JPMorgan’s AI rollout shows that successful adoption depends less on the technology itself and more on trust, transparency and ownership. Nick Petschek argues that L&D leaders must treat AI implementation as a cultural change effort, helping people feel safe to…
With employee engagement falling and global uncertainty rising, Nabil Verdickt argues that people need more than perks, wellbeing apps and purpose slogans. Drawing on Stoic and Aristotelian thinking, Nabil explores how leaders can restore meaning by helping people see their…
Organisations must respond to economic anxiety by designing cultures where trust and psychological safety make everyday courage possible, writes Christopher O.H. Williams. We need to help employees speak up, challenge ideas, embrace change and contribute confidently as leaders work to…
Jordan Hammerstad, L&D lead at The Josh Bersin Company, argues that L&D must step out of the course factory and into the messy reality of performance where influence evidence and business proximity decide whether change sticks. L&D needs to build…
Malvina Belgrano and Molly Zeugner reflect together on what it takes to reach the C-suite as women, from finding visible role models to challenging biased feedback and pay gaps. They argue that safe spaces, transparency and diverse leadership are essential…
Agility, for most L&D teams, is less about sprints and more about decisions close to work, safe experimentation and leading through uncertainty. Matt Smith reviews Giles Lindsay’s book The Adaptive Leader, exploring adaptive traits and cross-cultural ambition, alongside a key…
During upheaval, leaders often cling to process, but progress comes from staying close to people. Karl Green sets out a practical cycle: align the senior team on direction and commitments, coach through uncertainty with actionable feedback, pause for a midpoint…
In The Platinum Workforce, futurist Trond Arne Undheim maps how AI, IoT and biotech could reshape jobs and spawn new roles. Catherine Dock reviews the book’s practical role frameworks, credible case studies and warnings about disruption for white-collar work, and…
With youth unemployment at its highest since 2014 and junior roles drawing 100+ applicants, employers can’t afford to pass on. Giles Smith argues we’re debating costs while the education-to-work system fails a generation. The answer is redesigning organisations for an…
Somewhere between ‘settled’ and ‘stuck’, mid-career talent hits a quiet dip that drains energy and invites exits. Drawing on workplace happiness data, Kimberley Rowbottom shows why employees at the five/ten-year point feel least recognised and developed. Potential solutions include personalised…
