CAHRS Future of Work Model: Version 2 0

Hello, and welcome to our second CARS webcast for 2026. I'm Brad Bell, the William J. Canady Professor of Strategic

William J. Canady Professor of Strategic Human Resources here in ILR School at Cornell, and I also serve as the director of CARS, our Center for Advanced Human Resource Studies, which

is hosting uh today's webcast. I'm very

pleased to be joined today by two of our CARS research assistants, uh Laura Lozano and Sue Young Wong, uh who'll be sharing work that they've been doing this semester focused on the future

work.

CARS first introduced its uh future work model in 2020, really with an effort to not only highlight some megatrends that are shaping work, uh but also to direct

attention specifically to the HR implications of some of these trends.

The model has served us very well over the years, helping to guide our our research and programming. Uh however,

given how much change and disruption has occurred over the past several years, uh we felt that the model was in need of a refresh. Thus, uh Laura and Sue Young

refresh. Thus, uh Laura and Sue Young spent this semester not only combing through countless CARS and consulting reports, but also interviewing a number of our CARS partners uh to identify

updates and revisions uh to the model.

Today, they'll be sharing version 2.0 of the model and its implications for HR strategy, uh operating models, roles and structures, and capabilities.

I've been very impressed with the depth and rigor of their research this semester, and I'm sure you'll be uh happy with many of their takeaways and find them very uh thought-provoking

within your own organizations.

I would like to encourage you throughout today's session to uh share your own thoughts and questions uh using either the Q&A function or the chat function here in Zoom. I'll be keeping an eye on

both as we go through today's webcast, and Laura and Sue Young have set aside some time at the end of their presentation to respond to your questions. I also want to note up front

questions. I also want to note up front that we'll be sharing out a copy of their slides along with a recording of today's session within the next few days so that you have it for your own

reference, but also so that you can share with others in your organization who maybe couldn't attend today, but would be interested in some of the key takeaways. In a minute, I'll turn things

takeaways. In a minute, I'll turn things over to to Laura and Seyong, but first I want to tell you a little bit about each of them. So Laura is a second-year MILR

of them. So Laura is a second-year MILR student here at the Cornell ILR school.

Prior to coming to Cornell, she spent 7 years working in talent strategy, workforce development, and organizational change in retail and logistics. Her experience across

logistics. Her experience across learning and development, HR process improvement, frontline workforce priorities, and HR technology gives her a practical business-centered

perspective on the future of work.

Seyong is a second-year MILR student as well. Prior to coming to Cornell, he

well. Prior to coming to Cornell, he spent 10 years at Mercer Korea as an HR consultant working across areas such as HR strategy, compensation, performance

management, workforce planning, and organizational design. And in the fall,

organizational design. And in the fall, he'll be joining our PhD program here in the ILR school.

So with that, Laura and Seyong, I'll turn the floor over to you.

Thank you, Professor Vail.

Hello everyone, and thank you for joining us today.

Let me start with something our research kept surfacing.

A tension that sits at the heart of the future of work.

Organizations are under pressure to move faster, deploy AI, and cut costs.

While employees are asking for more trust, more flexibility, and clearer career paths.

Both demands are real, and HR is caught in the middle.

Our research shows that there is no single future of work.

What we found instead are competing tensions between employee expectation and business priorities, between personalization and fairness, between

flexibility for office workers and equity for front-line workers.

My name is Laura and together with Suyoung, we are here to share the 2026 CARS future of work model.

This model was built through a rigorous process, trend research, analysis of the past two to three years of business and HR literature, and in-depth interview

with nine senior HR leaders across industries.

What emerged in the What emerged is a three-level framework.

External macro forces, three core organizational themes, and the HR initiatives responding to them.

I'll now hand it over to Suyoung, who will walk us through how we built this model and what we found at each level.

Thanks Laura.

Uh in our research process, we started with the original 2020 model.

Then we reviewed recent trend materials, CARS resources, and academic research to identify where the model needed to be

updated.

After that, we interviewed the senior HR leaders from CARS companies to understand how these trends are showing

up in organizations today.

Finally, we used those insights to validate and refine the model.

Based on this process, the model can be used in three practical ways.

First, to diagnose what external changes mean for workforce and HR priorities.

Second, to support strategic alignment between external trends and business transformation.

Third, to structure discussions around workforce capability and organizational challenges.

Before introducing the 2026 model, I would like to briefly introduce the original 2020 model.

The model consists of three levels.

At the top level, the external drivers focused on major macro trends.

At the organizational level, the model focused on changes in the uh social contract, technology, and organization redesign.

Finally, at the HR implications level, the model examined key HR priorities and future skills.

The 2026 model maintains the overall structure while updating the detailed components to better reflect today's changes.

At the top level, we maintain the macro level focus on global economic, demographic, and technological changes.

At the organizational level, we place a greater attention on the shift toward a more individualized psychological contract between organizations and

employees, and as well as the growing integration of technology into everyday work and life.

And how organizations are redesigning work and mobility systems. Finally, in terms of HR initiatives,

we explained it we expanded the model to more comprehensively address HR strategy, operating models,

capabilities, and organizational design.

Here, we highlight how macro factors have changed since 2020.

First, on the technological side, AI is becoming core work infrastructure rather than just a productivity tool.

Organizations are moving beyond automation toward human-AI collaboration, fundamentally redesigning

how work gets done.

Second, global systems are becoming more fragmented and regionalized.

Supply chains, regulations, and geopolitical tensions are reshaping how organizations coordinate their talent

and operations across countries.

Third, demographic changes are accelerating.

Declining birth rates, migration patterns, and shifting generational expectations are transforming workforce

composition and career pathways.

Finally, economically, organizations are facing greater uncertainty and efficiency pressures.

Rising cost and slower growth environments are pushing companies to rethink productivity and workforce model.

Together, these shifts create a much more complex and dynamic context for the future of work.

Now, let's look at how the major organizational themes have evolved.

First, the focus has shifted toward the more individualized psychological contract between organizations and employees.

Second, instead of simply discussing the impact of technology, recent research focuses more on human-technology

reconfiguration.

Especially with the AI, the key question is how humans and technology can work together effectively.

Third, the organization redesign has become more dynamic and skills-focused.

With companies rethinking work structure, mobility, and coordination system.

Let's talk about the key organizational theme.

In the area of psychological contract, the focus has shifted toward the more reciprocal employment relationship.

For example, levers and benefit discussions have expanded into broader conversations about employee value

proposition, flexibility, and lifestyle expectations.

At the same time, organizations are also balancing employee expectations with productivity and performance needs.

In the technology area, the conversation has clearly moved beyond the automation.

Human AI collaboration, AI governance, and continuous upskilling and reskilling have become central themes as AI becomes

more embedded in work.

In particular, the rapid pace of AI development is pushing companies to invest more in reskilling and upskilling.

Finally, in organization redesign, companies are increasingly focusing on talented placement, flexible work

policies, and work redesign.

Organizations are now balancing flexible work and return to office expectations.

The focus is no longer only on where and when people work, but also on how work is structured and coordinated.

Now, Laura will introduce the detailed findings on level two agendas.

Let's deep dive into the level two of organizational themes.

For each theme, I'll walk you through our finding from both the trends analysis and the interviews.

The first theme is the individualized psychological contract.

Our main finding is that employment relationships are adapting to the different employee life stages and interests, where reciprocity between employee and

employer is at the center.

Beyond compensation, employees are evaluating how organizations support their well-being, growth, values, and long-term employability.

They also expect transparency, fairness, flexibility, and personalized rewards.

And finally, diversity and inclusion is expanding from representation to voice, equity, and belonging.

This is reinforced by our interview findings.

Under reciprocal employment contract, flexibility is no longer a perk.

It's becoming a structural expectation connected to organizations that support employees' full lives.

Under redefining the employee value proposition, HR leaders emphasized visibility into career growth, internal mobility, AI

upskilling, and more personalized rewards.

And under diversity and inclusion, inclusion remains a value-based commitment. Where representation still

commitment. Where representation still matters, while organizations are also reframing meritocracy alongside equity.

Overall, employees are looking for an experience that feels meaningful, flexible, and trustworthy.

So, what does this actually look in prac- look like in practice?

Let me share two companies that are already bringing these ideas to life.

A global profession professional service firm is expanding benefits portfolios to support employees' full lives,

embedding flexibility in how, when, and where people work, whether near clients, teams, or at home.

On the other hand, a global software company takes a different approach, giving employees a direct voice through on-screen CEO town halls, open feedback

plat- platforms, and clear behavioral principles.

Now, for the second theme, let's talk about the human-technology reconfiguration.

Our main finding is that AI integration is moving organizations beyond simple automation toward a toward a full redesign of how people and

technology work together.

The question is no longer what can AI automate?

It's now how to how do roles workforce and decision-making change with when humans and AI collaborate?

This shift is creating new forms of human-AI complement complementary.

Reshaping how work is designed, roles are reconfigured, and tasks are distributed.

And as these changes accelerate, two things becomes critical.

First, reskilling and upskilling can no longer be occasional initiatives. They

need to be continuous and embedded [clears throat] in the flow of work.

Second, as AI become part of everyday work, organizations need a stronger governance, clear accountability,

fairness controls, transparency, and data protection.

We had these findings in our interviews.

HR leaders described AI as an embedded work partner, not just a productivity tool.

Companies are building central AI infrastructures, secure environments where teams can explore tools, test use cases, and identify how AI improves

day-to-day work.

AI literacy is becoming a baseline capability.

And because the shelf life of skills is getting shorter, learning must become more personalized and embedded [clears throat] in daily work, not just a one-time training

event.

On governance, many organizations are forming interdisciplinary groups to guide AI adoption, defining approved tools, usage boundaries, escalation

pathways, and data readiness standards.

The key message here is that AI transformation is not only a technological transformation.

It is a transformation of work, skills, experimentation, and governance, all of these at once.

To make this concrete, let me share two examples.

On one side, a global industrial manufactory manufactory is embedding AI engineers directly within HR, allowing teams to

rapidly prototype automation use cases, and build internal agents in protected environments.

Experimentation Experimentation is encouraged, and but always [clears throat] with governance in place to protect the enterprise data.

On the other side, a global enterprise technology company is taking a workforce-wide approach, scaling AI literacy through exploration learning,

workshops, and project-based training.

AI capability is positioned not as an optional skill, but as a prerequisite for internal innovation.

Together, these are two complementary responses to the same challenge. One

brings technical expertise closer to HR, the other builds AI capabilities across the entire entire workforce.

In both cases, the goal is not just to adopt AI, but to redesign how people and technology work together.

The third and final theme is redesigning organizations.

Our main finding is that organizations are moving away from traditional job-based structures toward more skills-based talent deployment and internal mobility systems.

This redesign is happening in three interconnected ways.

First, under talent placement, organizations are making skills more visible to match people to roles, projects, and opportunities more dynamically.

Second, under flexible work, hybrid is no longer a temporary policy. It's

becoming a permanent operating model where organizations are balancing flexibility with coordination, productivity, and collaboration.

Third, under work redesign, companies are rethinking work at the task level and not just the job level.

GenAI, faster business cycles, and talent scarcity are pushing organizations to ask, "What should be done by people, by technology, or by a new combination of

both?"

both?" The core message is that organizational design is becoming more dynamic, skills-based, and closely tied to business strategy.

Our interview findings reinforce this.

And the common thread across all three areas is visibility.

On talent placement, internal mobility is still often employee-driven, but organizations are building a stronger infrastructure to support it.

Skills data is becoming the foundation for better talent-to-role matching and workforce redeployment.

On flexible work, leaders described hybrid as stabilizing.

The conversation has shifted from remote versus in-person to finding the right balance based on role, career stage, collaboration needs, and early career development.

On work redesign, workforce planning is shifting from jobs jobs to skills. A

skills framework are connecting hiring, performance, development, and a strategic planning into one integrated system.

Across all three areas, the pattern is the same. Organizations are

the same. Organizations are simultaneously redesigning the employee relationship, the use of technology, and the structure of work itself.

To bring this to life, here are two examples that reflect what we heard in both the data and the interviews.

A global media and technology company is building a skills matching infrastructure to make internal opportunities more visible.

Moving from employee-driven mobility toward proactive cross-unit talent coordination.

Also, a global software company is going a step further.

Integrating a skills data across hiring, onboarding, performance, and workforce planning. Skills are no longer just a

planning. Skills are no longer just a learning tool tool. They are becoming a shared infrastructure that shift planning from head count to capability.

Both examples reflect the same core finding.

Organizations are redesigning around a skill visibility and this is what connects talent mobility, workforce planning, and organizational design into

one a strategic system.

With that foundation, I will hand it back to Su Young to explain what this organizational shift meant for the delivery of our model.

Thanks Laura.

Uh now, let's move on to level three, HR initiatives.

First, we examine the how HR strategy is evolving.

Second, we look at how HR operating models are being redesigned, especially through closer collaboration with AI,

data, and IT functions.

Third, we explored the capabilities becoming more critical for HR professionals.

Finally, we also examined how HR roles and structures are evolving as HR becomes more embedded in enterprise transformation and organizational

redesign.

Here are some of the key findings regarding HR initiatives.

First, in HR strategy, we found that HR is moving beyond traditional policy support toward a stronger role in workforce

transformation.

In addition, skills-based workforce planning is becoming a key strategic priority along with growing attention to

employability, transparency, and trust.

Second, in the HR operating model, organizations are integrating HR more

closely with AI, data, and IT functions.

As HR becomes more closely functional and business-oriented, the role of HRBP is also becoming more strategic.

Third, in terms of HR capabilities, AI literacy is increasingly viewed as a baseline capability for HR

professionals.

Many cast partners also emphasize the importance of running agility, change leadership, and scale analytics.

Finally, HR teams are becoming more embedded in enterprise transformation efforts.

HR is playing a strategic role in work redesign, capability planning, and AI transformation discussions.

This slide provides a brief overview of the 2025 cards survey results, and I think this is well aligned with the

previous findings.

On the left side, we can see that AI-driven workforce transformation, reskilling and upskilling, and employee

experience were identified as major HR priorities.

And strategic workforce planning also remained an important issue.

On the right side, the survey highlights the capabilities expected from future HRBPs.

In particular, AI and data fluency, organizational effectiveness, business acumen, and change leadership were strongly emphasized.

Again, these results were highly consistent with the themes from our current partner interviews.

Before concluding, we would like to highlight some key tensions shaping the future of work.

One important takeaway from our research is that there is no single future of work.

While these trends appear across many organizations, there is no one-size-fits-all solution.

Actually, organizations today are navigating competing tensions.

For example, how to balance employee expectations with business priorities.

How to balance living support with productivity discipline.

How to increase personalization while maintaining feeling.

And how provide flexibility across both office and frontline workers.

In practice, organizations will navigate these kind of tensions differently based on their industry, workforce composition, and

business strategy.

To conclude, the future of work is not only about adopting new technology, but about redesigning work,

organizations, and workforce systems around them.

First, the advantage of AI comes from how organizations redesign redesign roles and responsibilities around new technology.

As a result, HR is taking a more strategic role in human-AI collaboration design.

Second, internal talent placement is becoming a strategic priority.

Organizations are seeking more dynamic ways to deploy talent, and internal mobility is also becoming

more important for attraction and retention.

Third, employee experience is no longer just HR issues.

Organizations are evaluating well-being, job quality, and burnout through through their impact on productivity, retention,

and sustainable performance.

Finally, organizations are increasingly prioritizing productivity over aesthetic expertise.

Many organizations emphasize learnability and curiosity as critical capabilities for the future.

That concludes our presentation. Thank

you for listening today, and if you have any questions or thought, we'd be happy to hear them.

Great. Thank you, Lawrence Young. Very

nice job. Uh so, again, uh happy to take any questions that you might have. I've

seen a few come in that we can start with, and then others, if you have them, please again put them into the chat or into the Q&A function. We'll be happy to

respond to your questions. So, you one of the questions that came in, you obviously emphasize a lot the idea of kind of AI human reconfiguration around

work. Um can you talk a little bit about

work. Um can you talk a little bit about how that changes HR's role specifically? As you

kind of think about this, you know, integration of AI into work, and what it means for individuals' jobs and deployment of resources, how does that kind of change

the role of HR, and specifically maybe some of the capabilities that HR will need going forward?

Yes, I can answer [clears throat] that.

Uh first, great question.

Um one thing that we found is that HR is shifting from uh support and compliance function to be an a strategic

orchestrator of work itself.

Um we heard during different interviews that they're focusing on trying to remove the transactional work such as answering

policy questions, screening resumes, pulling reports.

Um and then that free up time for HR professional to focus on higher value work like uh

work like succession planning, workforce strategy, and relationship building. So,

that is one shift in which uh the role of HR has changed uh in the past year. Uh also, the bigger

shift is that HR is now being asked it to design how humans and AI interact and work together. Uh not just managing the

work together. Uh not just managing the people side of the equation, but also uh changing the processes. So, one example

of an interview is um that now that there are tools of AI coding, they are now focusing that on what are

the skills and judgment and system design that developer needs now that AI coding

is in place. So, this is one of the main main changes of the HR role now with the introduction of AI.

Great. Thanks, Lara. So, a couple other, you know, related questions. AI is

always a a hot topic and there's several that are coming in around this topic.

So, you know, one is, you know, based on the interviews that you held, um obviously a lot of them spoke about AI. What is your sense around how the AI implementation

has been received across companies?

Maybe both from kind of the employee perspective, but also the the HR, you know, perspective. What was your kind of

know, perspective. What was your kind of sense in terms of the implementation, how smoothly or how maybe not smoothly it's been going across companies.

Yeah, I can answer that.

I think it there is definitely tension between employee and employer because employer want to adopt AI quickly

because they want to increase their productivity and performance.

But employee also want to use AI, but they also have a concern about using AI because they have

a concern about information, privacy, and they also worry about monitoring through AI and

technology. So, I think the most

technology. So, I think the most important thing to ease this kind of tension is communication and

well-prepared well-prepared change management between employee and employer. So, most of

company we interviewed highlighted that they have very structured and long-time

communication plan to their employees.

So, through this kind of careful approach they want to make sure their employee

do not worry about the company's direction and regarding uh AI and technology adoption.

Great.

So, a somewhat related question is about um you know, more and more companies are embedding AI capabilities into their performance matrix or their performance expectations.

Um you know, can you share any kind of examples of how these matrices are being used and extent to which they are kind of shaping employee productivity

and efficiency? [clears throat]

and efficiency? [clears throat] Yes, I I can answer that. Um well, as we mentioned, they are right now building the capability of experimentation with AI,

uh rewarding innovation and efficiency to what the people uh using AI can do.

Um and also they are sharing best practices within the company. This is also connected with

the company. This is also connected with the AI governance interdisciplinary groups that they have. So, once they

find uh a practice that can uh be replicated throughout the company, some companies first review it in the AR

um AI governance interdisciplinary group to make sure that this then uh is part of the policy.

One interesting um finding here is that the policy of using AI it's treated similar to

any other policy uh within the company.

So, in in which the travel expenses uh policy explain what are the limitations, what is the expectation of work of each of the employee, then they're doing

something similar for AI in which they explain where can you use it with um traffic light uh

way of see it. So,

uh green is the things that you you can use and you're expected to use. Uh

second, the yellow can be something that is only for internal use, so then you should use only the tools that are provided by the company and protect the

intellectual property. And and red is

intellectual property. And and red is sharing information that is confidential outside the company and that can put at risk um the information. So, there are

some practices that we found that they're uh putting in place to promote the performance uh of the employees with the usage of AI.

Okay. Thanks, Arthur.

So, another question that came in, you talked a lot about you know, in terms of some of the new HR capabilities, things like change management, really leading uh organizational transformation. The

organizational transformation. The question is, what is your sense around the extent to which HR talent is really kind of ready to step up to that

challenge? You know, is does HR

challenge? You know, is does HR currently have the capabilities? Um and

if not, did you hear any examples of companies kind of making investments in really ensuring their teams have the capability to lead this type of broad organizational transformation?

Yeah, I think it's a good question and I think uh most of HR leaders we interviewed

highlighted running agility and changing management capabilities. Uh

management capabilities. Uh because they are Now, they are in the middle of transformation their company

from traditional job-based, uh HR operation to AI human-embedded, uh work culture. So,

uh Yeah.

I think Yeah, let me see.

Yeah, maybe I'll just add We we ran a HRBP working group last week hosted by DocuSign out in San Francisco. And you

know, at the end we were talking a little bit about you know, what capabilities will HRBPs need going forward? And And I think there was

forward? And And I think there was consensus in the room that the biggest one is really around the, you know, organizational design, organizational effectiveness. I think what was

effectiveness. I think what was interesting about it was it wasn't viewed as a typical kind of OD type of work. It was really, I think, to many of your points, thinking about

broadly driving transformation and change in this kind of ongoing continuous fashion. You know, the sense

continuous fashion. You know, the sense is that in the past we might have had a change management initiative that had a defined start and end. But now, it's just kind of a continuous ongoing

process, right? So, it's how do you How

process, right? So, it's how do you How do you manage that kind of, uh, constant change, help employees navigate that, but also thinking,

uh, more broadly about organizational structures, design, all leading towards organizational effectiveness. And I

organizational effectiveness. And I think that touches again many of your themes around technology, human reconfiguration of work. It's It's has to do with how we

work. It's It's has to do with how we structure flexibility and think about coordination, right? So, it's It's much

coordination, right? So, it's It's much broader than I think we have often thought of organizational design. So,

I'm not sure if any of us has an exact answer and probably the the level of that capability is going to vary quite a bit across organizations, but at the same time I think it's clear that that's a

increasingly important capability for HR and probably one that we need to continue to develop because it is somewhat different than how we've often thought about organizational design or change,

you know, in the past.

Yeah. Thank you for your detailed explanation.

Uh adding your point, I think the business argument is also important because

uh as we mentioned in the tensions about future of work, organizations have uh all organizations have very different

situation and business context and business strategy. So, there is a no one

business strategy. So, there is a no one solution for every organization. So,

HRBPs must well known about their own context and the what the uh

frontline workers uh need about uh their business and their work. So, I think it is also important for future HRBPs.

Yeah, absolutely. I I I think it's not only just kind of company to company differences, but again we heard quite a bit last week where even within a particular company, depending on the type of employee, the

roles, uh you know, what that looks like may be very different from one part of the company, one employee group to another, right? So, it is

right? So, it is what you said earlier, there's no one-size-fits-all approach across every organization, but probably even within an organization, there's no one-size-fits-all

approach to what that kind of change and transformation uh looks like.

So, another question that came in is um you know, how did you find organizations are defining internal mobility?

Um you know, the are they thinking about largely in terms of permi- promotion, kind of lateral role changes, all the above? Was there kind of one cons- one

above? Was there kind of one cons- one kind of prevalent or uh most popular definition across the companies that you talked with?

Yeah, I will uh say that they're focusing on internal mobility more than than ever uh for two things. First,

um the HR information systems are allowing them to have more uh skills description of their

employees. So, that make it easier to

employees. So, that make it easier to connect to internal positions. Uh the

second reason why they're focusing on internal mobility is that uh the skills needed for the future of work and with AI introduction

uh change so rapidly that they found difficult to find people outside. So, it's easier to invest in the people that are in the

company to reskill and upskill them with the skills needed uh rather than hiring externally.

So, those two things are um making the internal mobility uh a more critical now than ever.

Yeah, and I can add on Carlos' point. Uh

during our research, we found that uh recent employees are more focusing on developing their uh career and their

skills. So,

skills. So, uh not like uh older generations, younger generations are not do not afraid of changing their

company. If

company. If So, uh the companies are trying to suggest more career development opportunity inside

company because uh the company think if they can suggest uh diverse career path

for employees, it is also can uh work as a re- strong retention opportunities for them.

Mhm.

Absolutely. I think those are all great points and you know, I think in the past we often thought of internal mobility as a way to develop people just to promote them

within organization, but I think as you're highlighting, that's still the case in some instances, but I think more and more it's about these lateral moves that are helping to diverse supply diversify employee skill

sets or as jobs change and maybe certain jobs or roles become taken over by technology, how do we redeploy individuals across different parts of the organization

uh where their skills are good match.

So, my sense is that it's probably a mix of all the things a person was asking, promotion, lateral moves. In some cases, I've even heard it's taking a step back in your career to build a new skill set

that will help you then accelerate forward. So, it's probably a mix, but

forward. So, it's probably a mix, but even more so this you know, kind of move away from just thinking about it as moving up in the the organization.

So, I think um we've tackled all the questions that have come in. Uh again, I would like to thank uh Lawrence Siang for uh a great presentation today. Uh

fantastic research. We'll be sharing out their slides. We'll be putting together

their slides. We'll be putting together a uh report that kind of elaborates some of the key takeaways from today as well and we'll be sharing that out with you.

Um all as always, want to remind you to please visit our our website Cars website regularly to kind of keep tab on our upcoming events. We're in the process of kind of winding down our

spring you know calendar of events but in the next month or two will be starting to put up events for the fall and we'll have a full slate of webcasts working groups. We have our partner

working groups. We have our partner meeting here on campus as we always do in October and we really hope that you'll be able to join us for some of those upcoming events. In the meantime, thanks again

events. In the meantime, thanks again for joining us today and we hope you take care. Thanks.

take care. Thanks.