158 results for "Future of Work"
Future of WorkAI has already changed how candidates are found. What it hasn't changed — and what I believe it won't change in the foreseeable future — is how the best candidates are persuaded. The sourcing problem was never primarily about finding people. It was about reaching the right people in a way that makes them want to engage.
Future of WorkThe fractional executive model is growing fast — and for good reason. Companies that need senior leadership capability but not full-time senior leadership cost are finding that the trade-off works better than expected. But the model has limits that neither side of the market talks about enough.
Future of WorkFive years of data and experience have settled some of the questions about remote work and surfaced new ones. The debate has moved from whether remote work is possible to which kinds of work it suits and which it doesn't.
Future of WorkThe questions about what AI changes are legitimate. The mistake is treating the answers as settled when they are not.
OdishaOdisha has the inputs for a different trajectory. Whether it takes that trajectory is a question of policy, investment, and will.
Future of WorkAI is not just changing who does the work. It is changing what the work is worth. As AI tools raise the output floor for every knowledge worker, the question of what human talent commands — and why — is being rewritten in real time.
Future of WorkThe observable differences between great performers and good performers tend to accumulate in a small number of patterns. Not natural ability. Not credentials. The habits of mind and work that compound over time.
OdishaBhubaneswar is at an inflection point. The decisions being made now — about talent, capital, infrastructure, and the companies that choose to build here — will determine whether it becomes a genuinely compounding city or a city that always seemed about to become something more.
OpportunityThe network you were born into is not something you built. It's something you inherited. For first-generation professionals, understanding this distinction changes everything about how you navigate the world.
HiringExecutive search is not being replaced. It is being divided — into the parts that AI will absorb and the parts that become more valuable.
Future of WorkEvery few years, a new tool promises to take the human bias out of hiring and replace it with something more rigorous. The tool always underperforms on the thing that matters most: predicting whether a specific person will succeed in a specific role at a specific company. Here is why that prediction remains stubbornly human.
Future of WorkSoftware operations learned it after enough production outages. Finance learned it after enough risk events. Hiring hasn't learned it yet — but the lesson is coming. The only question is whether you're ready before the failure that forces it.
Future of WorkEvery conversation about AI and recruiting focuses on replacement. The more accurate framing is redesign. The tactical, high-volume parts of the job are being automated. What's left is more valuable — and harder.
Future of WorkAI is changing hiring. Most of the conversation about how is wrong. The changes that matter are not about automation replacing recruiters — they are about who wins the talent competition in a world where sourcing is commoditised.
Future of WorkHiring is going through the same transition that software operations went through a decade ago — from human-operated to AI-orchestrated. The companies that understand this shift will have a structural advantage. The ones that don't will wonder why their hiring keeps breaking.
Future of WorkIndia's relationship with AI is different from the relationship that Silicon Valley assumes. The constraints are different, the opportunities are different, and the version of AI that matters most for India is not the version that dominates the global conversation.
Future of WorkThe geography of talent acquisition is changing faster than most hiring processes have adapted. The companies winning the talent competition are those that have updated their sourcing model for a world where borders matter less than they did five years ago.
FrameworksFirst-generation founders carry specific advantages that consensus startup culture doesn't recognise — and specific blind spots that it doesn't warn them about. This framework maps both.
FrameworksMost hiring processes test for proxies — credentials, presentation, pedigree. Genuine talent has different signals. This framework maps what those signals are and how to surface them.
FrameworksIn engineering, a service level objective defines acceptable performance thresholds and triggers automated responses when breached. Most hiring teams have no equivalent. That is the gap this framework closes.
KalahandiWhat changes when infrastructure reaches a place that has spent decades waiting for it. And what the next decade actually depends on.
IndiaIndian cities are being shaped by decisions being made right now. The window to get them right is shorter than most people realize.
HiringVP of Product searches fail more often than they should because the brief describes what the company wants product to be, not what it currently is. The gap between those two states is the job — and it requires a specific kind of person to close it.
HiringVP of Sales is the executive search with the highest first-year failure rate. The reason is almost always the same: the company hired a sales rep who became a manager instead of a sales leader who builds systems.
HiringThe Chief of Staff is the most misunderstood hire in the C-suite support layer. Most searches fail because the company hasn't decided which version of the role it actually needs.
HiringVP of Engineering is the most technically complex executive hire a company makes. Most searches fail not because the candidate is wrong but because the brief never resolved what kind of engineering leadership the company actually needs.
IndiaRemote work did not create India's talent export. It accelerated it — and changed the terms. The shift from outsourcing to remote employment is not just a pricing story. It is a structural change in how global talent flows.
EntrepreneurshipIn 2023, HackerNoon recognised Majhi Group as a Startup of the Year in North America. What it means to win a global technology recognition while building from Odisha, India.
Future of WorkDistributed teams are not remote teams with better Slack. They are a fundamentally different organizational model that requires different hiring, different communication, and different leadership. Most companies that try it fail not because the model is wrong, but because they apply co-located assumptions to a distributed reality.
Future of WorkAI is not fixing the fundamental problem with education, which is not content delivery — it is access, relevance, and the signal that credentials send to employers. It is, however, creating new paths around the problem.
Future of WorkThe degree has not been replaced. But its dominance as a signal is eroding in specific domains, and the erosion is accelerating. Understanding where credentials still matter — and where they are being bypassed — is now a practical question for anyone building a career or a team.
Future of WorkThe most capable person in a room is not always the most visible one. Talent and visibility are different variables, determined by different things. Understanding why they diverge — and what to do about it — matters for anyone trying to build great teams or advance their own career.
Future of WorkThe most important question about artificial intelligence is not what it can do — it's whether it will expand or concentrate opportunity.
Future of WorkNot everything that seems replaceable is. The answer turns out to be less about complexity and more about something else.
OpportunityThe optimistic case for AI is that it distributes opportunity by making powerful tools accessible to everyone. The pessimistic case is that it concentrates opportunity by accelerating the advantage of those who already have it. Both are happening. The question is which one is winning.
FrameworksWhere you build shapes what you can build. Geography is not just a cost variable or a constraint — it is a strategic input that creates specific, compounding advantages when chosen deliberately.
FrameworksWhen a VP search stalls, the default response is to add more: more sourcing, more outreach, a new vendor. These are supply-side solutions to a demand-side problem. Recovery requires a different sequence.
FrameworksOpportunity alone is not enough. The question is whether individuals can convert opportunity into actual mobility. Most systemic interventions fail because they solve for opportunity without solving for the conditions that make mobility real.
FrameworksA hiring mandate is a system. Like all systems, it has health metrics. Most organisations measure outcomes — did we hire? — instead of health — is the system working? By the time outcomes fail, it's too late.
FrameworksMost hiring fails not because of bad candidates but because of bad intelligence. Three layers, working in sequence. Without all three, decisions are guesses dressed as judgement.
FrameworksOpportunity is not a single event. It is a chain — five links, each enabling the next. Understanding where chains break is how you design systems that close the gap between talent and potential.
EntrepreneurshipNobody talks about this part enough. The early years of building a company are isolating in a specific, structural way — not because you're surrounded by bad people, but because almost no one around you is doing the same thing at the same time and can truly understand what it costs.
EntrepreneurshipEveryone told me to move to Bangalore. I didn't. What I learned from building in Odisha is that the cost of not being in a hub is mostly overstated, and the benefits are almost never talked about.
KalahandiKalahandi is not just a development story. It is a living culture — Odia and tribal, agricultural and forested, ancient and still evolving. Most of what makes Kalahandi worth knowing cannot be captured in economic data. It lives in the festivals, the music, the food, and the way people take care of each other.
HiringIndia produces some of the world's best engineers. Finding one who can lead an engineering organisation — not just build within one — requires understanding a specific talent gap that the Indian engineering market has not yet fully closed.
HiringMost companies have a vague sense of what executive search involves. The reality is more structured and more consequential than most people expect — and understanding it changes how you run the process.
OpportunityWhere you are born is still the single most powerful predictor of what becomes available to you. Not because of difference — because of distribution.
OdishaOdisha is one of India's most significant manufacturing states, and most people outside the industry don't know it. Steel, aluminium, chemicals, fertilisers, and a growing petrochemical corridor. This is the industrial base that funds everything else.
OpportunityBeing the first in your family to enter a profession is not just a personal milestone. It is a specific structural position that comes with specific advantages and specific disadvantages that most people in that position don't have language for until years later.
HiringThe cost of hiring the wrong executive is not 6–9 months of salary. The actual number — and the mechanisms that drive it — is worse than most organizations have calculated.
EntrepreneurshipThe satisfaction of building from nothing is real. What's harder to explain is why it is not primarily about the outcome.
PhilosophyThe beliefs worth holding are the ones that survive contact with new evidence. Most of mine have changed at least once.
IndiaProjecting India's next decade requires holding two things simultaneously: genuine structural advantages that are real and compounding, and genuine execution risks that have derailed previous inflection points. Both are true. The outcome depends on which one wins.
HiringAI is changing what executive recruiters do. It is not replacing the judgment, relationships, and contextual understanding that determine whether a VP or C-suite search closes on the right person.
HiringNot because they're safe from automation. Because the problem worth solving isn't the task — it's the system the task is embedded in.
FrameworksWhen a mandate fails, the natural response is to add more inputs. This usually makes things worse. What looks like a sourcing problem is almost always a symptom of a failure that started several stages earlier.
OdishaParadip Port is India's second-largest port by cargo volume. It sits on Odisha's coastline, handling over 130 million metric tonnes of cargo annually. And yet Odisha remains one of the countries least economically developed states. That gap between what Paradip handles and what Odisha captures from it is the central strategic question of Odisha's economic future.
HiringThe most common thing I hear from hiring managers is 'we need someone exceptional.' After five years and 25+ placements, I have learned that exceptional is almost never what they mean.
TravelMost people carry a conservative self-image built from accumulated evidence. The people who change your trajectory are the ones who refuse your edited version. Six days on Phi Phi Island, and a woman who saw something before I did.
KalahandiEight districts. One development label. Very different trajectories. What's happening inside the KBK region tells us something specific about what kinds of intervention work — and what doesn't.
OdishaOdisha has the infrastructure inputs a startup ecosystem needs. What it is still building is the compounding layer — the density of capital, failure-tolerant culture, and peer networks that turns inputs into a self-sustaining ecosystem.
HiringIndia's executive talent pool is not a market to be accessed carefully from the outside. It is where some of the most capable operators in the world are currently working — and most global searches miss them for the same reasons.
OpportunityOpportunity doesn't appear randomly. It is the output of specific systems — some public, some private, some informal — that create the conditions under which capability connects to possibility. Understanding what those systems are and how they work is the starting point for building more of them.
TravelThe frequent traveler's advantage is not knowledge of geography or cultural trivia. It is a specific set of cognitive habits — built by repeated exposure to environments where your default mental models don't work — that transfer into almost every domain of consequential work.
PhilosophyA set of beliefs about how the world works, accumulated from a specific life in specific places. Not a philosophy. A working model — held with conviction but open to revision when the evidence demands it.
HiringRecruiting teams have always tracked metrics. The shift is toward treating hiring as a system that can be monitored, diagnosed, and recovered — before it fails.
HiringThe organizations winning the talent competition are not the ones with the best sourcing. They are the ones who can see and manage their hiring systems in real time.
PhilosophySuccess is a word that carries a lot of freight and is used to mean very different things. Getting clear on what you actually mean by it — not what the ambient culture means — turns out to be one of the more important pieces of work a person can do.
PhilosophyThe version of work that the world sees is never the whole version. What stays invisible is usually the part that costs the most.
OdishaMore than 30% of Odisha's SGDP comes from mines and minerals. When the reserves run out — and they will — what exactly are we leaving behind?
PhilosophyA system is any set of components that interact to produce an output. The output is almost never what any individual component intended. This is why fixing individual components rarely fixes the output — and why thinking in systems is a different kind of intelligence than thinking about things in isolation.
FrameworksMandate failure is not sudden. It is telegraphed, weeks in advance, through five consistent signals. Most teams don't monitor them until after the damage is done.
EntrepreneurshipThe hardest transition in a service business is not from zero to one client. It's from delivering to ten clients by running harder, to delivering to fifty clients because you've built something that scales. One is hustle. The other is architecture. Most founders figure this out only after the hustle stops working.
EntrepreneurshipThe first client is not a business milestone. It's a mirror. It shows you what you actually built, what you actually believe, and whether you can do this. Everything you learn in that first engagement — the errors, the recoveries, the moments of clarity — runs through everything that comes after.
KalahandiKalahandi has rivers. It has rainfall. It has fertile soil. It has everything a farming region needs — except the infrastructure to turn rainfall into reliable harvests. That gap between what the land has and what the land produces is one of the most fixable problems in Indian agriculture. And one of the least fixed.
KalahandiKalahandi has significant mineral wealth — bauxite, iron ore, graphite, limestone. For most of its history, those minerals have left as raw material and returned as finished goods made elsewhere. The question of who benefits from a district's natural endowments is one of the oldest questions in development economics. Kalahandi is still answering it.
OdishaWhen I was starting my first venture I was running it through VSAT because nothing else reached Junagarh. JioFiber is there now. That compression tells you most of what you need to know about what changed — and what hasn't.
KalahandiOdisha's most overlooked district has waterfalls, sacred hills, royal history, and tribal culture that most of India has never heard of. That invisibility is both the problem and, for now, the charm.
KalahandiThe people who left were not the ones who couldn't make it. They were often the best ones. The question is what that means for the place they left — and whether the pattern is permanent.
IndiaThe credential read and the capability read are two separate exercises. After five years of placing Indian executives in global roles, I know which one most hiring processes skip.
TravelMost environments run on friction as their baseline. Almaty ran differently. What a midnight flight out of Kazakhstan revealed about how environment shapes behaviour — and what that means for everything you're trying to build.
OdishaEvery year, Odisha educates tens of thousands of engineers, doctors, and managers at public expense — and then transfers most of that investment to Bangalore, Hyderabad, and Pune. The scale of this transfer is larger than most people realize.
KalahandiKalahandi ranked #1 in Odisha for Health and Nutrition under the NITI Aayog programme. That's real. But the ranking measures speed of improvement from a low baseline — not development level. The distinction matters more than most coverage suggests.
HiringThe opportunity gap is usually discussed as a problem of who gets found. The more important problem is what happens after they're found — and why the system destroys more opportunity than talent scarcity ever does.
KalahandiMost of the lessons that actually run my life came from growing up in Kalahandi, not from any formal education or professional experience that followed.
HiringA remote CTO is not a CTO who happens to work from home. The role requires a specific operating model — async-first leadership, distributed team architecture, and the ability to maintain engineering culture across geography and time zones.
HiringWeb3 leadership searches are some of the hardest to run well. The talent pool is small, the compensation structures are unlike anything else in tech, and the difference between a Web3-native leader and someone performing familiarity with the space is difficult to assess from the outside.
HiringThe 50-day executive search is not a faster version of the standard process. It is a different architecture — one designed to eliminate the four delay patterns that make most VP and C-suite searches take 120 days.
HiringMost executive search failures are diagnosed at the point of failure. The actual cause is almost always upstream — in decisions made at the start of the search that made failure inevitable before outreach began.
HiringRetained and contingency search are not two ways of doing the same thing. They are two different business models with different incentives, different quality implications, and different risk profiles for the company doing the hiring.
OpportunityThe cost of a blocked path is not just borne by the person it blocks. The world pays too — in the things that never get built, the problems that stay unsolved, the potential that never compounds.
HiringSales leadership searches generate more candidate volume than almost any other VP search — and close at a lower rate. The problem is almost always the same: the brief describes a profile that doesn't match what the role actually requires on day one.
HiringThe industry median for an executive search is 65 to 90 days. Well-run searches close in 30 to 45. The gap is almost always explained by the same set of process decisions made at the start.
HiringExecutive search fees are typically 20 to 30 percent of first-year compensation. Understanding what that fee covers — and what it doesn't — changes how companies evaluate whether retained search is the right investment.
HiringFinding a CTO in India requires understanding where the talent actually is, what moves it, and why the approaches that work in other markets consistently underperform in this one.
HiringRetained executive search is a specific model for finding VP and C-suite leaders. Understanding how it works — and how it differs from contingency recruiting — is the starting point for deciding whether it's the right choice for a given search.
OpportunityMost opportunity doesn't fail because it doesn't exist. It fails because the people who need it most don't know it's there. Information is the invisible infrastructure of opportunity.
OdishaBhubaneswar has the infrastructure of a tech hub and the early indicators of one. Whether it becomes a self-sustaining technology ecosystem depends on factors that are currently in motion but not yet settled.
OdishaOdisha's growth story is broader than most people know. Steel and mining remain dominant, but technology, pharmaceuticals, ports and logistics, renewable energy, and tourism are all expanding in ways that are beginning to reshape the state's economic profile.
OdishaOdisha produces engineering and professional talent that is capable, underpriced relative to its quality, and motivated in ways that talent from saturated markets often isn't. Most companies haven't found it yet. That's the opportunity.
OdishaOdisha is known for things that most outsiders don't know about — and not yet known for things that are becoming increasingly significant. The gap between its actual profile and its perceived profile is one of the most interesting things about it.
KalahandiNot because hardship builds character. But because certain environments select for a specific kind of operational capacity.
HiringSaaS VP searches run long because everyone is searching the same thin layer of candidates with recognisable logos. The market is not thin. The search approach is.
OdishaOdisha is not an afterthought in India's story. It is one of the original chapters. Understanding why it matters — historically, economically, and now — requires looking at the state on its own terms rather than through the lens of what it's not yet.
OdishaEconomic growth is necessary for development. But it is not a definition of it. Odisha has been growing. The harder question is what that growth has actually built.
OdishaOdisha produces more technical and professional talent than its local economy currently absorbs. The result is a diaspora distributed across Indian and global organisations — and a sourcing opportunity for companies willing to look.
OdishaOdisha's startup ecosystem is at an early stage. The inputs are accumulating — technical graduates, government support, improving infrastructure. The compounding layer is still being built. Here's an honest account of where things stand.
HiringFintech VP and C-suite searches fail for a specific reason: the candidate pool sits at an intersection most search firms don't know how to work.
OdishaOdisha's infrastructure story is one of genuine progress from a low base. Ports expanding, highways improving, rail connectivity growing, Bhubaneswar getting smarter. The gap with leading Indian states is narrowing, and the pace of investment is accelerating.
OdishaOdisha has a concentration of temples, wildlife, tribal culture, and coastline that should make it one of India's premier tourism destinations. It isn't, yet. The reasons are fixable. And the trajectory is changing.
HiringThe cost of a fragmented recruiting stack isn't the software spend. It's execution delay — and every week of delay on a VP-level search compounds in ways that don't appear on any invoice.
HiringMost VP searches don't fail because of the talent market. They fail because of four specific infrastructure failure modes that compound across every stage of execution.
PhilosophyThe average Indian lives to 72. But only about 58 of those years are spent in good health. That 14-year gap is not inevitable — and most of us are not thinking about it at all.
IndiaThese two words are used interchangeably in Indian political discourse, and that confusion is doing real damage to how we think about love of country.
OpportunityNot luck. Not access. Not advantage. Opportunity is a condition — the coincidence of capability, information, and the absence of a blocking constraint. Understanding what it actually is changes how you design systems to create more of it.
OdishaTwo thousand years ago, Kalinga controlled Indian Ocean trade from the eastern coast of India. The geography that made that possible has not changed. What we have done with it has.
PhilosophyMost people think waiting is passive. The best version of it is the opposite — you are preparing, building, becoming the person who can hold what you're waiting for.
OpportunityThere is a version of success that is purely personal — built on your own capability, captured for yourself, spent on your own life. And there is a version that compounds outward. The difference is not generosity. It is whether you understand what actually moved the needle for you.
IndiaIndia's technology story has three layers that are often conflated: the IT services legacy that built the industry, the consumer internet wave that created the unicorns, and the deep tech and SaaS wave that is now determining what comes next.
HiringThe companies treating hiring as a workflow to be completed are losing to companies treating it as infrastructure to be maintained.
IndiaThe next chapter of India's growth will be written in cities most outsiders have never heard of. Indore, Surat, Coimbatore, Vadodara, Vizag, Jaipur — these are not minor cities. They are places with real economies, real talent, and an underappreciated capacity to absorb the next wave of investment that the saturated metros cannot.
OpportunityThe mechanism is simple. The implications are profound. And almost every system we have built gets it backwards.
TravelTravel has been a more useful education than most of the formal education I received. Not because of the destinations, but because of the specific kind of disorientation that comes from being somewhere that doesn't fit your assumptions.
TravelNot every place you visit changes anything. A few do — not because of what they look like but because of what they make visible that was invisible before. These are the ones that changed something specific.
TravelMost people treat travel as consumption — experiences to accumulate, places to check off. The people who extract the most from it treat it as a system: deliberate inputs, structured observation, intentional extraction of what is transferable. The difference in output is large.
PhilosophyLearning is not a passive accumulation of information. It is an active process of updating models — and the models you hold determine which new information you can absorb and which you can't. Understanding this changes how you learn.
PhilosophyAfter five years of evaluating people for the highest-stakes roles in organisations, and a life before that of paying close attention to how people actually behave versus how they say they will, a few durable observations have accumulated.
KalahandiKalahandi's opportunity gap is not a mystery. It is the predictable output of systems that allocate investment based on what already exists, not what is possible.
PhilosophyNot a reading list. A list of the specific books that actually changed something in how I think — what the change was, and why it happened then rather than earlier or later.
OpportunityIndia is not a uniform opportunity landscape. It is a country of extraordinary concentration alongside extraordinary absence — where the same decade produces world-class engineers and districts with no functional schools. Understanding that distribution is the beginning of understanding what opportunity in India actually means.
OpportunityOpportunity gaps are not random. They cluster in predictable places for predictable reasons. Understanding the structure of where gaps exist is prerequisite to understanding what would close them — and why most interventions aimed at closing them fall short.
KalahandiThe most useful thing a place like Kalahandi teaches you is not about the place. It is about what happens inside people when something doesn't fit their picture of what is real.
KalahandiThe 184th interview, the shock of Delhi, and what I brought from Junagarh that no city gave me.
PhilosophyThe most underrated form of education is the one that happens in conversation — and most of us are not paying enough attention.
IndiaNot the India of headlines or investor pitches. The one I have watched build itself in the in-between places.
PhilosophyUpdating your beliefs is not a sign of weakness. It is what careful thinking looks like over time.
IndiaIndia built something the rest of the world is still trying to understand: open, interoperable digital rails that no single company owns.
PhilosophyTourism is often treated as a soft economic story. The numbers tell a different one.
EntrepreneurshipIn 2022, Manas Ranjan Majhi received the Indian Achievers Award for Entrepreneur of the Year. What it confirmed was more important than what it celebrated.
IndiaScale at this magnitude is not just a bigger version of building for fewer people. It changes the problem entirely.
OpportunityThe most important asymmetry of our time — and what it means for how we build systems, institutions, and companies.
OpportunityThe mission behind this work — and why opportunity, not talent, is the binding constraint on human potential.
TravelThere are places that produce a specific clarity. Langkawi was one of them, on a day when I needed it.
OdishaThe geography of where you start is more arbitrary than you think. And less limiting than people told me it would be.
IndiaWhen a country of 1.4 billion people solves a problem, the solution tends to be unusually robust. And unusually relevant.
OdishaFor a state that gets most of its press coverage during disasters, there are things it is doing better than the narrative suggests.
PhilosophyFailure teaches things that success cannot. The question is whether you are paying enough attention to extract what it is offering.
PhilosophyThe surface differences are real. The depth of similarity underneath them is consistently surprising.
PhilosophyThe debate about whether success comes from luck or preparation usually misses the more interesting question: how preparation changes the distribution of outcomes over time.
PhilosophyThe advantages of thinking long are real and underutilized. The difficulty is that almost everything in the environment is pushing the other way.
TravelThe stories worth keeping from years of travel are not the destinations. They are the unexpected conversations in between.
OdishaPeople sometimes ask why I spend so much time talking about a state most of the world cannot find on a map. The answer is about identity and responsibility.
EntrepreneurshipThe things that actually change how you build are not in any playbook. They arrive unannounced, in the middle of something else.
HiringCMO is the most inconsistently defined C-suite title in technology. The same two letters cover at least four genuinely different jobs. A search that doesn't resolve which one it's running will fail before outreach begins.
HiringThe CFO role changes more across company stages than almost any other C-suite position. A brief written for the wrong stage produces candidates who are credentialed for a company the business isn't yet — or isn't anymore.
HiringThe CTO title covers three genuinely different jobs depending on company stage. A search that doesn't resolve which one it's running will attract the wrong candidates and close on the wrong person.
HiringRemote VP and C-suite searches have a higher failure rate than in-person searches. Not because remote executives are harder to find — because the brief rarely accounts for what remote leadership actually requires.
IndiaWhy India is uniquely positioned to become an AI-first economy — and what that requires.