Ecosystem at Google Cloud, joins Lisa Caswell, partner at Spencer Stuart, to talk with theCUBE's John Furrier about the organizational transformation GenAI is forcing on boards, C-suites and the people they lead. Anderson explains how the relationship between vendors, partners and customers has fundamentally shifted away from transactional tool-selling toward building digital workforces and delivering recurring business outcomes through integration, adopti...Read more
Jim Anderson
Vice President, NA Partner Ecosystem & ChannelsGoogle Cloud
Lisa Caswell
PartnerSpencer Stuart
In this interview from Google Cloud Next 2026, Jim Anderson, vice president of Google Cloud Channels and Ecosystem at Google Cloud, joins Lisa Caswell, partner at Spencer Stuart, to talk with theCUBE's John Furrier about the organizational transformation GenAI is forcing on boards, C-suites and the people they lead. Anderson explains how the relationship between vendors, partners and customers has fundamentally shifted away from transactional tool-selling toward building digital workforces and delivering recurring business outcomes through integration, adopti...Read more
exploreKeep Exploring
How is the rise of tokens, generative AI, and agents transforming organizations—including the role of the C‑suite—and changing how vendors, partners, and customers interact?add
What advice are you giving, and what conversations are you having about AI adoption—especially the balance between moving quickly and managing necessary organizational change?add
Should companies treat AI agents as a digital workforce that will replace human employees, or as enablers that augment employees' capabilities — and how should organizations create the culture and agility to adopt them?add
How should organizations build and staff applied-AI capabilities internally, and what qualities should they seek in executives and other leaders to succeed in an AI-driven transformation?add
How does your organization help enterprises prepare for and adopt AI—ensuring capacity, reducing risk, and achieving business outcomes while building organizational readiness?add
Jim Anderson, Google Cloud & Lisa Caswell, Spencer Stuart
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John Furrier
>> Welcome back. I'm John Furrier, host of
theCUBE here at Google Next 2026. Got a great conversation
segment here, talking about how GenAI is impacting organizations. Jim Anderson, Vice President of Google Cloud Channels and Ecosystem. Great to see you again. >> Great to see you, John.
- Lisa Caswell, who is
John Furrier
>> with Spencer Stuart, and partner.
Jim Anderson
>> Thanks for coming on. Appreciate it. Spencer Stuart, really well- known organization, change agent. >> Yes.
- Thanks for coming on. >> Thank you for having us.
- The Google Next theme this
John Furrier
>> week is literally about
how tokens and GenAI
John Furrier
>> and how agents are shaping the world >> and applications coding and agents. But the biggest story is
the role of the C-suite and how organizations are transforming. A transformation is happening. It's probably the biggest
I've ever seen in my lifetime. Multiple waves coming
together, bigger than the PC, bigger than the internet,
bigger than the cloud. This is a big wave, Jim. You guys are already doing great at cloud. Number one in many categories,
Gemini's doing great, getting its stride, orchestrating. How is that impacting organizations? I know we know that we talk speeds and feeds a lot, solutions
and customers and partners, but the organizations have to implement and affect the change.
Jim Anderson
>> Yeah. So you nailed it. How vendors, partners, and customers interact is fundamentally changing in the world of AI. As we move away from selling static tools to actually creating a digital workforce with these organizations, we've moved away from the
transaction being the most important thing to the focus on how do you bring value across
the recurring life cycle that's based on integration, adoption, and continual optimization? Partners no longer are just
service partners or resellers. They've become the fundamental
infrastructure to make sure that we can drive the business outcomes that we're seeking as we move to AI. And our goal from Google
is how do we de-risk that environment with our ecosystem for customers moving forward?
John Furrier
>> There used to be an old expression, "a disruptive enabler" when
something came out, a protocol or a shift, because it
actually disrupted an incumbent and a new player would take the
territory or take the space.
Jim Anderson
>> Yep.
- We have disruption with GenAI,
John Furrier
>> but it's not so much disrupting and displacing, it's
accelerating everybody. So it's like an acceleration and disruption at the same time. Lisa, you advise boards and organizations around these trends. This one's a little bit different.
What's your take on this? Because everyone in the
C-suite's scratching their head. We have to play different. We've
got to do different things. What's your advice? What are some of the conversations you're having?
Jim Anderson
>> Well, they're constant, and from the board level to the C-suite to the employees on a regular basis. And what it is, is that balance of speed versus taking your time, because I think many are realizing that data is their greatest asset of that. And so there's a fair
amount of fear, if you will, of sometimes going too fast. And then some are just blazing
ahead as fast as possible. Every board is asking
every management team, "What have you done for me
lately when it comes to AI? Show up at the board meeting
and tell me what you're doing, " which is putting a great deal of pressure on the management
team to make moves. And what's interesting is
people are moving faster. There is a great deal of adoption, but there is not yet the
organizational acknowledgement of the organizational
change that has to happen, like new culture that has to come along.
John Furrier
>> Jim, we talk about agents and that's essentially
a digital workforce.
Jim Anderson
>> Yes.
- Also, a lot
John Furrier
>> of this GenAI is generational.
It's a long game.
Jim Anderson
>> Yes.
- How should people think about this,
John Furrier
>> and Lisa, I'd love you to weigh in too, because agentic workforce
is still a workforce? They have managers. Maybe
there are other agents or other humans directing
them, steering them. This is a new dynamic. What's your thoughts on this agentic or this digital workforce?
Jim Anderson
>> Well, yeah, I think you
have to look at it from, "Hey, what outcome am I trying to leverage? And what assets do I have
to make that outcome happen? " And I tell people that I
still see AI as a journey and not a transaction,
and how do we work on that journey together to address
things like organizational readiness, change management,
and all those types of things? I like to say that it's a
process of continual learning that you have to do as you
work through these type of environments, and then you
build on that moving forward. And that's really what
we're focused in on. No longer is it simply,
"Hey, how do we go in, provide this technology and move on? " It is more, "How do we help you as an organization reach the outcomes? " And then actually
continually improve from those outcomes moving forward. And that's really what
we focus in on right now.
John Furrier
>> Lisa, you guys get hired in from big companies needing really a lot of ... Could be a startup, could be a spin out. Organizational change is what you do. >> Exactly.
- How would you categorize this
John Furrier
>> moment that we're in? Because yesterday's CEO
might not be tomorrow's CEO. The team formation or
organizational dynamics or structure of maybe five years ago or 10 years ago might not
be the same going forward. What's that mean for you? And then, what are people talking about? What's the conversations like?
Upside down? Is it sideways? Is it growing? Do we flip the script? I mean, we've heard all kinds of things. What's your thoughts? >> Well, I think it depends
on, frankly, the age >> of the organization, and
sometimes the leaders. Many of us will say, "Oh,
this is a faster version of what happened in the PC
days or the cloud days or these other days. " And so it's just, "I
need to move faster, but I'm comfortable in this change. " There are, what I'll call
the becoming the AI natives, which is, no, you can
really fundamentally rethink your organization. And it comes down to, how
do you create a culture of agility and yet the ability to
truly shed old skins and rethink from a first
principles standpoint? You'll hear a bunch of times that companies are remaking themselves, and companies need to decide. The conversation is, are
these agents a workforce or are they enablers to
make every single one of my employees a superpower? And what that's capable? And
that's really the dialogue. And there's a lot of conversation
on how we want to view that, and part of it
is fear of, "I'm going to be replaced with a digital workforce. >> Jim, I think I know you're
John Furrier
>> smiling. What do you want to add to that? >> No, no, I think that the point
of technology in general is
Jim Anderson
>> to make a difference and to augment human capability
and those types of things. And so I do think that agents
help make people a superpower, and I just know myself, my
personal assistant has actually made me more efficient and
hasn't replaced me type of thing, but it's made me more efficient. I think that's how you
have to take a look at it. >> I got a lot of heat on LinkedIn.
John Furrier
>> I put a post up and on my
Substack called The Great AI Sort. And the thesis was, is that AI is getting so good at helping people,
it's changing the roles. And so people that might
not been up for promotion excels at something, you
start to see the cream rise to the top, as they say, and changes. So this is causing a lot of
conversations around, "Okay, what are we betting on? " So I'd love to get your
thoughts on the mindset of individuals who could
go from in an organization to rising quickly and to management, to
try to figure out how to not block that or foreclose that. And just from a management
style, what are some of the thinkings around
how to enable more of that and encourage it? I mean, we've heard people
say, "Hey, be in the office. Everyone should use the tools." >> Right, right.
John Furrier
>> What's your thoughts?
- Well, I think you have
Jim Anderson
>> to look at a whole new level
Jim Anderson
>> of agility within your own
self as you're moving forward. I think that as leaders, we
have a top-down approach, but we also have to look
at a bottoms-up approach to get people to buy into this technology and take advantage of it. Some of the best ideas will
come from a bottoms-up approach. Personally, when I look at it and talk to customers out
there, it's really about how we're going to leverage
this technology to get done what we're trying to get
done more efficiently and actually free us up to do other value- add work out there, type of thing. So skill training is going to be critical. How we all bring value is something. But we've been through a lot
of changes like this before, and so I think it will be definitely a positive thing moving forward.
John Furrier
>> I mean, the power tools are coming to the job site, if you will. I mean, if you were using a hammer and a handsaw, now you got new equipment. >> Yep. Tooling.
- Tooling is a big thing,
John Furrier
>> Lisa. This comes up a lot.
Jim Anderson
>> Yeah, but it needs to come
up from the board level down. And so what's interesting is, in the past the boards have
had my security expert on the board or my one token technology person. Frankly, right now, boards
are going to have to speed up and actually understand the technology and what they're asking
of the organization. And so I think we're going
to actually see some real development of the organization
from the board level, and I think the organizations need to help the boards
understand that what it is. It's not just your IT guy
that's now doing something. And therefore, even at
the C-suite, the CEOs need to be embracing this. And every C-level executive
needs to be a user. It's just not my people that are doing it. And needs to think about that
team effectiveness inside of that, and it's not only in my
team, but cross-functionally and with the ecosystem. So I think this is the ultimate. The best companies in the world are those that have built the greatest ecosystems. Always has been. And those that have the longest lifespan for that. AI now enables that in
a completely new way.
John Furrier
>> It's interesting, when you have the kind of talent coming in, you see
a lot of people who come in, "Hey, I need to hire a CEO. I got to re-transform my organization. " What do you look for now? What are some of the skills
that you look for these days? How do companies decide in this era, or maybe they haven't decided yet because it's happening in real time, but what's your view on this? Because I think it's different.
We're seeing it different when people hire and look for leaders. Is there a certain
makeup that's consistent? And if the tooling's changed, maybe the dashboards are changing. Or maybe the organization
had an IT department that went away with cloud, but there might not be an AI department because it's going to be everywhere. >> It's going to be everywhere. >> So you're going to have
shadow IT turn into shadow CFO.
John Furrier
>> Yes.
- I mean,
John Furrier
>> we're already seeing this happen with AI.
Jim Anderson
>> Shadow AI is the term. But Jim, it's happening at all levels- >> Oh yeah, it's happening at all
Jim Anderson
>> levels.
- ... not just IT. >> And I'll at least answer the skillset,
Jim Anderson
>> because we talked about it
a little bit the other day
John Furrier
>> that people are looking for
this nirvana person to hire with all this AI experience, this developed agent, this, that. They don't exist out there. So you have to have a
whole different mindset of what you're hiring by hiring someone that actually can develop
within the organization- >> Yes.
- ...
Jim Anderson
>> to get all those
characteristics that go there. But you can talk about that better than I can, what people- >> Oh, we spend a lot of time.
John Furrier
>> Well, people always do ask
for the, "I want the person that's had the applied
AI success, has scaled and grown in this way. And oh, by the way, could they have one of these five companies
in their background? " And we said, "You've got
to become your own academy. " So literally for anything below the CEO, become your own academy of AI capabilities
inside of you. Organize. >> You mean bring AI in-house and get
Jim Anderson
>> it infused and everyone's- >> Bringing it in and just
adopting it in such a way
John Furrier
>> that you are training the skills,
the people that know that. It doesn't mean that you
can't bring in talent from the outside, but I say it sort of cheaply, start recycling the same 5,000 people and really make sure that
every level understands this and is adopting. And learn from each other.
So what that means is, agility is probably the number
one thing that we're looking for in the C-suite across the board. High learner capabilities, we actually do testing on people's agility and capacity to change. And that's a very different
thing when you're ... Many companies are safety in
order in how they're thinking, and yet you have to have
this huge capacity to change because this is just going ... We're just at the beginning.
This flywheel is going to continue to evolve.
Jim Anderson
>> It's not going to slow down. Yeah.
John Furrier
>> It's not going to slow down.
- I mean, change management
John Furrier
>> is a whole category of
consultants. I mean- >> Exactly.
John Furrier
>> Right.
- ... there's companies that all
Jim Anderson
>> they do is change management.
You can do that in-house. >> And you're going to do
business process re-engineering.
John Furrier
>> So what these leaders are
going to have to do is potentially rebuild their organization. And we've talked a little bit
offline of disrupt yourself before somebody else does, because this is going
to operate at a pace, whether you do it inside your organization or you stand up a sideline organization. And in that case, I would say only 20% of it should come from your current org so that you're not too biased. And you start with first principles of how would I build my organization today with the tool set that I have? Having access to all the data that I have, but how would I build-
Jim Anderson
>> Yeah. And those workflows.
- ... >> everything from the
ground-up. And the workflows?
John Furrier
>> Jim, what's she's talking
about is actually real and happening now, but if you think about where we are in history,
it's a historic moment because it's the first time for everybody. >> Yeah.
- And so at Google you have the
John Furrier
>> tools, you've seen that. What's your perspective on this?
Because you guys have built it from the ground-up,
Google Cloud over the years, and now powering and enabling all this. You have the AI arsenal. How should people think
about affecting that change and being their own academy
and training people, being you're exposed
to all the Gemini tools and everything coming out of Google? What would be your
advice for organizations? Because I think that's a good
trend that we're seeing, that build your own, grow your own talent.
Jim Anderson
>> Yeah. Well, I think that's critical. You talk about our tools. We talk about Gemini Enterprise
XC actually allows you to create a secure front door
to your enterprise estate for AI to take advantage of it. And a lot of times what I
tell people, the focus is, it's not simply on working
or building capabilities. You got to build, as
you mentioned, capacity. Capacity in today's environments to really achieve the outcomes
that you're looking for. And that's going to be a continuous journey as you move forward. And we, even from an ecosystem standpoint, our focus is building that capacity so that we can help customers,
like I talked about, de- risk this journey, focus
on business outcomes, and then bring the change management so you can get the
organizational readiness needed to take advantage of this technology.
John Furrier
>> Lisa, you recently co- authored research at Spencer
Stuart on the three tensions. It was called The Three
Leadership Tensions. >> Yeah. - What is that paper
about? What does that mean?
John Furrier
>> Why did you co-author it,
and what was the takeaway?
John Furrier
>> So, really it was about that push and pull concept of, I can start mandating as a CEO. "Thou shalt ... We're going to
create great new initiatives and grow at this scale and do
this because we have this AI. " Or you can pull people
along, which is, " Let me show you what I'm
beginning to do inside of the organization," and encourage leadership
to do exactly that, to where you're pulling people
along rather than setting just some crazy audacious goal
and expecting it to happen. It's being a part of the
journey is a piece of that.
John Furrier
>> Are those two approaches
mutually exclusive or can they coexist?
John Furrier
>> They can coexist, but
you have to work at it, because you get folks that say,
"I have great followership. I set big, clear goal- >> Yeah, climb that hill. >> "I set big, clear goals
John Furrier
>> and everybody's going to follow that." >> Figure it out. >> That's great. But now you
actually have to be a part of
John Furrier
>> that journey. And we're seeing a lot of
executives get very excited. Many times, folks have said,
"I want to replicate myself. " They're now having the ability to replicate themselves as part of that- >> But now you can lead by
example if you're coding.
John Furrier
>> I interrupted you, so continue the three principle >> Yeah, but it's also the
John Furrier
>> organizational enablement that you're ensuring is there. And that is, again, letting
go of certain things to where you're really
empowering that organization. But that team effectiveness
really becomes absolutely crucial as part of that, and now you have both
partners, digital workforces, if you want to call them
that, and a real mix in skills because you're going to have AI natives coming out of college. Everybody's been very worried
about what's going to happen to the college kids, and now you're going to actually have the ability to have college kids teaching older folks. I was talking to somebody
at Salesforce the other day and they did a complete
refresh of their organization, and they were hiring very
young kids to come in and teach the leaders, but didn't want to lose the
knowledge that was actually in- house from the legacy organization.
John Furrier
>> You talk about shadow company, standing up a shadow company and aligning systems with culture. >> Yeah.
- I could see that being a big deal here
John Furrier
>> because it's a systems game. We just had a conversation
here at Google Next with Anthropic, Jim and I, and it's the systems, not
just the model itself. There's going to be many
models. There'll be many agents.
Jim Anderson
>> Yep.
- Systems are going to be now more front
John Furrier
>> and center as a organizational behavior, operational aspect element. >> Absolutely. So everything
from systems thinking to org design is going
to change dramatically. So again it's, can you shed the old and rebuild a new type of
organization using these tools and first principles thinking?
John Furrier
>> I liked your idea earlier,
your thought about, okay, if we're going to start a company all over again, could we get a Mulligan? Or we can just blink. I Dream of Jeannie, blink
and the thing's over. You get a whole new organization. That's a great way to think
fresh without the previous- >> Remaking yourself is so
hard to do of just saying, "How do I do this faster
worrying about what do I let go? " It's, if you could build next to it. And you might evolve one into the other because you have to take
care of the customers. So you can't lose that capability. And you stress this so
much, is the customer focus and still delivering on the outcomes. And so I suspect if one
runs, the other one's going to speed up and catch up and you can- >> I'm just curious, you may
not have enough data here,
John Furrier
>> but I'll ask the question
anyway, is there a line of sight into a candidate that's ideal for this world in terms
of accomplishments? We've all seen the resume.
"I was valedictorian, went to the school, worked for this
company 20 years, ran a P&L, was always profitable. " Glassdoor might not say the same amount
about leadership skills. But now it's different. Just pull through, there's a little bit new management style. Is there certain characters
or makeup of a person? It's like an athlete. Is
there a triple threat? >> I think really variety. I
think the three sport athlete is >> going to be the one that wins. Technology, for so long has
built our functional expertise, and the ability to have worked
across the organization, because then you know what
you're actually trying to build into that AI. Instead of just making
that one function faster, you make it very, very different. So I think the three sports,
I think there's going to be a new wave of behavioral
sciences coming along. So anybody that studied that. Liberal arts, I think is
going to take on a new thing because it's just that thinking, that philosophy of thinking differently. So I think that adds
to the agility on that. >> Connecting dots and
solving problems, right? >> Well, engineering is great
at pattern recognition.
John Furrier
>> Yeah, nice.
- So I think there's going to be a place >> for everybody, but it
really is that openness
John Furrier
>> to redefine yourself and the world order in
which you thought of it. And so when we do the
tests of folks, it's the, we keep throwing one more angle at you. If you can adjust very quickly. So that ability to adjust
is going to be there. I think the partnership and the communication
never, ever goes away because that's actually
what you're training the systems to do. So being wildly articulate
is going to be huge because you are ... It's like training your children. Do you train them manners and do you put the rules
on them really tight, and do you do these things? So if you do that in
a very articulate way, the systems you build
will be that much smarter. >> Jim, it's interesting. At
least, Jim was at our studio at
John Furrier
>> the NYSE, our new studio. And I have some observations
just being from Silicon Valley going on to Wall Street, is
that technology is the market. So I'd say from my early data, Jim, I'd say the three sports would
be you got to be a builder, operator, and investor.
Jim Anderson
>> Yeah.
- No where to direct capital. >> Yep.
- Operate things and build.
Jim Anderson
>> Yes.
- Yeah.
Jim Anderson
>> Yeah, exactly.
- That's a great way.
John Furrier
>> What do you think that translates into >> as you look at your world today?
John Furrier
>> Because here at Google Next ...
John Furrier
>> Because you're investing your time,
John Furrier
>> you're investing budget tokens. How does that affect your world? Because here, we're
going to hear a lot more freewheeling use cases of agents running around solving problems created by a kid or someone in the organization. "Who let these agents loose? Oh my God, they're doing great things. " So, things are going to start happening.
Jim Anderson
>> Yeah. I mean, how
does it translate to us? I look at it at Google, I think we're a builder of the technology. We're on the frontier with
regards to AI technology. At the same time, we're an
operator of that technology, working with the ecosystem,
using it internally, those types of things, and we're sharing those proven paths with our customers. And last but not least, I
think we're an investor of that technologies because
we're doing things to invest in joint customer
success, like deploying for deploy engineers and our customers to integrate this technology
into the environment, doing training associated
to upload their skills so that they can take advantage of these technologies and
those types of things. So that model, I think is something that we apply ourselves at Google, and that's how we're
approaching the market.
John Furrier
>> Yeah. You guys got some
great business results. Congratulations. Lisa, final
thought, I'll come to you. For folks that don't know much about what you do on a daily
basis, put a plug in. What are you optimizing
for? What's your focus? What's in a day in the life?
Jim Anderson
>> A day in the life of Lisa.
- A day in the life.
Jim Anderson
>> - I don't know
if you want to ask that, John.
John Furrier
>> I mean, explain what you ...
John Furrier
>> Because I mean, you have
a very interesting role >> because you've been on
both sides of the table. You're on the front wave now and you're just seeing a lot of things. >> Yeah.
- Explain kind of what you do
John Furrier
>> and what you're optimizing for these days. >> Yeah. So Spencer Stuart at large is optimizing for making
organizations, frankly, their best selves with the best teams possible
at a moment in time. Because that changes depending on where an organization
is in their own journey. And so whether you're
putting board members on that can inspire team members and support new management teams that are moving forward, and getting each one of those
to be incredibly effective. So this team effectiveness. And the culture that you need to drive, that is exactly what we do. And so it is culture, team,
leadership, maximization, and then of course, when needed, finding the best talent
in the world, again, for the moment in time where those companies
are at their journey. But it never is just one of those things, it's the intersection of all of that.
John Furrier
>> Well, I really appreciate the
insight here at Google Next. I appreciate it. Definitely have a follow-up for our C-suites.
And Jim, always a pleasure.
Jim Anderson
>> Always a pleasure.
-
John Furrier
>> And congratulations. >> Ecosystem is growing like crazy.
Jim Anderson
>> Yes. Yes.
- You're doing your job. Good work.
John Furrier
>> Exactly.
- Good to see you. >> Thank you so much.
- I'm doing my job here, asking good
John Furrier
>> questions to find out what's going on.
John Furrier
>> The reality of GenAI is
people want to figure out how >> to live their life and
perform in their job. The GenAI and agent world
is changing organizations and the people in them. Agentic workforces are coming. And of course, a lot of
positive changes if you have the right guardrails, of course, and security. We're here at Google Next. I'm John Furrier, host of
theCUBE. Thanks for watching.