# Stop waiting for clarity. Unfreeze and act, with Accenture’s Julie Sweet

- **Show:** Masters of Scale
- **Published:** 10 Mar 2026
- **Source:** https://dts.podtrac.com/redirect.mp3/prfx.byspotify.com/e/pscrb.fm/rss/p/tracking.swap.fm/track/7G0M4p2bOLP0mP50O3CD/rss.art19.com/episodes/30416ba0-ca1f-4026-87fd-94ce7ac40c19.mp3?rss_browser=BAhJIhlwb2RjYXN0Lm9wZW5uYXNoLmNvbQY6BkVU--4dcea1dd70768d62b2466884c2f8513b5f848fbf
- **Transcript:** https://podcasts.opennash.com/shows/masters-of-scale/stop-waiting-for-clarity-unfreeze-and-act-with-accentures-julie-sweet-73baf2/
- **Provider:** OpenNash Podcasts (machine-generated)

## In brief

Accenture CEO Julie Sweet argues that leaders should stop waiting for clarity and act on what they know. In a world of war, energy shocks and fast-moving AI, she says, waiting is itself a decision. Leaders should state what is known and unknown, then proceed. She applies the same logic to AI, which she says needs leaders who understand it and a company that changes how it works.

The main tension is between AI's promise to replace work and Sweet's insistence that companies keep choosing to build people. Accenture requires AI use for promotion, yet is hiring more entry-level staff and retraining everyone. She says real value comes from fixing messy processes first and reinventing core operations, not from swapping people for agents. Healthy disagreement in the C-suite and humility about old habits are what make that change possible.

## Key insights

1. **Waiting for clarity is itself a decision** Sweet says CEOs cannot bake unknowns into a plan, so they should say what they know and don't know, then act. She warns that planning around worst-case scenarios can hurt a company more than the unknowns themselves.
2. **AI is a catalyst, not a shortcut** In her pharma example, the process fix of standardizing data and steps could have been done years earlier without AI. Advanced AI then speeds up the content work, but only after the messy process is cleaned up.
3. **Leaders must learn AI before staff do** After ChatGPT arrived in November 2022, Accenture trained its top fifty leaders first. Sweet says AI differs from the cloud era, where leaders could leave the 'plumbing' to tech teams.
4. **Accenture is hiring more entry-level staff** Sweet says Accenture is hiring more entry-level people this year than last, because graduates are more AI-fluent than staff with two or three years' tenure. The company redesigned those jobs around skills agents can't replace and added communication training.
5. **Healthy tension makes better C-suite decisions** Sweet says top CEOs don't want a team that always says yes, because senior decisions are never fully certain. Early in her law career she tested a risky client answer by gathering nine partners, including the most conservative and most liberal, to challenge it.

## Questions this episode answers

### Why does Accenture's CEO say business leaders shouldn't wait for clarity?

Julie Sweet says leaders can never plan around unknowns like war or energy shocks, so waiting is also a choice. She advises stating what you know and don't know, then acting on the parts you can control.

### Is Accenture replacing entry-level workers with AI?

No. Sweet says Accenture is hiring more entry-level workers globally this year than last year. It redesigned those jobs around skills that agents can't replace, and says this is the right thing economically and for communities.

### Does Accenture force employees to use AI?

Sweet says using AI is a requirement for promotion but rejects calling it coercion. She compares it to requiring computers, and says the rule phased in over about three years as tools improved.

### Why aren't some companies seeing returns from AI?

Sweet says many firms try to swap AI into their current structure, which gives only small gains. She says the models can't redesign a company for you, and that fragmented processes and unneeded management layers should be fixed first.

### What does 'leader-led learning' mean?

It is Sweet's term for senior leaders learning AI first, so they can steer how the company uses it. At Accenture, the top fifty leaders got training first after ChatGPT launched in November 2022.

## Facts

- **Bob Safian** [0:03:35]: "So Accenture works across 120 countries, 9,000 clients. You're in every industry."
- **Julie Sweet** [0:03:57]: "if you can compare this to, you know, 2022, right, when the Ukrainian war started, Europe is in a much better position from a resilience perspective."
- **Julie Sweet** [0:06:04]: "we're helping clients look at their cyber resilience, right? This already been a big, big growth area for us because AI itself has increased the attack surface."
- **Julie Sweet** [0:08:06]: "we work with a pharma company that takes drugs, um, to market. Uh, and there's a process that once the drug is approved, you have lots and lots of regulatory stuff."
- **Julie Sweet** [0:11:55]: "A lot of it was plumbing. So as a leader, you didn't have to understand it because it was being handled by the tech folks."
- **Julie Sweet** [0:12:27]: "when ChatGPT first emerged in, you know, November 2022, the people who received the most training initially were actually my top fifty leaders."
- **Julie Sweet** [0:13:56]: "A lot of the technology that's being released today is not being tested in enterprises first, which is a big shift."
- **Julie Sweet** [0:13:56]: "In September, we introduced AI, agentic AI training for every person at Accenture, whether you work in HR or you're, you know, a technologist."
- **Julie Sweet** [0:14:32]: "it's two hours of in-person training, and then we have another two hours of a course that we created with Stanford."
- **Julie Sweet** [0:21:33]: "It's over a three-year period of getting used to the technology, making sure it's user-friendly, making sure we have the right workbench for people to use."
- **Julie Sweet** [0:23:29]: "So we have a leadership essential around we want everybody to ch respectfully challenge how we do things."
- **Julie Sweet** [0:25:14]: "when I was selected as the CEO, first as the CEO of North America and then the CEO globally."
- **Julie Sweet** [0:27:37]: "I was a partner for at Kravass, Mina Moore for ten years."
- **Julie Sweet** [0:29:00]: "my first cancer was, um, in 2015, and it was caught by a mammogram. In this case, a decade later, it was caught by a self-examination."
- **Julie Sweet** [0:30:45]: "took massive market share. We're 70 billion dollar company growing at 7%."
- **Julie Sweet** [0:31:32]: "We spend a lot of our corporate citizenship on digitally reskilling because we know that helps, uh, communities"

## Transcript

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**[0:02:08] Julie Sweet:** Today, AI is how we do work. So I don't see that as coercion in any way. You have to work in the way we work in order to be successful here. When I was selected as the CEO, big reason was because I hadn't grown up here and I was willing to change things. And just ask the question, like, why can't we do this?

**[0:02:42] Bob Safian:** That's Julie Sweet, CEO of Accenture. As AI disruption deepens and missiles fly in the mid east, I wanted to talk to Julie about what she's hearing from her many clients and what advice she's giving. Julie shares some on the ground stories, including how she personally stays looped in on the constant changes. She also talks about why using AI tools is now a requirement for promotion at Accenture, why she's doubling down on entry-level hiring and more. It's a high-level leadership session with lots of practical insights, so let's get to it.

**[0:03:17] Bob Safian:** I'm Bob Safian, and this is Rapid Response. I'm Bob Safian. I'm here with Julie Sweet, CEO and chair at global consulting firm Accenture. Julie, thanks for, uh, joining us.

**[0:03:33] Julie Sweet:** Thanks for having me, Bob.

**[0:03:35] Bob Safian:** So Accenture works across 120 countries, 9,000 clients. You're in every industry. You kind of have this unique visibility into how organizations and leaders are navigating what is really a a chaotic, fast-moving environment right now. Are there questions that you're particularly hearing right now?

**[0:03:57] Julie Sweet:** Well, Bob, it's interesting if I if I just start with Iran, right? Because, you know, I'm getting actually a lot of questions, particularly Europe, where, you know, if you think about potential energy crunch, uh, it's expected to hit harder in Europe than, say, you know, the impact on the US. Everyone believes that this environment where, you know, energy is a risk, right, is just their new norm. And actually, there's more optimism because if you can compare this to, you know, 2022, right, when the Ukrainian war started, Europe is in a much better position from a resilience perspective.

**[0:04:36] Julie Sweet:** And it's a theme that we've been seeing for quite some time. You know, I got the same questions even a couple months ago when we had, you know, sort of a again, this whole issue around, uh, tariffs and imposing them. Is that CEOs are really just expecting the unexpected, like it's being built in, and that's why resilience is such a big theme. There's also the big questions are continuing on on AI, et cetera. But I wanted to address kind of the latest, uh, which is the impact of the Iran war.

**[0:05:09] Bob Safian:** When I talk to CEOs right now, there's this sort of sense that some of them seem almost frozen, like they're they're waiting for clarity. And I know you've kind of encouraged the opposite, you know, don't take cover, take chances. Like, how do you know when to act and when to wait?

**[0:05:27] Julie Sweet:** The reality is, as a CEO, you can't bake anything into your plan simply because it is so unknown. And that's where transparency really matters, is being able to say, here's what we know, here's what we don't know, and then we're making our action plan with those things in mind, right? And so when you think about, like, when do you know to act or not act? In my view, you're always acting. It's intentional decisions. It's an action to say, I because I don't know this, I can't alter my plans.

**[0:06:04] Julie Sweet:** One of the biggest risks right now is even less around the impact on the economy from what's going on in the Strait of Hormuz and energy. The bigger risk that many companies are talking about is, do we have a cyberattack or attack on critical infrastructure that spins out of that? And for that, there are actions you can take, right? Because we're helping clients look at their cyber resilience, right? This already been a big, big growth area for us because AI itself has increased the attack surface.

**[0:06:36] Julie Sweet:** But when you think about what the risks are, you can't really tell what's gonna happen on the energy front. But knowing what do you know, what don't you know, and are there actions that can be taken? And then you act. And that's why right now, you know, there's a million different scenarios that are really bad for the global economy, but they're just scenarios right now, right? And so trying to take actions, build it into, you know, your guidance and your plan, you know, could result in a lot worse impact on your company than simply understanding whether or not those unknowables really prevent you from executing.

**[0:07:23] Bob Safian:** Alongside all this geopolitical activity, there is also the technological shifts that we're experiencing. You made a a bold move last year where you merged a bunch of divisions into a single unit that you call reinvention services around AI. You're coming off your biggest ever quarter of revenue growth in new business. We see businesses that are, you know, they're not tech businesses, that sort of may not be getting the return on investment from their AI that they had expected or they had hoped or something like that.

**[0:07:54] Bob Safian:** Like, does it does it work in some places and not others? Are there industries and functions that are more fit for AI than others, or it's more about culture and commitment?

**[0:08:06] Julie Sweet:** Well, in some ways, Bob, it's gonna it's gonna be all of the same. So, first of all, we have to remember the technology, while changing fast, is still really early. And there's a lot of actual value that companies are doing before they get AI. Advanced AI has been kind of a catalyst. So let me give you an example. Um, we work with a pharma company that takes drugs, um, to market. Uh, and there's a process that once the drug is approved, you have lots and lots of regulatory stuff.

**[0:08:37] Julie Sweet:** So, like, what you write to explain it to the physician, uh, takes a long time. We've said for a long time, like, you could actually cut that, instead of it being months, it could be much shorter if you change the process to be standardized, if you keep your data in all one place. None of that requires gen AI or advanced AI, but for most companies, they haven't done that. Okay. So when we worked with them, because AI advanced AI was now the catalyst, because that enables if you have all the standardized processes, you to actually create the content faster, right?

**[0:09:12] Julie Sweet:** But the first piece always could have been done and hadn't been done. And so much of the work that we're doing is actually work that companies are saying, okay, wait a minute. Before I spend the money on the advanced AI, I should clean up my processes that are fragmented, right? I should standardize things. I should not have as many people in middle management, like, completely not because of agents, but why would I spend money to create an agent to replace a manager that I shouldn't have in the first place?

**[0:09:46] Bob Safian:** Is part of the hope that, like, you know, the motivation for not having done this, oh, the agent or AI will come in and do this for me. Like, I can skip a l- skip a layer, save money, and, you know, like, that's the silver bullet. And i if I'm hearing you right, you're like, Yeah, maybe not.

**[0:10:03] Julie Sweet:** Yeah, I mean, I think there was this view at the beginning where companies thought because it's so easy, oh, are they just gonna do it all? Right? Do, like, I just ask this model, and this model's gonna tell me how to re change change my company. 100%, that is not, you know, the models don't know how to change the company, right? And if you spend money on your current structure, just replacing it, you're you're at best gonna get incremental value.

**[0:10:29] Julie Sweet:** And the real value is actually reinvent everything you do. And that reinvention doesn't start just with the advanced AI, but a lot of really basic lessons where companies haven't had the will to fix it. I I tell CEOs every day, like, in three years, you should be able to tell. What did I use AI to make the impossible possible? Because if the only thing you're doing is sort of incrementally improving how you're operating, right, you're not gonna get the biggest value.

**[0:11:02] Julie Sweet:** The biggest is in the core operations of a company, like things you can, you're gonna be able to do with asset management and, um, and you know, any industrial company, things you're gonna be able to do the with the grid and the utilities. The tech isn't completely there yet, it's still error-prone. That's why everybody's tracing how long does the tech work, right? The the memory piece of it. And so where you get value today is anything with, like customers, cause those are short interactions.

**[0:11:31] Julie Sweet:** So the tech has to continue to improve, and the strategy has to be I'm going to use this tech to do something I couldn't do before.

**[0:11:41] Bob Safian:** There's this phrase, a AI first, you know, you've described Accenture as an AI first company. It's something a lot of other players, e aspire to, but struggle to implement. Is it hard to be AI first? Like, what does it mean?

**[0:11:55] Julie Sweet:** First of all, it is hard, and the reason why it's hard is it requires your leaders to understand what AI does. And this is so different than the digital era, right? Moving to the cloud and stuff. A lot of it was plumbing. So as a leader, you didn't have to understand it because it was being handled by the tech folks. To be AI first, you have to say, what can AI actually do? So you have to understand things like, oh, wait a minute, it has to have a certain amount of memory to actually be able to do something.

**[0:12:27] Julie Sweet:** You have to understand what it's actually, um, able to be accurate about. And then think about your business to say, where can I get a big enough return for using something? That's like in this cost. So it starts with leaders having to understand technology in a totally different way. So, like, when ChatGPT first emerged in, you know, November 2022, the people who received the most training initially were actually my top fifty leaders. Because I knew that if they didn't understand the power, they would not be able to help us actually transform how we're delivering our services and what our clients could use it for.

**[0:13:06] Julie Sweet:** So leader-led learning is a huge unlock. And then AI first is asking yourself, right? Is this something that AI could do? It's something as simple as Bob, like, the way I used to gather information, you know, there I'd call somebody and I'd say, go do the research, right? And now, like, I have an agent that can go, like, gather everything, synthesize it. It still needs to be read. It's not always accurate, by the way. But, like, that's that's a completely different way of thinking.

**[0:13:38] Julie Sweet:** And that's like a small example. But imagine if that's throughout everything you do with your business, you have to first ask the question, can we approach this totally differently?

**[0:13:47] Bob Safian:** And for you, like, how how did you train yourself to understand AI? And I guess, how do you stay caught up today?

**[0:13:56] Julie Sweet:** I'm spending time literally every day, right? Learning, uh, getting the latest updates. I'll read something like, Oh, this latest release, and I'll ping my team. Let's talk about what this really means. What did we see in advance? A lot of the technology that's being released today is not being tested in enterprises first, which is a big shift. Stuff's being released before it's actually been tested at scale. In September, we introduced AI, agentic AI training for every person at Accenture, whether you work in HR or you're, you know, a technologist.

**[0:14:32] Julie Sweet:** And it's it's an hour of computer-based training, it's two hours of in-person training, and then we have another two hours of a course that we created with Stanford. Everybody needs to understand this wherever they are because it's gonna become a bigger and bigger part of how we're operating as a company, in addition to what we're selling.

**[0:14:50] Bob Safian:** And because it's being, uh, a a lot of the tools are being introduced really at a consumer level before they're at an enterprise level. Does that mean you have folks who, like, you know, they're bringing the AI in with them, like they've tried it somewhere else and they're bringing it in. But you're not really sure the credibility or the resilience that you want to have it be used internally.

**[0:15:12] Julie Sweet:** Well, no, I mean, we're using it internally, but the thing is we understand where the technology is and where it should be used and where it's not ready to be used. What, what you're pointing out something different, you know, a lot of people ask me about entry-level jobs and why are they going away? We're hiring globally in all our major markets more entry-level jobs this year than we did last year. What's the number one advantage? The number one advantage for the college graduates we're bringing in is that they are much more AI fluent than someone who's even been here two or three years.

**[0:15:47] Julie Sweet:** You're using it in their education, they're using it every day.

**[0:15:52] Bob Safian:** And and the idea that we hear about that sort of these entry-level jobs are gonna be replaced by AI, y- you kinda think that's that's a myth?

**[0:16:02] Julie Sweet:** Well, what I would say is that it is very early in this technology's evolution, and we can make choices. And so, like at Accenture, we said, look, entry-level jobs are important economically. It is less expensive. It's how we actually create more experienced people, right? Like, sort of that whole path. If you don't have anybody entry-level, how do you create the next generations? And it's also the right thing for our communities. We can't thrive if the community doesn't thrive, right?

**[0:16:33] Julie Sweet:** And so we said, we need to crack the code on what are the changes we need to make as a company to continue to have entry-level. So we've reconstituted jobs, right? We understand which tasks and jobs should be automated, can be replaced by agents. So then we've recreated new entry-level jobs with the skills that are not gonna be replaced. We've changed the way we train when we bring people in, so that we're giving them the skills that they may not yet have, change the way we onboard and train people.

**[0:17:05] Julie Sweet:** And then we're introducing things like better, uh, communication training, because if someone can be more productive earlier, then that means they have less apprenticeship time, like working with clients. So we need to make sure they have better communication skills faster, that they're not learning over as long a period of apprenticeship. So it's an intentional strategy, which is paying off for us economically. It's also the right thing to do.

**[0:17:32] Bob Safian:** I love Julie's expression leader-led learning. You've gotta understand all these changes at the top, and then also lean into young newcomers who are AI native. So what about the rest of the organization and what kind of responsibility does business have in society overall to prepare people for an AI future? We'll talk about that and more after the break. Stay with us.

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**[0:19:53] Bob Safian:** Before the break, Accenture CEO Julie Sweet talked about how war in Iran and AI disruption are rattling CEO's assumptions. Now we talk about why Accenture tracks AI use in determining promotions, what she calls today's biggest leadership essential, and why tension in the C-suite is a good thing. Plus, lessons she's learned from her cancer battle. Let's jump back in. Accenture has committed billions to reskilling employees, but those who don't get serious about reskilling with AI, we've seen these reports that they're they're gonna be shown the door.

**[0:20:31] Bob Safian:** Um, that you you track your staff's use of AI tools when considering promotions. Like, how do you navigate this line between AI encouragement and what some might see as, like, coercion?

**[0:20:45] Julie Sweet:** Well, I don't think it's coercion in any sense of the world. So think about this. Um, when we introduced computers, right? You went from a ty- I'm old enough, I remember, like, I, I actually took a typewriting class, right? So I remember all this, like, no one would've said that requiring someone to use a computer is coercion, right? That's how the companies were gonna get work done. Today, AI at Accenture is how we do work, right?

**[0:21:11] Julie Sweet:** And by the way, if you're coming in from as a college graduate right now, you don't even question that. College graduates, I've had clients tell me that it's the college graduates who come and say, what do you mean? You're not using this? Because they wanna be at the company that's actually using it. You have to work in the way we work in order to be successful here, right? So I don't see that as coercion in any way.

**[0:21:33] Julie Sweet:** These are the new tools to operate a company. We didn't go from zero to you won't get promoted, like in a month. It's over a three-year period of getting used to the technology, making sure it's user-friendly, making sure we have the right workbench for people to use. And then saying, Hey, this is Accenture and how we operate. So if you wanna get promoted, you've got to do the things that we do in order to operate Accenture.

**[0:22:04] Bob Safian:** But, you know, there are communities of of folks who are who are anxious about what AI is gonna do to them and folks being left behind. I'm sure you have some clients where they're getting that that feedback.

**[0:22:16] Julie Sweet:** There's been a lot of investment in the AI itself. There hasn't been as much investment by companies in the training. Companies have to do more. I also think it means governments have to do more because small and medium-sized enterprises don't have the same means.

**[0:22:32] Bob Safian:** You've said that every leader needs to think of themselves as a as a reinventor. Reinvention requires a a a tolerance for failure, you know, and most large organizations are kind of wired to punish failure. How do you think about and navigate and encourage that kind of tolerance as to what failure is acceptable and good and learning, and what failure is is not?

**[0:22:57] Julie Sweet:** You know, it's funny, Bob, I, I was just talking to someone explaining to the CEO, I said, you have to remember that when somebody says there's a, you know, 80% that we're gonna do it, that means there's 20% risk that you're not. And the 20% is real. Sometimes people forget that actually in everything we do at companies, there's always that risk of failure and then they're shocked when something doesn't go right. It's an important mindset to understand that risks are real and they might happen.

**[0:23:29] Julie Sweet:** The bigger challenge, Bob, is not about risk, the or fear of failure. The biggest issue with being a reinventor is letting go of how you've done things. So we have a leadership essential around we want everybody to ch respectfully challenge how we do things. What we recognized was that people didn't see that as their job, but actually, every one of us should be willing to challenge, is the way that I've done this still the right way?

**[0:24:04] Julie Sweet:** And that's really hard if it's your baby, if you created, if you've been doing it for thirty years. So I think it's less about being willing to fail and more about having the humility to be willing to change.

**[0:24:19] Bob Safian:** As we're talking, I'm I'm reminded that, like, only what 5% of Fortune 500 companies are run by women. I I know you're one of the the highest profile. I'm I'm worried about about how to even ask this. Like, is gender in business something you like talking about, or does the focus on you as a quote unquote woman leader frustrate you?

**[0:24:44] Julie Sweet:** You know, I, um, I, I don't really, I don't care in the sense of, is it a productive conversation to lead to a different outcome, right? So I actually have a lot of, uh, CEOs who will ask me, particularly in parts of the world where there aren't as many, you know, the US. has got a lot more women leaders, for example, who wanna have the conversation because they genuinely are trying to figure out how, you know, how do I unlock that talent pool?

**[0:25:14] Julie Sweet:** You know, what are we, what, what, what am I doing wrong? And and so that focus is a good focus because there are things that are barriers, you know, I sometimes there are places that I go in, like Europe and Asia, where it's like being in the U, the US. around the 2,000 s, right? When I was a young professional, like, cause it, they're just in a very different space. So, you know, now, like, what I would tell you that at Accenture, when I was selected as the CEO, first as the CEO of North America and then the CEO globally.

**[0:25:48] Julie Sweet:** A big reason was because I hadn't grown up here and I was willing to change things. Because I wasn't wed to how we've done business for the last thirty years, right? I wasn't wed to, well, we can't do that because so and so won't like it. I was willing to come in and and just ask the question, like, why can't we do this? Right? And that came from actually coming in from the outside. When you have diverse leadership teams, whether it's gender diversity, outside-in diversity, you know, backgrounds, they produce more innovation.

**[0:26:26] Julie Sweet:** It is because you get all these different viewpoints that you don't have if everybody feels the same, and the same can be gender, but it's as much. The bigger issue is often, have they only worked in one place and they're not thinking about other, you know, other opportunities, other ways of doing things.

**[0:26:47] Bob Safian:** Hm. And and these these differences that people bring, I mean, that can that can bring conflict, but what you're saying is that conflict a as long as it doesn't get personal is good, right? That it sort of helps to illuminate options, ideas, and possibilities.

**[0:27:04] Julie Sweet:** Absolutely. And in fact, the best CEOs in the world will tell you they don't want a team that always says yes. They want a team where there's a healthy tension. Because at the level of the C-suite, things are not just very clear-cut, right? There is always a lot of, like, sort of ambiguity. I do not get to make a decision where I just have 100% certainty. And so when you're working through that ambiguity, you want different perspectives.

**[0:27:37] Julie Sweet:** I learned that when I was a young lawyer, uh, partner at a law firm. So I was a partner for at Kravass, Mina Moore for ten years. And my first year, I had this very difficult problem. In fact, a client that was trying to get me fired cause I wasn't giving them the answer they wanted. And I remember I brought together the most conservative partners and the most liberal partners because I felt like that was the only way to test whether my viewpoint and advice was right.

**[0:28:05] Julie Sweet:** Actually bringing the people that I thought, if anybody is gonna disagree, it's gonna be these three. And I remember I brought nine partners together. And so when we went back and and and actually stuck with our position, like the head of the firm could feel so confident because it wasn't about being right or righteous, right? We'd really had that difficult discussion with lots of viewpoints and then landed on our position.

**[0:28:36] Bob Safian:** So I I have a a little bit of a personal question. I know that last year, in the midst of all the leadership and business challenges of 2025, you were diagnosed for a second time with breast cancer. Uh, dealing with health issues while trying to project strength as a leader, I it's a it's a lot of extra s stress. Or do the health issues put the work stress into perspective?

**[0:29:00] Julie Sweet:** But I never, I mean, I never mind talking about it. And I I feel in part because I always use it as a plug to, um, whether you're a man or a woman, there are certain cancer screenings that you should do and everyone should get them done. Because when cancer is caught early, you survive, you know, and in my case, my first cancer was, um, in 2015, and it was caught by a mammogram. In this case, a decade later, it was caught by a self-examination.

**[0:29:28] Julie Sweet:** And it's super important. And as you know, there's lots of, like, recommended cancer screenings, and it's usually when people don't get them that they end up finding cancer too late. Uh, so that's one point. Look, I like, I'm one of those people like I would never say, like, wow, you should have cancer because you're gonna have this great insight into your life or something like. Like, there's gotta be better ways to have insights. And at the same time, I think, you know, you find a silver lining.

**[0:29:57] Julie Sweet:** Like my first time I had cancer, one of the things that I really honed in on was I didn't have regrets. I felt like I was living the life that I and making the right choices. And so over the last decade, I used to ask myself that. I used to say, if I found out I had cancer tomorrow, would I still feel like I didn't have regrets in terms of the way I was living my life?

**[0:30:17] Julie Sweet:** And sometimes it would cause me to change. I'd be like, you know what, I'm away too much, right? Like, I'm not feeling good about, like that, those choices. I was hoping that was a theoretical question I was asking myself, uh, but, you know, that didn't turn out to be right. And so when this happened, of course, like it had an impact, right? I couldn't travel, you know, et cetera, but I had a phenomenal team. And when you look at our results, you know, we had a great year in the year that I had cancer.

**[0:30:45] Julie Sweet:** I mean, we, you know, took massive market share. We're 70 billion dollar company growing at 7%. Uh, and the testimony is, I believe, in that, you know, you build companies to be resilient and you have great teams. I still stand by, though, I don't wish on anyone to learn those lessons that way. You know, 2026 is great. Starting cancer-free and not having to manage any health issues.

**[0:31:14] Bob Safian:** Well, that is good news to hear. The environment in 2026 feels so unpredictable, you know, politics, regulation, AI, war, change, changes everywhere. I'm curious whether you have a philosophy about what the role of businesses in setting the course for the future.

**[0:31:32] Julie Sweet:** Look, I, you know, we have believed for a very long time that businesses have responsibilities to their customers, their employees, their investors or shareholders, um, and to their communities. We spend a lot of our corporate citizenship on digitally reskilling because we know that helps, uh, communities, uh, more people who are employed. And that's a direct link to, you know, our success as a company. That's why with AI, I do think it's very important that we are being intentional around keeping entry-level jobs, that we are being intentional about the new strategies that are needed for reskilling.

**[0:32:21] Julie Sweet:** In the world of AI, it's gonna take more and more of those deliberate strategies to ensure that AI does benefit for all.

**[0:32:29] Bob Safian:** Julie, this was great. Thank you so much for doing it.

**[0:32:32] Julie Sweet:** Thank you.

**[0:32:36] Bob Safian:** Julie's focus on deliberate strategies, on intentional actions, it's a steady stream in her advice from Iran response to AI. And when I think about it, there's probably an emotional benefit as well as the practical ones. When we feel ourselves overwhelmed or even panicked, what can we do to get re-grounded? As Julie says, we can identify what we know and also identify what we don't know, and then be transparent about both with others and with ourselves. I'll confess to having moments of dismay and anxiety, to feeling both frozen and frantic at the same time.

**[0:33:14] Bob Safian:** In those instances, I try to remind myself about what I can and can't control, and then I build a plan for action. Doing something makes me feel better and allows me to take agency over my life and my work, even when so much is out of my hands. I'm Bob Safian. Thanks for listening.

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**[0:34:55] Bob Safian:** Hey listeners, Bob here. If you listen to Rapid Response on Masters of Scale, you may be missing half the show. Because every Friday, we release a second rapid response exclusively in the Rapid Response feed. The guests and topics are just as compelling and timely, from Ford's CEO to NASA's administrator to the lessons from the Devil Wears Prada. It takes about ten seconds to find. Just search Rapid Response wherever you listen to podcasts and hit follow to make sure you never miss an episode.

**[0:35:29] Bob Safian:** I hope to see you there. RapidResponse is a wait what? original. I'm Bob Safian. Our executive producer is Eve Tro. Our producer is Alex Morris. Associate producer is Mashumaku Tonina. Mixing and mastering by Aaron Bastinelli. Our theme music is by Ryan Holliday. Our head of podcasts is Lital Malad. For more, visit rapidresponse show dot com.

**[0:36:03] Julie Sweet:** Humans will never be more intelligent than AI.

**[0:36:06] Speaker 6:** There's gonna be two types of companies, those who are great at AI and those that went out of business because they weren't.

**[0:36:11] Speaker 7:** How do we build a future that is human-centered?

**[0:36:17] Rana El Kayoubi:** I'm Rana El Kayoubi, and on my podcast, Pioneers of AI, we answer that question and so many more. As an AI scientist, entrepreneur, and investor, I know what it takes to build AI that works for everyone. Every week, I sit down with the pioneers shaping our future, and we take you behind the scenes of the AI that's transforming our lives. Find pioneers of AI wherever you tune in.