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Chain of Learning: Empowering Continuous Improvement Change Leaders
Enter for your chance to win a copy of "Thoughtload" by Liane Davey: http://chainoflearning.com/85Giveaway ends October 9th at 11:45pm Pacific Time.Your team isn't resisting change. They don't have room for it.It's not just workload that's overwhelming us, it's what Liane Davey calls our "thoughtload": the invisible tax on our performance and presence.Liane is an organizational psychologist who works with CEOs and executive teams leading organizational transformation. In her latest book she uncovers how complexity, decisions, and emotional weight are draining us, leaving us feeling like there's too much to do and no space left to think.We bring home what's weighing on us at work, and what we're worried about comes to the next meeting with us. We end up half-present, consumed by what's going on inside, not what's in front of us.Liane shares how to lighten the noise inside your head to focus your attention, work through what you're carrying emotionally, and get your energy back.Urgency, constant change, and the pressure to deliver aren't going away. But thoughtload is something you can manage, before it turns into leadership burnout for you or your team.You'll Learn:Why the person pushing back on your organizational change isn't a resistor, and what is actually going on inside their brainWhy we've become intolerant of iteration, and how to position a decision so that correcting course doesn't land as flip-floppingHow your team can be busy, productive, and still not moving toward the outcomeHow a heavy thoughtload keeps you from having a hard conversation, and how avoiding productive conflict makes your load heavierWhat it means to "metabolize your thoughtload", and why filling every walk and commute with input leaves no room to thinkIMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/85Connect with Liane Davey: linkedin.com/in/lianedaveyPurchase a copy of Liane's book: thoughtload.comLearn more about Liane: lianedavey.comFollow me on LinkedIn: linkedin.com/in/kbjandersonSubscribe to my newsletter: KBJAnderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comJoin us on the Japan Leadership Experience: KBJAnderson.com/JapanTripTIMESTAMPS FOR THIS EPISODE:03:00 Why it's not the workload—it's the thoughtload06:00 How thoughtload undermines team performance08:00 Why overwhelm shifts leaders from reflection to reaction11:00 Three ways to manage your thoughtload12:00 Why being productive doesn't mean you're effective16:45 The problem with having too many priorities19:00 How leaders can lighten their team's thoughtload20:45 Why your brain needs space to process, not more input23:00 What change leaders miss about resistance24:30 Why labeling people “change resistors” gets it wrong29:30 How avoiding conflict makes your thoughtload heavier32:30 Why managing thoughtload means saying no to good things36:15 When changing direction is learning—not flip-flopping37:25 What deserves to be in your thoughtload? Enter for your chance to win a copy of "Thoughtload" by Liane Davey: http://chainoflearning.com/85Giveaway ends October 9th at 11:45pm Pacific Time.
Suppliers are under pressure to quote at China speed, and most can't stand behind the numbers they're sending. The average supplier now handles around 800 RFQs a year, up from 495 in 2002, with the same spreadsheets, email chains, and handful of veterans who know where the rates live. Speed is what everyone's demanding, and accuracy is where the margin's won or lost.Jan and Tom Roberts welcome back Ted Mabley, Director at UHY Consulting, to discuss his new white paper, Closing the Cost Execution Gap. It builds on his earlier study with the Center for Automotive Research and comes out as OEMs, GM among them, press suppliers to show where every number comes from.The gap shows up after the PO. A program quoted at a 10% margin launches at 5 or 6, as engineering changes and OEM productivity demands chip away at a quote that captured one engineering level at one moment. Sending the plant manager to sales to win the margin back won't work; the OEMs are too sophisticated for that.Ted's fix starts upstream, with skilled cost engineers in the room as the bill of materials takes shape, and it runs through the data. Quote history sits in SharePoint, on laptops, and across ERP systems inherited through acquisitions, and connecting it is where he sees AI's biggest opportunity. Jan adds a pointed challenge: total acquisition cost won't drive decisions while purchasing teams are still bonused on PPV.This conversation challenges supplier leaders to stop treating quoting as paperwork. Ted's first move is deliberately small: pick one high-volume RFQ or VAVE workflow and redesign it end-to-end. The suppliers who fix one workflow now will have a template for the rest, and a cost story they can defend when the OEM asks where the number came from.Themes Discussed in This EpisodeWhy speed without cost accuracy is a liabilityEmbedding cost engineering upstream at the BOMConnecting fragmented quote, cost, and plant dataScaling the RFQ process with automation and AITotal landed cost vs piece priceWhy PPV block the total acquisition cost thinkingOEM-specific playbooks and the case for a common RFQ formatStarting with one high-volume RFQ or VAVE workflowThis podcast is powered by QAD RedZone.Featured GuestName: Ted Mabley Title: Director at UHY Consulting About: Edward "Ted" Mabley has over 15 years of experience optimizing sales and business development operations, providing customer-specific solutions catering to a wide array of industries on a global scale. He works with OEMs, tier-one suppliers, and other manufacturing companies to create transparency in their cost process and develop vendor management programs to address relevant KPIs. His experience includes active cost management in accordance with enterprise product costing procedures, as well as developing strategic business roadmaps, product visions, and sales strategies. Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Mentioned in this EpisodeClosing the Cost Execution Gap, UHY white paperAutomotive Suppliers and the Revenue Acquisition Process – Then and Now (CAR/UHY, 2025)Episode Highlights[00:03:11] Twenty Years, More Complexity: Ted's survey of tier one suppliers and OEMs revisits a 2002 study and finds RFQs moving faster, growing more complex, and landing on fewer people with the skills to get them right.[00:05:29] The Quote Is a Snapshot: A program quoted at 10% margin that launches at 5 or 6 shows how engineering changes and OEM productivity demands erode cost after the PO is issued.[00:07:05] Cost Engineering Starts at the BOM: China speed means skilled cost engineers have to join while the bill of material and vehicle requirements are still being defined, not after.[00:08:00] The Skills Gap Behind the Quote: Ted points to JCI's former cost engineering organization as a model for developing talent, a discipline that's largely been replaced by job postings for "four cost engineers."[00:09:00] AI's Biggest Play Is the Data: With quote history scattered across SharePoint and laptops, the greatest opportunity for AI is reconciling the cost buckets OEMs scrutinize first.[00:12:40] PPV Blocks Total Acquisition Cost: Jan argues that total acquisition cost won't drive decisions until purchasing teams stop being measured and bonused on purchase price variance.[00:16:44] One Playbook per OEM: Every OEM has different DNA, and until the industry agrees on a common RFQ format, suppliers need a separate playbook for each customer.[00:19:08] Start With One Workflow: Ted's recommended first move is redesigning a single high-volume RFQ or VAVE workflow end to end, then using it as a repeatable template.Top Quotes[00:07:29] Ted Mabley: "It needs to be a cost engineering team, not a cost analytics team. They need to be people-skilled who know what they're doing." [00:12:00] Ted Mabley: "It has to be automation because there just aren't enough people in the system to be able to support it." [00:19:41] Ted Mabley: "You've got to start somewhere. And you have to take a look at it from a holistic point, and you gotta be honest, right? What's working, what's not." If this episode resonated, share it with a fellow automotive leader and subscribe to the Auto Supply Chain Champions Podcast, where we're closing the gap between insight and action across the global automotive supply chain.Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.
Ron Hughley, Brandon Kiley, and Stephen Serda discuss the latest Chiefs news and preview their Week 3 matchup in Miami. Eric Bieniemy has already helped change the Chiefs' culture, and we're all having fun again! Subscribe: https://youtube.com/live/tBNBqnN3IX4 Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Chain of Learning: Empowering Continuous Improvement Change Leaders
People-centered. Learning organization. Culture of continuous improvement. We use a lot of different words to describe what we are trying to create.But do we actually mean the same thing? And if we all want it, what's stopping us from getting there? And what is the one thing that could have the biggest impact?So I asked. And you answered.Leaders and change practitioners around the world responded. There wasn't one shared definition or set of words for a people-centered learning culture. But the same essence was in almost every answer.The pressures we're all working in are real, and they're not going away. Yet the biggest impact comes from something we can influence: our own leadership behavior. And that starts with us.You'll Learn:Why "people-centered" and "learning" are intertwined concepts that support each other in creating a learning organizationHow to describe what we're trying to build to leaders who never ask for a people-centered learning cultureWhy "respect for people" means more than treating people well, and how it's fundamental to developing people and organizational successHow urgency, firefighting, and short-term pressure to deliver results exacerbate our pull toward doing rather than developing peopleWhy the environment is seen as the barrier, and leadership behavior is the lever for changeIMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/84 Follow me on LinkedIn: linkedin.com/in/kbjandersonSubscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comJoin us on the Japan Leadership Experience: KBJAnderson.com/JapanTrip TIMESTAMPS FOR THIS EPISODE:02:03 What leaders actually want from their teams04:31 Why urgency gets in the way of developing people06:17 How ego and leader behavior limit ownership08:22 When fear makes it harder to speak up and learn10:37 The biggest lever for creating a people-centered culture12:35 Why we can't wait for the system to change14:08 How caring pulls us into the Doer Trap15:47 What “respect for people” really means17:28 What people-centered leadership looks like in practice18:07 How learning happens through the work20:49 What people need to solve their own problems22:35 Start with what you can influence Enter for your chance to win a copy of "Thoughtload" by Liane Davey: http://chainoflearning.com/85Giveaway ends October 9th at 11:45pm Pacific Time.
JP and Pedone discuss the Browns culture and if tonight is a must win game for the Guardians.
The automotive industry has spent decades perfecting the physical supply chain. The data underneath it still doesn't line up, and the people walking in the door right now spot it in their first month.In this episode of the Auto Supply Chain Champions Podcast, Jan and Tom Roberts sit down with Wayne State University supply chain students Mia Bustamante and Daniel Kuzniar to hear what the working world looks like from the entry point. Both landed on live problems immediately. Mia's worked on automotive, consulting, finance, and healthcare projects, focusing on cost optimization, launch readiness, and data analysis. Daniel spent his first year of a tier one co-op on tariffs and supply chain mapping.Data is the first thing they name. In school, the set is clean, and the answer's already known. At work, the first job is finding where the data lives: one system here, another team's version there, an Excel tracker somebody built ten years ago and never explained.Daniel saw the same problem from the tariff side. Seven good forms from seven good teams, each right for its own purpose, none able to line up against the others. His ask of the industry is cross-functional data standardization, which is another way of saying you can't ask AI to make sense of silos you haven't broken.Leadership is where both land next, and they use the same word for it: context. Tell a young employee what decision the work supports and who'll use it, and the work comes back better. Give them something to own, and they stay. When his manager was out for a week, Daniel ran daily meetings for a group of co-ops and built the agenda himself. He'd never done anything like it, and the culture made it safe to try.This conversation challenges leaders to stop treating early-career talent as a pipeline problem for later. The people asking why a report exists are asking the right question, and the companies that bring them into the room early, with context and real ownership, will move faster than those still saying, "go get it done."Themes Discussed in This EpisodeWhy clean classroom data sets don't prepare students for automotiveData standardization as a cross-functional problem, not an IT projectContext as a leadership requirementGiving early-career talent real ownershipWhat a year in a co-op teaches about culture and psychological safetyAI in the classroom and on the job: use it, then verify itBringing younger employees into the room where decisions get madeWhy industry voices belong inside academiaThis podcast is powered by QAD RedZone.Featured GuestName: Mia BustamanteTitle: Supply Chain Management and Finance Student, Wayne State UniversityAbout: Mia is a student at Wayne State University's Mike Ilitch School of Business, pursuing a double major in Global Supply Chain Management and Finance. Through internships, consulting projects, and case competitions, she has gained experience across purchasing, supply chain, finance, and automotive operations. She is passionate about technology, leadership, collaboration, and the evolving future of the supply chain industry.Connect: LinkedInName: Daniel KuzniarTitle: Honors Global Supply Chain Management Student, Wayne State UniversityAbout: Daniel is the president of Wayne State University's GSCMA (Global Supply Chain Management Association) & a procurement co-op focusing on tariffs for a tier one automotive supplier. Daniel works to coordinate and standardize all types of tariff information to be simple and understandable from the top level, and as accurate as going through each entry & invoice form.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Episode Highlights[02:13] Straight Into the Deep End: Mia's worked across four industries before finishing her degree, and Daniel's first year at a tier one supplier put him on tariffs and supply chain mapping, two of the least settled areas in the business.[06:34] There's No Clean Data: Mia's biggest surprise wasn't the analysis. It was discovering that finding the data comes first, and that nobody agrees on where it lives.[08:23] Standardizing While the Rules Change: Daniel built forms and processes for tariff data while the tariffs themselves kept moving, and suppliers didn't always fill them in the same way.[11:59] Context Beats Instructions: Mia explains what separates the leaders she learned from: they say what decision the work supports and who's going to use it.[14:49] Trusted for a Week: With his manager out, Daniel ran daily meetings for a group of co-ops, handed them ownership of the calls, and learned what's possible when a culture makes it safe to try.[17:55] Verify Before You Trust It: Daniel limits AI while he's still building the skill; Mia uses it daily and checks it against a professor or a textbook. Tom makes the case that a degree without AI fluency is worth less than it should be.[22:32] Seven Forms That Don't Talk: Daniel's answer on what the industry should fix is cross-functional data standardization, and Tom traces the mess back to growth by acquisition and system convergence nobody ever finished.[24:32] Bring Them Into the Room: Mia asks leaders for the one thing a training video can't deliver: a seat in the meeting where experienced people think a problem through out loud.Top Quotes[07:11] Mia Bustamante: "School teaches you how to analyze that data, but work really teaches you how to find the data first."[14:25] Tom Roberts: "(Empowerment) gives you tools and context and removes obstacles for you and lets you do the work."[15:31] Daniel Kuzniar: "The most important thing is to empower co-ops, interns, allow them to have ownership over certain things so that they understand that responsibility going into the workforce."If this episode resonated, share it with a fellow automotive leader and subscribe to the Auto Supply Chain Champions Podcast, where we're closing the gap between insight and action across the global automotive supply chain.Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.
A SEAT at THE TABLE: Leadership, Innovation & Vision for a New Era
Why Psychological Safety at Work Matters—and Why Culture Initiatives FailMost organizations say they want employees to speak up, contribute ideas and challenge assumptions.But do employees actually feel safe doing it?When people believe speaking up could hurt their careers, they begin to self-silence. They stop questioning decisions. They hold back ideas. They see potential problems but don't mention them.And the consequences can extend far beyond employee engagement. Organizations can lose innovation, talent, productivity—and sometimes the ability to identify serious risks before they become crises.In this episode of A Seat at the Table, host Jane Singer speaks with Christina Scott, founder of Catalyzing Change, a leadership coaching and organizational development firm.Christina explains why psychological safety isn't simply about making employees feel comfortable. It's an operational strategy that can directly affect organizational performance.Why Do Workplace Culture Initiatives Fail?One of the biggest mistakes organizations make is treating culture change as a campaign.Leadership holds a town hall. Emails go out. Meetings are scheduled. Everyone talks about the new initiative.Then it gradually disappears.Christina argues that real culture change needs to become part of the organization's systems, processes and decision-making.There is also a difference between organizational change and transition. Change is what happens—a new leader, strategy, system or organizational structure. Transition is how people psychologically and emotionally respond to it.Organizations that implement change without helping employees navigate the transition risk resistance and failure.What Makes an Organization Thrive?Christina developed the THRIVE framework, six conditions she believes help create healthy organizations, teams and individuals:Trust: Can people trust each other, speak truthfully and trust their own judgment?High Standards: Does everyone understand what's expected, and are standards high enough to produce excellent work?Resources: Do employees have the staff, budget, materials and support needed to meet those standards?Impact: Is the organization achieving the impact it says it wants to create?Voice: Can employees speak up safely—and does speaking up actually make a difference?Evolution: Can the organization adapt as its environment changes?Together, these conditions provide leaders with a practical way to think about organizational culture beyond vague goals such as creating a "great place to work."What Is Self-Silencing at Work?Self-silencing happens when employees decide that the safest option is to keep quiet.They may have ideas, spot problems or disagree with a decision, but instead decide to "mind their business," do their job and go home.From the employee's perspective, silence can feel like survival.For the organization, however, the cost can be enormous.It loses ideas and innovation from people it is already paying to contribute. Eventually, talented employees may disengage completely or leave.Christina's Unmute Yourself framework addresses both sides of the problem. Organizations need to create environments where people feel safe speaking up, while individuals also need to develop the confidence and skills to express ideas, challenge assumptions and have difficult conversations.Why Is Psychological Safety a Business Issue?Psychological safety is sometimes dismissed as a "soft" workplace benefit.Christina argues that it is foundational to organizational excellence.An organization can have an impressive strategic plan, ambitious KPIs and sophisticated technology. But those systems become less effective when employees are afraid to point out problems.The consequences can become particularly serious in environments where mistakes affect physical safety.If employees see something wrong but don't feel safe enough to report it, what looks like a technical failure can actually have a people and culture problem underneath it.Leaders therefore need to model the behavior they want to see: asking questions, admitting mistakes, encouraging disagreement and creating opportunities for employees to practice speaking up.Can Workplace Culture Be Measured?Culture may seem intangible, but Christina argues that it can be measured.Instead of simply asking, "Do we have a good culture?", organizations can examine specific factors:Do employees trust leadership?Do they have the resources needed to perform?Can they contribute their ideas?Do they feel safe speaking up?Are standards clear?Do employees believe their work has an impact?Surveys, one-on-one conversations and focus groups can reveal patterns that broad questions about "culture" often miss.Why Do Good Employees Leave?Compensation isn't always the reason.Christina identifies two major factors: bad managers and unhealthy organizational cultures.Employees want to feel safe, contribute their abilities and know that their ideas have value. When they're continually told—explicitly or implicitly—to "stay in their lane," talented people can become frustrated and leave.Toxic cultures can also spread. People working around destructive behaviors may gradually begin adopting those same behaviors themselves.That's why organizations can't focus exclusively on financial and productivity targets while ignoring how people work together.Building Culture That LastsThere is no single culture solution that works for every organization.Christina favors a diagnostic approach: ask questions first, identify where the real problems exist and then develop an intervention appropriate for that organization.That could involve leadership coaching, team development, strategic planning or organization-wide support during a major change.The objective isn't to create a temporary initiative.It's to build systems and behaviors that continue working after the consultant, coach—or latest culture campaign—is gone.Episode Timestamps00:00 – Why psychological safety matters at work02:03 – Why culture initiatives fail04:50 – The six elements of the THRIVE framework08:44 – What causes employees to self-silence?11:40 – Psychological safety is a two-way street12:32 – Teaching employees how to speak up13:47 – When silence becomes an organizational risk14:56 – Psychological safety and organizational excellence16:41 – How to measure workplace culture21:07 – Why employees leave managers and toxic cultures23:48 – How toxic workplace culture spreads26:56 – Why leaders need support too28:32 – Creating sustainable organizational change29:34 – Why culture change isn't one-size-fits-all31:22 – Why early intervention mattersAbout Christina ScottChristina Scott is the founder of Catalyzing Change, a leadership coaching and organizational development firm. She has partnered with federal agencies, government, higher education institutions and mission-driven organizations to help leaders close the gap between their stated values and the everyday reality employees experience.Her work focuses on leadership development, organizational culture, psychological safety and creating sustainable change that helps people and organizations thrive.Website: www.catalyzingchange.comLinkedIn: https://www.linkedin.com/in/christina-l-scott/SEND US A MESSAGEStop starting over again each month. We'll work one-on-one build a tailor-made system you can repeat each quarter. Marketing gets done - on easy mode. Learn more about the Consistent Marketing System.Visit A Seat at The Table's website at https://seat.fm
What You'll Learn in This Episode:In this episode, Catherine McDonald is joined by Stephanie Angelo to explore why culture is the hidden process behind organizational performance. They discuss how organizations can improve processes all day long, but without a culture that supports trust, accountability, and engagement, those improvements are unlikely to stick.Stephanie explains why company culture should be viewed as a business strategy and offers a simple way to understand it: the personality of an organization. The conversation explores how leaders can intentionally shape that personality through values, behaviors, policies, and everyday interactions—and why creating a strong culture requires active involvement from senior leadership, not just middle managers or HR.The discussion also looks at psychological safety, differences in culture across teams, and the importance of creating alignment between departments. Stephanie shares practical insights into hiring for culture through behavior-based interviewing and explains how understanding a candidate's past behavior can provide a better picture of how they may contribute to an organization's culture.Finally, Catherine and Stephanie explore the growing role of AI in the workplace and why it should be used as a tool to prompt, assist, and support human thinking rather than replace it. They discuss the potential for AI to support team communication and collaboration while emphasizing the need to maintain human judgment and intentionality.Key Takeaways:1. Culture is the hidden process that determines whether improvements truly stick2. A strong company culture should be treated as an intentional business strategy3. Culture is a shared responsibility, but senior leaders must actively model and support it4. Hiring for culture requires understanding behaviors—not just skills and experienceLinks:https://stephanieangelo.com/http://www.linkedin.com/in/stephanieangelosphrhttps://www.findleansolutions.com/summit-2026/https://www.findleansolutions.com/
John Harbaugh has completely changed the feel around the Giants, and Isaiah Likely's revealing comments about training camp have Shaun Morash and Tiki Barber wondering whether everyone is actually underrating his impact. Likely describes Harbaugh's demanding, football-first approach as normal compared with what Giants players experienced in the past. Shaun and Tiki explain why Harbaugh's experience, structure and proven methods could make an immediate difference, while pushing back on direct comparisons to Brian Daboll. With players embracing the tougher environment and a new sense of professionalism surrounding the team, optimism is building over what this culture shift could mean once the Giants finally take the field.
Chain of Learning: Empowering Continuous Improvement Change Leaders
Overstepping ownership rarely looks like overstepping. It looks like moving things along.You know how something could be improved, so you give your suggestion. Work gets done, progress is visible, but the person you were there to develop doesn't build the capability they need, and the improvement doesn't sustain.Every change leader, manager, and executive does this at some point. And when we take on ownership of what isn't ours, we end up the bottleneck.As a transformational change leader at Kaiser Permanente, Anna Pessah watches this play out every day with the internal consulting team she leads, and with the physician and operational leaders she supports.We break down this challenge and share the practices to use instead. Leaders don't need to stop helping or teaching. It's about getting clear about what each person owns, and adjusting how you help based on what that leader needs in the moment.When ownership sits in the right place, people grow, improvements hold, and you have the space to do what is actually yours to do.You'll Learn:How to make ownership explicit from the start, by contracting up front and saying out loud which hat you're wearing, coach or consultant or teacherWhy leaders learn good coaching practices best by being coached, and how making your own practice visible lets others model itWhy the pull to step in gets stronger the more you care about the outcomeWhy a new practice often swings too far one direction at first, and how to find the middle without abandoning itWhen asking coaching questions stops being helpful, and how to be directive without taking over the thinkingABOUT MY GUEST:Anna Pessah leads the internal consulting team that oversees the operating system at the North Valley Service Area of Kaiser Permanente, where she coaches physician and operational leaders on strategy, management systems, and the behaviors that support a culture of improvement. She is an industrial engineer from the University of Michigan and an ICF-certified coach. Anna brings a blend of systems thinking, operational improvement, and leadership development to help leaders generate insight, turn goals into action, and build habits that stick.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/83 Connect with Anna Pessah: linkedin.com/in/anna-pessah Follow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletter Check out my website for resources and working together: KBJAnderson.comTIMESTAMPS FOR THIS EPISODE:03:16 Why change leaders struggle to keep ownership with leaders05:22 When helping starts creating dependence06:15 Building capability instead of becoming the bottleneck07:12 Why doing more can make your job harder09:23 Getting explicit about roles and ownership11:25 Why new practices require reflection and adjustment13:17 Making your leadership practices visible16:03 How to give direction without taking over22:16 What happens when leaders operate at the wrong level24:05 The personal cost of staying in the weeds25:30 Why helping can turn into overstepping27:43 When coaching questions aren't helpful31:25 The power of listening—and leaving space36:46 Why humility is essential to learning38:18 Recognizing your own pull to control39:06 Simple practices for keeping ownership where it belongs Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/
The Auto Supply Chain Champions Podcast is taking a short break this week. To listeners in the US, Jan and Tom Roberts wish you a Happy Labor Day.The next episode releases on September 14, and it turns the microphone toward the people the industry keeps saying it needs: two supply chain students from Wayne State University who have already spent time inside the workplace. Jan and Tom wanted to know what these students expected when they walked in, whether the reality matched, and how they handled the data, leadership, and the culture they found on the job. Their answers give manufacturing leaders a rare, unfiltered look at how the next generation sees the organizations they are about to join.This podcast is powered by QAD RedZone.About Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.
This week, we discuss the unsung genius of Apple Pay, AI watermarking, and why digital transformation fails without a crisis. Plus, D&D Beyond's secret character API. Watch the YouTube Live Recording of Episode 586 Runner-up Titles Special Sauce A new monkey's thing I am all for USB-C Did I like it It's all water marked' That NPC did need to be there It's Pre-Watermarked We Need to Touch Grass More Send Us Your APIs Rundown Apple Pay Chief Jennifer Bailey Retiring in October AI Watermarking's Unintended Consequences Anthropic says it will watermark text generated by its AI models Google will now allow users to remove visible watermark from its AI generations Why "It's People, Not Tech" Never Actually Changes Anything The Chief Therapy Officer, Job Titles as Culture Change, and AI as Spreadsheets, with Bryan Ross Platform Engineering ROI: What it costs to build your own platform How Duolingo uses AI to create lessons faster Silver Lake's Workday Buyout Talks Could Be the First 'SaaSpocalypse' Opportunity Relevant to Your Interests Limitless: An AI Podcast | The NVIDIA Bank: Jensen's $500B Wall Street Deal and GPUs as an Asset Class Inside North Korea's Operation to Conquer the American Job Market The shapeshifter's little brother Even Claude Is in the Dark About Dario Amodei's Wife—and Her Influence at Anthropic Broadcom Shares Plunge on Major VMware Security Threat IRS Proposes Simpler Process for Retirement Rollovers The Actual Reason Why Google "Fell Out" of the AI Race Changes Everything Stripe is reportedly in talks to buy PayPal Andreessen Horowitz Focus of DOJ Probe Over Board Directors Tech CEOs Overwhelmingly Distrusted by Young: Study Farewell, Mico: Microsoft's cute little AI blob is going the way of Bob Microsoft kills off unsuccessful AI features while merging its separate Copilot apps Google may retire Gems in October, forcing Skills migration OpenAI replaces revenue lead as Greg Brockman builds his presence OpenAI CFO Friar tells investors that enterprise business now bigger than consumer by revenue OpenAI sheds senior execs in pre-IPO refresh OpenAI's Brockman brushes off concerns about leadership changes in CNBC exclusive Anthropic CFO Krishna Rao is leading early IPO meetings with investors and has not discussed valuation, sources say Anthropic in Talks to Buy AI Startup Decart for $6 Billion Listener Feedback Milestone iOS App Conferences WeAreDevelopers NA, Sept 23-25, 2026, Discount Code: DEVPOD50 25 Free Tickets DevOpsDays Graz, Sept 4-5, 2026 Cloud Foundry Summit, Sept. 21st to 22nd, Heidelberg, Coté speaking. DevOpsDays Rockies, Sept. 22 – 23, 2026, Discount Code: 26DODSWEDEFTALK DevOpsDays Dallas, Sept 28-29, 2026 DevOpsDays Vilnius, Sep 30 - Oct 1, 2006 DevOpsDays Istanbul, Oct 24th, 2026, Coté keynoting. VMware User Group, Orlando, Oct 20-22, 2026 Cloud Native Denmark, Nov 19th, 2026, Copenhagen, Coté keynoting. SCALE 24x Pasadena, CA, April 1-4, 2027 SDT News & Community Join our Slack community Email the show: questions@softwaredefinedtalk.com Free stickers: Email your address to stickers@softwaredefinedtalk.com Follow us on social media: Twitter, Threads, Mastodon, LinkedIn, BlueSky Watch us on: Twitch, YouTube, Instagram, TikTok Book offer: Use code SDT for $20 off "Digital WTF" by Coté Sponsor the show Sponsor more podcasts with Failover Media Recommendations Brandon: TextSniper Coté: the dndbeyond.com API for AI: curl -s "https://character-service.dndbeyond.com/character/v5/character/145972701"
M94 has launched in Star Trek Fleet Command... and it is an absolute disaster. Missing Battle Passes, duplicate $99 offers, disappearing events and dailies, broken rewards, cache problems and a mysterious tutorial running amok turned what was supposed to be a relatively simple launch into chaos. Tonight DJz and Griffin break down everything that went wrong, Scopely's compensation response, the communication failures behind the scenes, and why Cameron Stewart apparently had enough. Then comes the BIG news: Conor is out as General Manager of STFC. We discuss what DJz learned from conversations surrounding the situation, Cam's push to change the culture inside the team, the battle between the “old guard” and a more player-first approach, and whether this is finally the accountability the community has been asking for. Plus, we talk Alliance Tournament changes, monetization, communication transparency, the “trust gap,” and why one of STFC's worst launch days may unexpectedly become one of its most consequential.
Chain of Learning: Empowering Continuous Improvement Change Leaders
Profit or cash. Efficiency or flexibility. Speed, or doing it right.Leaders feel like they have to make trade-offs like these all the time. But the choice often isn't real.Some contradictions are unavoidable. Others only look that way until you understand the real problem. The most effective organizations realize they don't have to pick a side if they can resolve the underlying tension.Olivier Larue has spent three decades helping companies do this, which he's documented in his three-book series The Toyota Economic System: a philosophy about people and society, the technical design that turns it into results, and the management practices that keep it alive through continuous learning.The real breakthrough is never the tools, optimizing one part of the system, or making unnecessary tradeoffs. It's how every part connects, and understanding the real problem to solve, so people remain the focus and results last.You'll Learn:How to tell a contradiction that's real from one that only looks real, so you stop choosing between things you can't afford to loseWhy an economic lens, not an operational one, changes where you look for the answerWhy the number and order of Toyota's seven wastes aren't arbitrary, and why the first one drives how you understand the restWhy declaring people "empowered" means nothing without the conditions that let them act on itHow respect for people extends to avoiding layoffs even in downturns, and why that matters in a world of AI and supply chain disruptionsABOUT MY GUEST:Olivier Larue was trained by Toyota Motor Corporation and has spent thirty years helping Fortune 500 companies design and implement industrial manufacturing solutions, including more than a decade as a consultant with TSSC, the Toyota Production System Support Center, and hands-on work in the biopharmaceutical industry. He is the founder and president of Ydatum, and the author of the three-book series The Toyota Economic System.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/82 Connect with Olivier Larue: linkedin.com/in/olivierlarue Purchase a copy of The Toyota Economic System (three-book series): https://www.amazon.com/Toyota-Economic-System-Environmental-StewardshipLearn more about Ydatum: ydatum.com Follow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletter Check out my website for resources and working together: KBJAnderson.com Join us on the Japan Leadership Experience: KBJAnderson.com/japantrip TIMESTAMPS FOR THIS EPISODE:02:43 How a NUMMI experience shaped Olivier years later05:14 Why call it the Toyota Economic System?09:42 Profit vs. cash: the trade-off companies get wrong12:32 Why Just-in-Time doesn't mean zero inventory16:30 What happens when company values and work conflict20:20 Why leaders have to “earn” how they manage21:42 Why Toyota's seven wastes are in a specific order23:38 The hidden cost of human waiting27:20 Why leadership skills alone aren't enough30:05 Why organizations keep repeating the same problems31:26 What Andon actually means for empowerment35:17 The leadership response that makes problems safe to surface39:16 Why Toyota can avoid layoffs during downturns44:30 The unanswered question about AI and economic growth48:30 How enthusiasm turns pull into push50:44 Why isolated improvements don't transform systems54:35 Refusing the either/or trade-off Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/
Discover how insurance—often seen as dull—actually powers our world and is evolving at lightning speed thanks to artificial intelligence. What happens when an industry rooted in caution becomes a hotbed of technological innovation? On this episode of Thrive LouD, Lou Diamond welcomes Nick Lamparelli—the self-proclaimed "Insurance Nerd"—to explore the unexpected excitement, challenges, and opportunities in insurance as it enters the AI era.You'll learn how agentic AI is transforming underwriting, claims, and customer experience, what makes insurance a foundational yet underappreciated societal force, and how culture and regulation are just as crucial as tech when it comes to industry change. Nick Lamparelli also reveals why insurance professionals and non-professionals alike should care about these shifts, and what the future might hold for an industry that touches every facet of our lives.Plus: Make sure to check out the new podcast series hosted by Nick - The Agentic Insurer: The New Frontier of AI.00:00 Intro and Welcome00:41 Who is Nick Lamparelli?01:44 Nick's Unexpected Path into Insurance03:07 Building and Celebrating the Insurance Community05:07 Why Insurance is a Great Human Invention07:17 Insurance and Tech: Past and Present09:22 AI's “Hockey Stick” Moment in Insurance11:17 Agentic AI Explained13:18 Agentic AI's Impact on Industry Pros and Consumers15:10 What Happens to Underwriting—and Underwriters—Now?17:11 Speed and Efficiency for Policyholders18:54 The Claims Process: Fraud, AI, and What's Changing21:58 How AI is Used for Detecting—And Committing—Fraud23:07 “The Agentic Insurer” Program and What Listeners Gain27:27 Culture Change, Regulation, and Lessons for All Industries30:25 Where to Find Nick & Final Thoughts32:10 Fun Street: Nick's Favorites and Rapid-fire Q&A36:07 Closing
"McElroy & Cubelic In The Morning" airs 7am-10am weekdays on WJOX-94.5!See omnystudio.com/listener for privacy information.
The automotive supply chain runs on scale. Volume buys capacity, amortizes tooling, and puts a buyer at the front of the queue. Karma Automotive builds roughly 150 vehicles a year, so none of that leverage exists. A traditional tier-one scrap earns more in a week than Karma needs in twelve months.In this episode of the Auto Supply Chain Champions Podcast, Jan Griffiths and Tom Roberts sit down with Juan Lalinde, Director of Global Purchasing at Karma Automotive, the California ultra-luxury automaker built from the assets of Fisker. Juan sources a company where a $2 million tooling quote sits against a 150-unit build year.His model is not a smarter algorithm. It is a stronger network. AI clears the noise, and the non-value-added work, and the doors still open the old way, through a knock, an introduction, and a supplier who wants a shot at ultra-luxury. Juan calls it HI. Human intelligence.That approach got tested. Karma pulled a structural program out of Northern Europe, where the Fisker-era extruders had merged, closed, or scrapped the tooling, and localized it with a supplier in Tijuana, two hours down the road. Requalification finished. The tooling was paid for. Then the tariffs on Mexico landed. Juan ran the numbers, saw that China carried heavier-duty and domestic quotes at 10 times the cost, and chose to stay and work the problem with the supplier.What came out of it is a different kind of negotiation. Karma hands the supplier the schedule: deliver 100 parts by the date, and run the job at 1:00 in the morning if that protects the capacity, paying their bills.Juan is also clear that Karma is not a pure EV. The motors are electric, and the engine exists only to charge the battery, which takes charging infrastructure out of the decision, where it still stops buyers.Most supply chain leaders will never buy at 150 units a year, and the lesson holds anyway. When volume stops doing the negotiating, what is left is the relationship, the speed of the call, and whether the supplier believes the business is going somewhere. That work does not automate.Themes Discussed in This EpisodeSourcing when scale is not on your sideWhy relationships still open doors that data cannotAI for the noise, human intelligence for the decisionLocalizing to Mexico and absorbing a tariff shock with the supplierDeveloping small suppliers from ISO to IATFSchedule flexibility as a low-volume negotiating toolEREV and the charging anxiety are still holding buyers backBrand desirability as a sourcing assetThis podcast is powered by QAD RedZone.Featured GuestName: Juan LalindeTitle: Director of Global Purchasing, Karma AutomotiveAbout: Juan is Director of Global Purchasing at Karma Automotive, with extensive experience in global supply chain management and process improvement. Known for driving operational efficiency and leading high-performing teams, Juan has delivered multimillion-dollar savings and innovative solutions across the automotive and technology sectors. Juan holds an MBA from the University of San Diego and is fluent in English and Spanish.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Mentioned in the Episode:Beyond the Bottleneck: The State of AI in Automotive Manufacturing and What's Next, the QAD webinar with Automotive NewsMarques McCammon, CEO of Karma Automotive, on The Automotive Leaders PodcastEpisode Highlights[03:11] The Phoenix in the Portfolio: Juan describes the third-generation Revero as the proof of everything Karma has engineered since 2020, with the Gyesera, the Ivara, and the Kaveya super coupe behind it.[04:10] Volume Buys You Nothing: Traditional tier ones and twos scrap more in a week than Karma needs for a year, so the search is for a partner who cares about the part rather than the quantity.[06:16] Everything Matters at 150 Cars a Year: Juan walks through the paint shop and the body-in-white line, where the goal is to give skilled people their time back and keep rework from stealing it.[08:09] “I Know a Guy” Is a Sourcing Strategy: Karma finds the operator who left a big tier two to open a shop, checks for ISO certification, and develops them toward IATF. If they grow, Karma grows.[09:30] AI Clears the Noise, HI Opens the Door: Juan draws the line between what AI is good for and what still requires a person, and explains why Karma has had to hear a lot of noes to get its yeses.[14:56] Not a Pure EV, and That Is the Point: The powertrain is electric, and the engine only generates power for the battery, which Tom credits as a direct answer to range anxiety.[19:19] The Tariff That Landed After the Tooling: Karma localized an aluminum program to a Tijuana supplier, invested in tooling, and then watched duties on Mexico appear. The relationship, not the contract, carried the cost conversation.[21:00] Hand the Supplier the Schedule: Forecasting and open communication let Karma work around a supplier's capacity instead of competing for it, which is how a 100-piece order stays welcome.Top Quotes[08:09] Juan Lalinde: "The automotive is a big industry, but it's a small space."[09:30] Juan Lalinde: “Even though AI is the future, for us, HI, human intelligence, is what's taking us to the next step.”[16:57] Juan Lalinde: “It's a game of Whac-A-Mole. It's like a trivia pursuit but with tariffs. You don't know what you're gonna get in the next roll of dice.”If this episode resonated, share it with a fellow automotive leader and subscribe to the Auto Supply Chain Champions Podcast, where we're closing the gap between insight and action across the global automotive supply chain.Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.
Chain of Learning: Empowering Continuous Improvement Change Leaders
Your leadership style isn't the problem. Your default is.The gap between how you're leading and what the person in front of you actually needs is one of the most common and most invisible places leaders get stuck. Most of us default to one mode and don't notice the mismatch until something breaks down.Suzie Bishop has spent over a decade at the Center for Leadership Studies helping leaders close that gap and strengthen their leadership effectiveness. Her new book, Situational Leadership, puts nearly sixty years of research into a practical framework for reading the situation, building leadership flexibility, and adapting your approach.Suzie walks through the four leadership styles, how to read what someone needs in a given situation, and how to adapt your approach to coach, develop leaders, and lead through influence.The best leaders don't pick one style and commit. They pause, assess the situation, and flex to have the impact you intend.You'll Learn:Why "leadership is influence" reframes how you lead, and why influence has nothing to do with manipulation or controlHow to diagnose what someone needs, and why one person can require four different approaches in the same conversationHow leadership flexibility and adaptability differ—and why knowing the styles isn't the same as knowing when to use themWhy only asking coaching questions can leave people stuck, and how to know when to step in with more directive leadershipHow the "power of the pause" helps you move from reacting out of habit to adapting with intentionABOUT MY GUEST:Suzie Bishop is VP of Product Development at The Center for Leadership Studies. She's a Certified Professional in Training Management, a Stakeholder Centered Coach, and a Marshall Goldsmith 100 Coach. Suzie is co-author of Situational Leadership: The Model for Leading Others, Navigating Change and Unlocking Performance and is currently writing her next book, Match: How to Meet Leaders Where They Are, with Marshall Goldsmith.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/81 Connect with Suzie Bishop: linkedin.com/in/suzie-bishop Purchase a copy: Situational Leadership: The Model for Leading Others, Navigating Change and Unlocking Performance by Suzie Bishop and Sam ShriverMatch: How to Meet Leaders Where They Are by Suzie Bishop and Marshall Goldsmith (November 2026)Learn more about The Center for Leadership Studies: situational.comFollow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletter Check out my website for resources and working together: KBJAnderson.com Join us on the Japan Leadership Experience: KBJAnderson.com/japantrip TIMESTAMPS FOR THIS EPISODE:02:52 Why leadership is influence, not control04:43 Creating the conditions without controlling06:51 What Situational Leadership looks like in practice07:35 Flexibility vs. adaptability: the critical difference07:48 The four Situational Leadership styles11:41 How to recognize your natural leadership tendency13:08 When asking questions isn't effective coaching16:46 How to be directive without taking away ownership17:37 The cost of not adapting how you lead21:37 Why organizations need a common leadership language24:05 Creating the conditions for people to ask for help25:24 The leadership challenge even top executives struggle with29:06 How to give direction without taking over30:33 Influence versus control when you have authority31:06 Three types of power that shape your influence32:51 Why trust is your most important source of power36:02 The difference between flexibility and adaptability37:08 Practice an intention pause before you respond Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/
Resilience is the most used word in automotive, and one of the least staffed functions in it. It turns up in board decks, on conference panels, and in webinar titles, and then the next disruption hits, and the response doesn't look any different from the last one: a war room, a handful of empowered people, and a lot of luck.In this episode, Jan Griffiths and Tom Roberts sit down with Ambrose Conroy, CEO of Seraph, to put structure behind a phrase most leaders use loosely. Ambrose built his firm on crisis work, and his answer to the resilience question isn't a mindset. It's an org chart. Build an office of resilience, staff it full-time, and have it report to the CEO or the board.The model already exists outside automotive. Shell and Apple run standing teams that watch their value chains down to raw material pricing, and Apple's got roughly 100 people doing it. Toyota does the same work without giving it a name. What separates them from most OEMs and tier ones isn't intent. It's the ability to see across their own data.That's where most companies stop. Multiple ERP instances, disconnected PLM systems, and dozens of cross-reference tables make it slow to answer a simple question: what stops if the rare earth supply is disrupted, or if an earthquake takes out a plant in Japan? Ambrose and Tom are blunt about what dirty master data does to AI. It drifts. It hallucinates. It returns alerts nobody can act on.Speed is the second half of the argument. In the Novelis disruption, three OEMs faced the same problem. One had an alternate capacity locked in within 48 hours. One followed the full qualification process and lost weeks. The third didn't really know what was going on.The mindset shift is the hard part, and Jan says so plainly about her own years running the supply chain. Nobody wants to fund headcount against a risk that hasn't happened yet. The leaders who fund it anyway will be the ones still shipping when the next choke point closes.Themes Discussed in This EpisodeWhat an office of resilience actually doesWhy resilience fails as a part-time assignmentBoard and CEO ownership of enterprise riskMaster data as the foundation of risk visibilityChoke points, commodities, and what-if modelingThe end of the annual cost-downDecision speed as a competitive advantageMeasuring resilience against competitorsThis podcast is powered by QAD RedZone.Featured GuestName: Ambrose ConroyTitle: Founder and CEO of Seraph ConsultingAbout: Ambrose is the Founder and CEO of Seraph Consulting. He founded Seraph to solve complex, bet-the-business problems for clients and to be the go-to partner for driving operational excellence. Before founding Seraph, Ambrose served as Vice President of Supply Chain Solutions at NAI Global and led the West Coast Global Business Transformation Group at PA Consulting, where he specialized in due diligence, crisis management, and strategic transformation. He began his career as a consultant at CSC.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Mentioned in the Episode:Seraph choke point analysis webinar deckEpisode Highlights[00:04:35] What an Office of Resilience Is: Ambrose anchors it to the board risk committee mandate. The office exists to protect your ability to deliver today's products and services, no matter what happens.[00:05:34] Seeing Across Your Own Data: The blocker isn't strategy. It's architecture. Most OEMs and tier ones have built systems that can't give anyone a cross-enterprise view.[00:07:57] AI Drifts on Dirty Data: Fifty reference tables and disconnected PLM systems produce alerts nobody trusts. Tom points out that's exactly where big data analytics projects fell over a decade ago.[00:09:04] If It's Not in the System, It's Risk: Working around the system of record feels faster in a crisis, and it's what leaves you people-dependent when things start going wrong, and people get tired.[00:13:44] The Cost-Down Era Is Over: Annual price decreases aren't coming back. Ambrose argues that if you're not running the what-if scenarios, the crisis and chaos will cost you far more than the five or ten strategic heads you didn't want to fund.[00:16:45] Who Owns It: CEO, CFO, or board. Anywhere below that, silos and politics kill it before it's produced anything.[00:19:42] Part-Time Doesn't Work: You need full-time people from finance, legal, supply chain, and strategy, led by someone with the standing to challenge peers. Ambrose calls it a grooming ground for future senior executives.[00:22:02] Three OEMs, One Disruption: The Novelis situation exposed the gap between empowered decision-making and process compliance, measured in weeks of lost capacity.[00:24:09] Measuring Risk You Prevented: Purchasing savings as a metric is done, and Ambrose points to an OEM that skipped a volume-specific contract to capture some. Success is relative now: how fast your organization absorbs disruption compared with direct competitors.Top Quotes[00:06:33] Ambrose Conroy: "It's not just getting out of China, it's not just regionalization, it's making sure you have business continuity moving forward, no matter what."[00:16:15] Ambrose Conroy: "So an office of resilience needs to be able to take that into account, and you need to have the data to do it. But you also need to have the organization, you need to have the will, and you need to have the sponsorship from a board level or a CEO level to make it work."[00:27:00] Ambrose Conroy: "There's a lot of choke points out there right now that could close, thinking through those proactively and comparing how your organization performs to those of your direct competitors is the cleanest way to measure the impact and success of the office of resilience."If this episode resonated, share it with a fellow automotive leader and subscribe to the Auto Supply Chain Champions Podcast, where we're closing the gap between insight and action across the global automotive supply chain.Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.
Chain of Learning: Empowering Continuous Improvement Change Leaders
Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/How many problems are actually visible in your organization?Research shows senior leaders see just 4%. The other 96% stay hidden — invisible, yet still there. And some aren't even recognized by employees as problems anymore, because they have become the norm.We all say we want psychological safety. But you don't get it by saying you want it. People-centered leadership is about creating conditions for people to speak up and highlight issues by how you, and leaders across your system, respond.Recorded live with a group of global leaders participating in my Japan Leadership Experience in May 2026, this special episode celebrates the sixth anniversary of Learning to Lead, Leading to Learn. You'll hear Isao Yoshino, a 40-year Toyota leader and the subject of my book, reflect on three of the book's most talked-about stories.These examples bring two of Toyota's mottos to life, "bad news first" and "no problem is a problem," and show why a leader's response is what turns problems into a culture of improvement:How his manager's response to a huge paint-shop mistake in his first months at Toyota shaped how he saw a leader's roleHow andon — signaling a problem and stopping the line — changed the culture at NUMMIHow he found the courage to highlight his failing water ski boat business to President Fujio ChoWhether on the front line or in the boardroom, creating the conditions where bad news comes first, and support follows, is what builds a culture of excellence.You'll Learn:Why a leader's response to a mistake is fundamental to effective leadership and matters more than the mistake itselfThe two actions behind a bad-news-first culture: respond down to help, not blame, and signal up when something's off courseWhy andon is a leadership practice, not just a factory signal, that works from the shop floor to the executive suiteWhat the NUMMI turnaround shows about culture change: people adopt a better way when they discover it, not when they're toldWhy "thank you for this mistake" is the keystone move for building psychological safetyABOUT MY GUEST:Isao Yoshino spent forty years at Toyota, from the late 1960s to the early 2000s, where he helped shape the people-centered learning culture the company is known for today. He was a key leader in the Kan-Pro senior-management development program and led the training of the American managers at NUMMI, the Toyota-GM joint venture, where he hired John Shook. He is the subject of Katie Anderson's Shingo Publication Award-winning book, Learning to Lead, Leading to Learn.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/80Order your copy of Learning to Lead, Leading to Learn: LearningToLeadLeadingToLearn.comFollow me on LinkedIn: linkedin.com/in/kbjandersonSubscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comJoin us on the Japan Leadership Experience: KBJAnderson.com/japantripTIMESTAMPS FOR THIS EPISODE:02:18 Andon: Why a leader's response matters03:16 The paint mistake that shaped Mr. Yoshino's leadership05:28 Why Mr. Yoshino was thanked for his mistake09:34 The leadership lesson that lasted 40 years11:22 Why Toyota starts every leader on the front line12:18 Inside the early days of NUMMI17:13 Why workers were afraid to stop the line23:34 What changed the culture at NUMMI24:40 Why leaders only see 4% of problems25:16 Responding down instead of blaming25:50 Asking for help at the leadership level28:43 Why President Cho flew to a failing business34:17 The power of bad news first35:54 Mr. Yoshino's biggest leadership regret38:19 When doing it yourself becomes the problem39:05 The response that creates culture40:28 The two behaviors every leader needs42:02 Two questions to reflect on this week Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/Purchase a copy of "Learning to Lead, Leading to Learn" or gift a copy to your team: http://learningtoleadleadingtolearn.com/
The disruption isn't coming. It arrived with dates attached. July 1 brought the USMCA review, and Canada got left in the cold. July 20 marks the end of the Section 301 investigations. July 24 is when the Section 122 tariffs, currently capped at 10% and set to expire, have no automatic renewal. Q2 wasn't a quarter to review. It was a quarter to survive.In this host-only Q2 review, Jan Griffiths and Tom Roberts trade the guest chair for a hard look at a quarter that refused to sit still. Trade policy moved. Commodity prices moved. The talent question moved. And underneath all of it sits the problem QAD has named for years: manufacturers don't have a data problem, they have an execution problem.The trade math keeps splitting into smaller pieces. Companies may soon have to separate US and Canadian content, then carry that split through every tier of the chain, where country-of-origin data was already hard to trust. Commodities pull the same thread. With the Strait of Hormuz closed at the time of recording, oil spiked, and aluminum, resin, and plastics moved with it. Tom describes tier ones already using AI to catch index swings against exploded BOMs and recover costs that were once hidden in one analyst's spreadsheet. The data was always there. The speed wasn't.Then there's resiliency, the word every leader defines differently. Jan and Tom settle on a working one: know where your risk sits, and be ready when something breaks. The Novelis fire, a single Nylon 12 plant, an earthquake that takes out paint for the F-150, none of these are hypothetical, and AI now lets a team model that exposure across a region before it lands. The quarter closed on the people who inherit it all. Universities call AI cheating. The employers hiring those same graduates expect it on day one. That gap is real, and it starts to close on a plant floor, not behind a screen.Q2 proved the old playbook can't keep pace. The leaders who win the back half won't wait for stability that isn't coming. They'll have built the data, the scenarios, and the bench before the next headline makes the decision for them.Themes Discussed in This EpisodeUSMCA and the cost of a 10-year breakupSection 301 and Section 122: the tariff deadlines that matterSplitting US and Canadian content across every tierWhy do what-if scenarios decide who holds the marginCommodity volatility and index-based cost recoveryUsing AI to model geopolitical risk in real timeResiliency: knowing where the risk actually sitsPreparing the next generation for an AI-first plant floorThis podcast is powered by QAD RedZone.About Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Mentioned in the Episode:Building the Next Generation of Supply Chain Leaders with Professor Leah Wolf Episode Highlights[02:15] The USMCA Cold Shoulder: The July 1 review signaled the US has little interest in keeping Canada and Mexico together, and this breakup will be bumpy.[03:33] The Dates That Decide Q3: July 20 and July 24 bring Section 301 and Section 122 to a head, with 12.5% duties on 46 countries in play.[05:23] Splitting Content Across the Tiers: Separating US and Canadian content means multiplying already-hard country-of-origin data through every supplier tier.[06:52] What ETL Actually Means: Tom breaks down extract, transform, load in plain terms, and why clean data decides your tariff exposure.[11:00] The Spreadsheet Nobody Can Read: AI can flag index movements for cost recovery instead of trusting the one analyst who understands the file.[12:10] Resiliency Starts With Risk: Know where your exposure sits and have a plan ready before the next plant fire, earthquake, or closed strait.[14:51] From Failed Pilots to Real Wins: AI pilots succeed when they start with a known problem and a defined outcome, not "let's apply AI and see."[17:45] Build the Bench on the Plant Floor: Students need real plants and real AI tools, closing the gap between how they learn and how they'll be expected to work.Top Quotes[06:33] Tom Roberts: " Clean data is going to be incredibly important with those product codes, product classifications to understand what is actually exposed to tariffs, what's not, and I think AI is gonna play a big part in helping to automate some of the cleanup and transformation. "[12:10] Jan Griffiths: "Resiliency is really, step one is understanding where your risk is and being ready when something breaks."If this episode resonated, share it with a fellow automotive leader and subscribe to the Auto Supply Chain Champions Podcast, where we're closing the gap between insight and action across the global automotive supply chain.Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.
Send us a Positive Review!Series Title: Torn: Why People We Love are Leaving the Church & What We Can Learn from Them [Part II of III]In this fascinating episode, guest author Jeff Strong & Valerie tackle several key points that Jeff courageously and gently addresses in his bestselling book Torn: Why People We Love are Leaving the Church & What We can Learn from Them.Today, Jeff & Val lay out several culture issues that are pressuring the need for churches to adapt-not because people are becoming less and less "spiritual"...but because evolution is an upward spiral and human beings entering new stages of faith development have different needs. If these needs are not acknowledged; or if they are vilified, shamed, or pathologized- they will go away. We are seeing this at record rates in the LDS church. Listen in as Jeff and Valerie clarify not only why so many lifelong multi-generational Latter Day Saints are leaving--but also share how spiritual growth/ differientiation & community belonging need not be mutually exclusive.Jeff's book Torn linked HERETimestamps:00:00 Welcome and Book Setup01:38 Recap and Survey Numbers03:13 Seeing and Humility10:12 Culture as Soil Metaphor15:44 Acceptance and Faith Stages25:19 Fear to Hope and Growth29:18 Four Storms Shaping Belief37:19 Culture Change and Margins45:44 Diversity and Balanced Energy51:05 Next Episode Preview and ClosingSupport the showStories of Healing: Live Event July 30th in SLCSupport the showListen, Share, Rate & Review EPISODESFriday Episodes Annual Access $89Friday Episodes Monthly Access $10Valerie's Support & Processing GroupsGift a ScholarshipDownload Free ResourcesVisit our Website
Howard Robertson had every reason to go down the wrong path. His parents died. His siblings were in the streets. But instead of following them he chose corrections — and over a 22 year career from the late 1970s to the early 2000s he rose from correctional officer to captain to deputy warden to warden of Rikers Island — the largest and most violent jail in America. In this episode of Locked In with Ian Bick, Howard pulls back the curtain on everything — from his brutal upbringing to what made him choose corrections to what Rikers Island looked like from the inside during its most violent era to the notorious inmates he encountered to how programs reduced violence to how politicians destroyed what it could have been to the problems with closing it and what the future of Rikers Island really looks like. _____________________________________________ #rikersisland #jail #truecrimestories _____________________________________________ Thank you to FACTOR & GLD for sponsoring this episode: Factor: Head to http://factormeals.com/lockedin50off and use code lockedin50off to get 50 percent off and free daily greens per box, with new subscription only, while supplies last until 09/27/2026. (See website for more details). _____________________________________________ GLD: New customers get 40% Off with code LOCKEDIN at https://www.gld.com/ _____________________________________________ Connect with Howard Robertson: https://www.amazon.com/Student-Game-Become-Unstoppable-Smarts/dp/1977283896 _____________________________________________ Hosted, Executive Produced & Edited By Ian Bick: https://www.instagram.com/ian_bick/?hl=en https://ianbick.com/ _____________________________________________ Timestamps: 00:00 Howard Robertson's Unlikely Journey 01:12 Overcoming Tragedy and Choices 02:29 Early Mindset: Learning from Role Models 03:53 Shooting for the Moon: Mentorship & Goals 05:02 Rising Above Average Through Hard Work 07:01 Is Drive Innate or Learned? 07:42 Family, Bad Paths, and Purpose 08:03 Helping Inmates and Preventing Recidivism 09:36 From Speaking to Writing: Reaching Youth 10:16 Authenticity in Storytelling: Why the Book Matters 11:01 Personal Stories: Bullying, Friendship, and Impact 13:02 How the Past Shapes Leadership Style 14:47 Navigating Street Ties Inside Rikers 18:00 Inmate Politics and Safe Resolutions 21:22 Respect, Boundaries & Saying No 23:40 Life Lessons and Staying Clean 24:43 Sponsor Segment: Factor Meals 27:40 Entering Corrections: Career Choice 29:34 Knowing the Community: Double-Edged Sword 30:14 Respect, Fairness, and Avoiding Violence 32:00 Overcrowding, Programs, and Jail Services 34:49 Correctional Culture: Then and Now 36:32 Political Changes & Rikers' Decline 41:13 Burough Jails, Funding, and Flawed Solutions 44:43 Sponsor Segment: GLD Chains 45:56 Corrections Leadership & Barriers to Progression 47:13 Mass Incarceration, Bad Policy, and Population Issues 51:01 Physical Conditions & Racial Makeup 54:35 Bail, Releases, and Systemic Injustice 56:39 Promotions, Process & Rules of the System 01:00:31 Programs: Entertainment and Violence Reduction 01:03:35 The Winner's Dorm: Transforming Inmates 01:04:41 Solitary Confinement: Problems & Alternatives 01:08:06 Expanding Special Housing and Culture Change 01:10:44 Medical, Mental Health, and Malingering 01:13:36 Mental Health, Career Impact and Life After 01:14:50 Defining Real Success for Youth 01:15:55 Numbers that Shock: Mass Incarceration 01:17:00 Notorious and Celebrity Inmates 01:18:36 Retirement, New Mission, and Legacy 01:18:56 Biggest Takeaways: Excuse-Free Success 01:19:56 Book Recommendation & Final Thoughts _____________________________________________ To advertise on the show, contact sales@advertisecast.com or visit https://advertising.libsyn.com/LockedInWithIanBicka Learn more about your ad choices. Visit podcastchoices.com/adchoices
Nichole Viviani, Chief People, Culture and Change Officer at Global Payments, joined us on The Modern People Leader. We talked about why culture makes or breaks M&A, how Global Payments aligned 27,000 people through “goals before roles,” and why leaders need to over-communicate through uncertainty.---- Sponsor Links:
Most organizations are treating the EU Pay Transparency Directive as a compliance deadline to hit. But the employers who will come out ahead are the ones who understand what it actually represents: the biggest shift in the employer-employee relationship since the internet changed retail forever.In this episode, Vickie Graham is joined by Stuart Hyland, Partner at Ellason, to tackle the EU Pay Transparency Directive head-on. What it means, why the clock is running out faster than most HR and reward leaders realise, and how forward-thinking organizations can use it as a genuine strategic advantage rather than just another box to tick.The core question driving this conversation: is your reward strategy built for a world where employees can see everything?Stuart Hyland breaks down why pay transparency is not just a legal requirement. It is a cultural turning point. He explains why the organizations rushing to comply in May will already be too late, why manager discretion is one of the biggest hidden risks in any reward programme, and why a workforce that can benchmark its own pay in real time will ask very different questions of its employer than the workforce of today.Vickie Graham explores the practical realities facing HR, payroll, and reward professionals right now. From navigating compliance across multiple EU jurisdictions to managing employee expectations when pay structures that have existed for years are suddenly visible. She also draws on live audience poll results throughout the session, revealing that managing employee communication is already seen as the single biggest challenge, ahead of data accuracy, compliance complexity, and even leadership buy-in.Together they cover what organizations need to do right now. Auditing for manager discretion, validating job evaluation methodologies, narrowing salary ranges on job adverts, documenting reward philosophy, and correcting pay anomalies before a grievance or tribunal forces their hand.The biggest theme running through this entire episode is this:Pay transparency is not arriving. It is already here.And the organizations that treat it as an opportunity to rebuild trust, strengthen their employer brand, attract better talent, and create genuinely fair reward structures will be the ones that look back on this moment as a turning point rather than a crisis.Whether you are a reward or HR professional preparing for the June 2026 deadline, a business leader trying to understand the reputational stakes, or a payroll professional navigating the compliance landscape, this episode will change how you think about pay transparency and what it means for the future of reward.This episode is sponsored by DeelManaging a global team is complex, Deel makes it simpler with payroll, HR, IT, and compliance all in one place. That's why over 35,000 businesses trust Deel to hire, pay, and manage their teams worldwide.See how Deel works at www.deel.com/nickdayGuests and Host:Vickie Graham: linkedin.com/in/vickiegrahamdipmacimStuart Hyland: linkedin.com/in/stuarthylandFind your ideal payroll candidate with our job vacancy system: https://jgarecruitment.ck.page/919cf6..Sign up to the Payroll Podcast Newsletter: https://jgarecruitment.ck.page/23e7b1…Stay tuned for the next episode of The Payroll Podcast, brought to you by Nick Day, CEO at JGA Recruitment, landing soon!Enjoyed this? Check out our sister podcast @thehrldpodcast for more great content!Timestamps:(00:00) Welcome and Introduction to Pay Transparency(00:18) Equal Pay Cases Playing Out in UK Courts(00:55) Poll: Biggest Barriers to Implementing Pay Transparency(02:44) Why Leadership Buy-In and Employee Communication Matter(04:09) Poll: Is Pay Transparency a Compliance Task or Strategic Opportunity?(05:30) Compliance vs Competitive Advantage: Where Do You Stand?(08:34) How Salary Ranges Help You Hire Better Talent(09:15) Fixing Pay Anomalies and Reducing Manager Discretion(18:22) Why the Clock Is Running Out Faster Than You Think(20:40) The Next 3 to 5 Years: A Better-Informed Workforce(25:23) Culture Change, Fairness, and the Road Ahead
There's one guest Emily brings back every single season: her sister, Carolyn Tisch Blodgett. Carolyn's had one heck of a year: she's Governor of Gotham FC (who won the championship again this year!), and she represents the family's ownership stake in the New York Giants. In this episode of She Pivots, Carolyn dives into what it's actually like to build something as it's happening in real time, the bets that could've gone either way, and all the unglamorous stuff nobody posts about. The sisters get into the night Gotham flew to Kansas City as total underdogs, why the new locker room design has an L-shaped entrance, and what's coming this summer as Gotham takes on the Washington Spirit at Citi Field in front of what could be the biggest crowd in NYC women's sports history. Chapters: 00:00 Welcome to She Pivots 00:29 The Annual Carolyn She Pivots Episode 02:10 Navigating Women's Sports Ownership 04:01 The Importance of Media Deals in Sports 06:52 Women's Sports as an Investment Opportunity 13:01 Building the First Global Women's Sports Brand 18:57 Breaking into Culture 22:32 The Championship Win and Future Challenges 32:05 Investing in Player Experience and Facilities 35:21 Intentional Design for Women's Soccer 39:29 Lessons from the Giants: Fan Engagement 42:56 Making the Hard Decisions 45:27 Low Point to Launch 46:23 Do You Think You'll Pivot Again? 47:44 Closing Thoughts and Credits You can keep up with Carolyn’s work by following Gotham FC @gothamfc (gothamfc.com) or checking out Next3. Be sure to subscribe so you never miss a pivot story, leave us a rating (it really helps!), and share this episode with a woman in your life who you think needs a little inspiration. She Pivots is a podcast created by host Emily Tisch Sussman to highlight influential women voices, share stories of bold career moves, and inspire women with interviews about career reinvention and how personal pivots can redefine professional success. Join our Substack community! Subscribe here for exclusive content and to connect with other pivoters: shepivots.substack.com Learn more about the inspiring women in our pivoter community by following us on instagram @ShePivotsThePodcast, and check out our website shepivotspod.com for resources and updates. She Pivots is proud to be an iheart podcast.Support the show: https://www.shepivotsthepodcast.com/See omnystudio.com/listener for privacy information.
Chain of Learning: Empowering Continuous Improvement Change Leaders
Efficiency and cost savings aren't what makes operational excellence last. People are.The leaders who create enduring, high-performing organizations are after something beyond business results. They want a company where people end the day more capable, more confident, more energized than when it began. That's the difference between a workplace that wears people down and one that builds powerful people.Gary Peterson spent more than 30 years building that kind of culture of continuous improvement at OC Tanner. But the hardest part wasn't creating the systems or processes to get better outcomes. It was his own transformation — coming to see how, without meaning to, he'd become the leader getting in his people's way.Put people first, and the results follow. And the deepest transformation you'll ever lead is your own.You'll Learn:Why operational excellence only lasts when leaders focus on building people, not just cutting costs and eliminating wasteWhy the best leaders make an identity shift from being the expert with every answer to creating the conditions for others to solve problemsWhat it takes to move managers from enforcers to coaches and make continuous improvement something your team never fears, even as roles and headcount shiftHow to influence real organizational change when you have no authority to make anyone followWhy so many leaders give up on culture change too soon, and how long it really takesABOUT MY GUEST:Gary Peterson spent more than 30 years at OC Tanner, where he held leadership roles across manufacturing, marketing, and operations, most recently as Executive Vice President of Supply Chain and Manufacturing. He led the people-first transformation that earned OC Tanner the Shingo Prize and made it one of the few companies Toyota holds up as a global showcase for its system outside automotive. Gary is an Association for Manufacturing Excellence Hall of Fame inductee.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/79 Connect with Gary Peterson: linkedin.com/in/garypeterson Follow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletter Check out my website for resources and working together: KBJAnderson.com Join me on the Japan Leadership Experience: KBJAnderson.com/japantripTIMESTAMPS FOR THIS EPISODE:03:44 Why Toyota saw something different at OC Tanner05:02 The real purpose of operational excellence07:19 How Gary knew the culture was changing09:00 Creating people who change the world12:13 The outcome every leader should want13:07 Two pillars that shaped the journey14:26 Breaking a culture of fear and control15:35 The five-minute habit that changed everything17:15 Redefining what it means to be a manager19:12 Why transformation takes longer than you think20:05 What to do when leaders don't support the change22:26 The experiment that almost got shut down24:19 Helping managers make the coaching shift25:23 When people outgrow their leaders28:28 Why improvement should never threaten jobs30:23 The manager who couldn't stop yelling32:23 The leadership habit that destroys ownership35:35 Becoming the leader you never wanted to be37:00 The habit that was holding people back38:01 The executive behavior that shuts people down40:07 Proving your worth vs. creating conditions45:37 Showing results isn't the same as showing people49:53 Where transformation really begins51:16 The question every leader should ask about their people53:34 When helping starts limiting growth55:14 The shift that made everything else possible
The auto industry didn't lose USMCA on July 1st. It lost the assumption that the rules would sit still.The agreement isn't dead. Nobody packed their boxes. But the US declined to renew the deal as written, and it opened what could be a 10-year renegotiation of the trade framework that governs somewhere between 1.6 and 2 trillion dollars a year, with autos at roughly 18% of that. The proposal on the table increases North American content from 75% to 82%, with half of that produced specifically in the US, and 25% tariffs still in place as leverage.In this episode, Jan Griffiths and Tom Roberts bring back QAD trade experts Ian Berman and Joshua Guy to separate what actually changed from what only sounds like it did. The headline reads like an attack on trade with Mexico and Canada. Ian reframes it fast: the real target is China and Mexico, as the bridge suppliers have used to skate on tariffs. If you've been finding loopholes, this is the light being pointed at them.Nothing changes tomorrow. That's the trap. The suppliers who wait for final rules will be doing origin math under deadline pressure that the prepared ones have already finished. Qualifying under the new content thresholds forces every supplier to expose its true bill of materials, and then to know its supplier's supplier's supplier. That's not a sourcing problem first. It's a data problem first.Joshua makes the same case from the trade-zone side. Foreign-Trade Zones won't erase the origin issue, but used well, they're a lever that mitigates duty exposure, with ROI that usually lands inside year one. 2025 was the largest growth year FTZ usage has seen, and DC is staffing up for another record in 2026. Underneath it all, the hosts keep returning to one message: data quality is the survival trait, systems turn that data into decisions fast enough to matter, and agility is the posture, because the volatility isn't a phase to wait out.This episode is a reminder that global trade is not back-office reporting. It is a strategic infrastructure. Leaders who treat it as such gain flexibility, cash flow timing advantages, and margin recovery. Those who do not will absorb the cost and call it unavoidable.Themes Discussed in This EpisodeWhat actually changed on July 1, and what didn'tWhy the new rules target China, with Mexico as the transshipment bridgeRising US-content and regional-value thresholds under revised rules of originOrigin qualification as a data problem before a sourcing problemKnowing your supplier's supplier's supplier across the bill of materialsClean upstream data as a tier-two competitive advantageForeign-Trade Zones as a duty-mitigation lever, not a loophole around originMoving from reactive compliance to proactive planning before the rules are finalFeatured GuestName: Ian BermanTitle: Global Trade and Transportation ExpertAbout: Ian is the Manager of Business Consulting with QAD Supply Chain. Ian has been with QAD for 11 years and has 20 years of experience in global trade and transportation management. He holds a Masters Degree in Supply Chain Management as well as an ASCM CLTD Certification.Connect: LinkedInName: Joshua GuyTitle: Foreign Trade Zone (FTZ) SpecialistAbout: For more than 25 years, Joshua has worked at the intersection of engineering, product leadership, and global trade, helping organizations bring structure and clarity to complex supply chains. Today, he leads strategy for Foreign-Trade Zone solutions that enable multinational importers to manage tariff exposure, reduce compliance risk, and strengthen financial performance. He also led the development of QAD FTZ, an industry-leading Inventory Control and Recordkeeping System that supports manufacturers, distributors, and 3PLs as they move from reactive compliance to proactive, resilient trade strategy in a volatile global environment.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Episode Highlights[01:43] Couples Therapy for Your Sourcing Strategy: Jan opens with Pete Mento's framing of the July 1 news, and the room agrees the metaphor fits: every sourcing decision now comes with an asterisk.[02:39] The Real Target Isn't Mexico: Ian reframes the headline. This is aimed at China and the Mexican bridge suppliers have used to skate tariffs, not at North American trade itself.[03:57] A Light on the True Bill of Materials: New content thresholds force origin math that exposes what a product is actually made of, and pushes visibility down to the supplier's supplier's supplier.[04:40] Tier Two Data Becomes an Advantage: Josh makes the case that clean, auditable upstream data is what separates the suppliers who survive this from the ones who scramble.[05:19] The Data Sensitivity Problem: Tom names the tension: OEMs want deeper visibility, and tier ones are wary of exposing their supply base and origin data outside their four walls.[09:02] FTZ as a Tool in the Toolbox: Josh explains what Foreign-Trade Zones can and can't do. They won't erase the origin issue, but they mitigate duty exposure in export-heavy flows.[11:06] A Record Year for Foreign-Trade Zones: 2025 was the largest FTZ growth year yet, and the DC board is staffing up for another record in 2026. Awareness of the lever is finally catching up.[13:04] The ROI Is a No-Brainer: Josh walks Tom through the math: most companies recoup FTZ setup and software costs inside year one or two, before the deeper savings even count.[15:50] Rules of Origin, in Plain Terms: Ian breaks down what a rule of origin actually is and why knowing your biggest BOM cost line matters more than any headline percentage.[19:48] Stress-Test the BOM Now: Jan lays out the starting move: run 82% regional and 50% US content against your bill of materials, prioritize the parts, then build the action plan.[22:32] The Monday-Morning Playbook: Ian, Josh, and Tom close on three moves: baseline your data, put systems in place, and stay agile, because the volatility isn't slowing down.Top Quotes[04:15] Ian Berman: “ If you're not doing FTA calculations and origin determinations today, my guess is you'll be doing them tomorrow because that's what's really gonna be tied in if you wanna keep being able to use these aspects.”[12:29] Joshua Guy: “You might not be able to get the full savings that you once might have had, but you can use these different tools available to squeeze out just enough margin to stay competitive.”[22:11] Jan Griffiths: “It's about reducing those decision-making cycle times, being able to grab the situation, grab the ball, and pivot and move with it quickly.”[24:40] Tom Roberts: “You got to have great data, and you got to make some decisions, and it's something you can't leave behind. You can't just kinda wait it out. It's good to get in front of it now.”Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.
What if the biggest weakness in cybersecurity isn't the technology, but the way defenders communicate with each other? Cybercriminals openly exchange techniques, vulnerabilities, and attack methods, constantly learning from one another. Meanwhile, many organizations remain reluctant to share details of breaches, investigations, or lessons learned. In this episode, I sit down with Lee Sult, Chief Investigator at Binalyze, to discuss why that imbalance is creating an advantage for attackers and what the industry can do to change it. Drawing on almost two decades in digital forensics and incident response, including work with Palantir, law enforcement agencies, and government organizations, Lee explains why cybersecurity should learn from industries such as aviation and emergency services, where every major incident becomes an opportunity for everyone to improve. We discuss why incident response needs to move beyond reacting to alerts, how proactive threat hunting can reduce attacker dwell time, and why repeatable investigation processes are becoming just as important as the security tools themselves. We also explore the growing influence of AI, not because it is making attackers dramatically smarter, but because it is lowering the barrier to entry and increasing the volume of attacks security teams must handle. Lee shares why automation is becoming essential for investigators, how organizations can move from hours to minutes when responding to threats, and why cybersecurity is steadily becoming a boardroom issue rather than simply an IT concern. If cybersecurity is truly an information war, what would happen if defenders became just as collaborative as the attackers they face every day? After listening, I'd love to hear your thoughts. Should organizations be more open about cyber incidents if it helps strengthen security for everyone?
Most construction leaders think they have an accountability problem. What they actually have is a clarity problem, and they're pointing the finger in the wrong direction.Coralee Beatty, founder of Thrive HQ and one of the most honest voices in the construction leadership space, joins Jesse to get into the real reasons teams underperform, people quit, and culture stays stuck. From her point of view the fix is simpler (and harder) than most leaders want to admit.In this episode, Coralee reframes accountability entirely, it's not a hammer, it's a scaffold. Real accountability means your people have what they need to succeed, and they know it's still on them to show up. When those two things are true at the same time, everything changes.They get into why so many construction leaders default to blaming the crew when the real gap is in how roles, expectations, and commitments were set up in the first place. If your team doesn't know exactly what "good" looks like, you don't have an accountability problem, you have a leadership gap.Coralee also talks about what it actually took to exit a business she built, the childhood abandonment that wired her to fear judgment and chase "good enough," and how she turned that into fuel. She doesn't dress it up. That's what makes it land.And she makes the case that vulnerability isn't soft, it's a jobsite skill. When leaders show up honestly, teams feel safe enough to do the same. That's where trust actually gets built.If your retention is struggling, your culture feels flat, or you're tired of having the same performance conversations with no real change, this episode is worth your full attention.00:00 Why Accountability Matters00:50 Meet Coralie Beatty02:13 Clubhouse Community Era04:07 Defining Accountability05:42 Commitment Versus Control10:06 Listener Shoutout Break11:05 Building Accountable Teams14:40 Leadership And The Denominator16:16 No Master Plan Just Iteration18:22 Resilience And Fear Of Judgment22:05 Roots Of Not Enough26:29 Sharing Lived Experience27:54 Changing Minds Online29:19 Construction Culture Shift30:00 Appreciation Wins Talent31:00 Acknowledgment Changes Everything34:00 From Hardass to Human36:32 Who Gets to Help39:35 Vulnerability Builds Trust47:39 Simple Culture Fixes51:58 Connection Is the CureLets leave the Construction Industry Better than We Found It https://www.depthbuilder.com/construction-leadership-lab Download the free PDF copy of Becoming the Promise You are Intended to Be
Ford CEO Jim Farley told Bloomberg's Matt Miller that a culture change at the Blue Oval lead to Ford becoming a "four-year overnight success." Farley also says American workers are beating the likes of Toyota and Hyundai in terms of vehicle quality.See omnystudio.com/listener for privacy information.
Chain of Learning: Empowering Continuous Improvement Change Leaders
Have you poured months into a strategy your team couldn't bring to life? Or watched capable people work harder than ever, and still struggle to pull together as a team?High performance isn't about a better strategy, more talent, or longer hours. It's about how your team works together, every single day.Karina Mangu-Ward, author of Teams That Meet the Moment, has spent more than a decade helping complex organizations redesign the messy day-to-day of how people actually get things done together. Her belief: good everyday teaming habits are both good for people and good for results. You don't have to choose between them.Making this real doesn't require a reinvention. You just need the right structure and the intention to show up differently. In this episode, Karina shares simple, tangible practices you can use in your very next meeting or strategic project.You'll Learn:The three lies leaders tell themselves about teamwork, and why believing them holds your team backHow the framework of the "Even Over" ends the swirl when your team is stuck choosing between two competing optionsWhy creating a "Safe to Try" process gets a team unstuck when you're chasing consensus and certaintyWhat a steady team cadence unlocks when everything around you feels like an emergencyThe instinct nearly every high performer has to unlearn before they can build a team that thrivesABOUT MY GUEST:Karina Mangu-Ward is a partner at August Public, an organizational change consultancy that helps large, complex organizations build more human-centered ways of working, whose clients include PepsiCo, Planned Parenthood, and Sundance. She's the author of Teams That Meet the Moment: 9 Practices for Unlocking Performance and Growth in Uncertain Times. Karina's passion is helping groups navigate complexity, gain insight, and unlock highly complex challenges.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/78 Connect with Karina: linkedin.com/in/karina-mangu-ward Purchase a copy of Karina's book: Teams That Meet the MomentLearn more about Karina's company: aug.co Take the Team assessment: assessment.aug.co Follow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletter Check out my website for resources and working together: KBJAnderson.com Join us on the Japan Leadership Experience: KBJAnderson.com/japantrip TIMESTAMPS FOR THIS EPISODE:03:01 Why great strategy still fails04:13 The hustle culture myth that's burning teams out05:20 Everyday habits drive extraordinary teams07:11 Meeting the moment in uncertain times09:13 The "Safe to Try" mindset that breaks gridlock11:18 Setting guardrails without limiting innovation12:06 Why small bets outperform big risks13:29 Unlearning the need to have the answer15:17 Why sticky practices beat complicated frameworks17:16 Simple retrospectives that strengthen learning20:19 The surprising cost of treating everything like an emergency22:09 Using "Even Over" to make better trade-offs25:28 Intention over reaction in decision-making30:32 When perfection becomes procrastination31:53 Why working in public accelerates learning34:22 The power of stories over instruction37:08 Intention + practice = better leadership39:14 What trade-off do you need to make?
The automotive industry spends a lot of time talking about supply chains, but not nearly enough time talking about the people who make them work.In this episode of the Auto Supply Chain Champions Podcast, Jan Griffiths and Tom Roberts are joined by Leah Wolf, retired General Motors supply chain executive and professor at Central Michigan University, for a conversation about one of the industry's most important and often overlooked challenges: developing the next generation of supply chain talent.After spending 33 years leading supply chain operations at General Motors, Leah now brings real-world experience into the classroom, helping students bridge the gap between theory and execution. From case competitions and plant tours to supplier strategy and inventory management, she shares how universities can prepare students for the realities of today's manufacturing environment.The conversation explores how the skills required for supply chain success are evolving. Technical knowledge remains important, but leadership, teamwork, adaptability, and problem-solving skills continue to set great supply chain professionals apart from the rest. As AI and automation reshape the industry, Leah and Tom discuss why technology will amplify human capability rather than replace it.This conversation challenges supply chain leaders to rethink their talent pipeline. The organizations that build strong partnerships with universities, invest in experiential learning, and engage future talent early will be better positioned to navigate disruption and lead the next era of automotive supply chain excellence.Themes Discussed in This EpisodeBuilding the automotive supply chain talent pipelineBridging academia and industry experienceWhy real-world learning matters in supply chain educationThe evolving role of AI in supply chain careersLeadership, teamwork, and problem-solving under pressureDeveloping future-ready supply chain professionalsUniversity partnerships and talent development strategiesThis podcast is powered by QAD RedZone.Featured GuestName: Leah Wolf Title: Professor of Supply Chain Management, Central Michigan University; Retired General Motors Supply Chain ExecutiveAbout: Professor Leah Wolf spent 33 years with General Motors, primarily serving in global supply chain leadership roles across North America and Europe. Since retiring from GM in 2016, she has focused on developing the next generation of supply chain professionals, teaching graduate and undergraduate supply chain management courses at Central Michigan University and Wayne State University while bringing decades of real-world industry experience into the classroom.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Episode Highlights[02:43] From the Plant Floor to Global Supply Chain: Leah reflects on her 33-year career at General Motors, beginning as a production supervisor and eventually leading supply chain operations across multiple countries and cultures.[04:28] Learning Beyond the Classroom: Students gain hands-on experience through case competitions, trade shows, plant tours, and real-world consulting projects before entering the workforce.[08:53] The Total Enterprise Cost Lesson: Jan and Leah discuss why great supply chain decisions require balancing piece price, inventory, logistics, quality, and supplier relationships rather than focusing on a single metric.[12:19] Teaching Real-World Problem Solving: Leah explains how she challenges students with current supply chain issues and forces them to think through implementation, execution, and business outcomes.[14:22] Making Supply Chain Exciting: Plant tours, warehouse visits, and real manufacturing environments help students understand the fast-paced and dynamic nature of supply chain careers.[18:28] The Skills That Never Go Out of Style: A sense of urgency, leadership, transparency, teamwork, and strong interpersonal relationships remain foundational skills for supply chain success.[19:46] The Blackout That Tested a Team: Leah shares a memorable story from the Northeast Blackout and how a highly engaged team found creative ways to keep production running.[22:31] Why AI Changes the Game: Tom and Leah explore how AI, automation, predictive analytics, and risk mapping are transforming supply chain operations and decision-making.[25:01] Preparing Students for an AI-Powered Future: Students are increasingly exposed to AI applications that automate routine processes and help supply chain professionals make faster, more informed decisions.[26:55] Building a Stronger Talent Pipeline: Leah encourages supply chain leaders to engage with universities early, support internships and experiential learning, and build relationships with future talent before graduation.Top Quotes[10:23] Leah Wolf: “Total enterprise cost is key, and I teach that all day long. You've got to run the numbers, and you've got to do the business case.”[15:18] Leah Wolf: "I would go into work every day thinking I've seen it all. And then, I'd go to work the next day, and something else that I'd never even dreamed would've happened would've happened. "[24:47] Leah Wolf: "Everything you just mentioned, I've done manually, and it's very difficult, and sometimes you can't get all the answers, and maybe until it's too late. But with AI, it's going to change all that. It's just gonna be amazing."Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.
Why do 70% of change efforts fail — even when leadership is fully committed? The answer isn't strategy or resources; it's the hidden stories people unknowingly carry that silently block every initiative.In this episode, Ronica Roth, author of “Practice Makes Culture” and co-founder of The Welcome Elephant, shares a practical framework for creating lasting organizational change. Drawing on 25 years of experience helping teams and companies transform, she explains why culture declarations and vision speeches alone never work — and what leaders at any level can do instead. Ronica introduces the concept of “welcoming elephants” — the emotional, systems, and room elephants that surface whenever change is attempted — and why acknowledging them is the first step toward real progress. She also unpacks why most culture lives beneath the surface, in hidden stories that employees carry without realizing it, and how those stories quietly undermine even well-designed initiatives.The conversation covers how to build psychological ownership so people invest in change rather than just comply with it, and why small, intentional daily practices — not grand overhauls — are what actually shift culture. The discussion also touches on applying these principles to AI transformation, where the emotional stakes are especially high and the hidden stories especially loud.Key topics discussed:Why 70% of change efforts fail — and what to do about itThe three types of “elephants” blocking organizational changeHidden stories: the invisible force sabotaging your cultureWhy declaring a new culture is necessary but not sufficientHow to create psychological ownership (not just buy-in)Using meetings as a daily practice for cultural changeLeading AI transformation with vulnerability and structureThe WOOP method for making personal behavior change stickTimestamps:(00:00:00) Trailer & Intro(00:02:43) Why Ronica Write a Book About IT Culture?(00:05:14) What Are the Three Types of Elephants That Hold Organizations Back?(00:11:05) Why Do 70% of Change Efforts Fail?(00:15:45) How Does Ronica Define the Different Layers of Culture?(00:20:57) Why Is Declaring a New Culture Necessary But Not Sufficient?(00:23:12) What Are the Three Pillars of Your Cultural Transformation Framework?(00:39:28) How Can You Turn Meetings Into a Daily Practice for Cultural Change?(00:48:51) How Can Leaders Address the Emotional Elephant of AI Transformation?(00:56:13) Can You Apply These Culture Change Principles to Personal Growth?(01:02:06) What Are the Five Culture Hacks for Scaling Cultural Impact?(01:04:49) 3 Tech Lead Wisdom_____Ronica Roth's BioRonica Roth is a transformation expert dedicated to revolutionizing how organizations work. As cofounder of The Welcome Elephant consultancy, she helps leaders build thriving cultures where both business results and human potential flourish. With deep expertise in product management, business agility, and organizational change, Ronica brings a unique perspective shaped by her certification as a Leadership Circle® practitioner and her distinguished background as a Certified Scrum Trainer Emeritus. Her approach is informed by an MS in Journalism from Northwestern University and enriched by her earlier career in newspapers, giving her exceptional skills in storytelling and communication crucial for effective organizational change.Follow Ronica:LinkedIn – linkedin.com/in/ronicaroth Practice Makes Culture – itrevolution.com/product/practice-makes-cultureThe Welcome Elephant – thewelcomeelephant.coPractice Makes Culture Substack - practicemakesculture.substack.comLike this episode?Show notes & transcript: techleadjournal.dev/episodes/261.Follow @techleadjournal on LinkedIn and Instagram.Buy me a coffee or become a patron.
In today's episode, Bob shares a list he developed of the conditions that help accelerate cultural change in today's fast-paced environment. The list isn't based on theory or the latest management fad. It's drawn from his experience observing what was present when organizational change moved quickly—and actually stuck. Joyce adds her perspective, and the sparks begin to fly when she admits her instinctive resistance to change happening too quickly. She also argues that Organizational Development carries an important responsibility: setting the thermostat for change by helping create the conditions where meaningful change can take root, grow, and endure. The conversation explores the tension between speed and sustainability. Along the way, Bob and Joyce discover that some surprisingly simple actions can have an outsized impact on successful change. As a teaser, here are a few items from Bob's list: • Be grounded in the business. Understand how work really gets done, not just how it appears on an organization chart. • Have an OD presence where decisions are made. The OD practitioner serves as a trusted thought partner to the CEO and senior leadership team. • Engage a vertical slice of the organization. Involve people from different levels and functions to assess readiness for change and provide feedback as the change unfolds. Join us as we explore what it really takes to accelerate change without sacrificing the conditions that make it sustainable. You may discover that the "secret ingredients" are less about sophisticated change models and more about a handful of practical choices that leaders make every day.
Send us a MessageIn this episode of Culture Change RX, Sue Tetzlaff explores one of the most common - and costly - mistakes organizations make during change efforts: declaring victory too soon.Drawing from John Kotter's work on organizational change, Sue explains why early improvement is not the same as long-term transformation and why organizations often regress when new behaviors and systems are not fully embedded into the culture.Using a powerful analogy about her own orthodontic experience with braces, Sue illustrates how visible progress can happen relatively quickly - but permanent, sustainable change requires more time, consistency, and structure.We're stepping forward in a bigger way—growing our team of rural healthcare experts, growing our capabilities by adding a strategic planning division … all of this so we can expand our ability to help even more rural hospitals and other small healthcare organizations in 2026. … We'd love to explore how we can support your organization in being the provider- and employer-of-choice so you can keep care local and margins strong! Learn more at CaptoneLeadership.netHi! I'm Sue Tetzlaff. I'm a culture and execution strategist for small and rural healthcare organizations - helping them to be the provider and employer-of-choice so they can keep care local and margins strong.For decades, I've worked with healthcare organizations to navigate the people-side of healthcare, the part that can make or break your results. What I've learned is this: culture is not a soft thing. It's the hardest thing, and it determines everything.When you're ready to take your culture to the next level, here are three ways I can help you:1. Listen to the Culture Change RX PodcastEvery week, I share conversations with leaders who are transforming healthcare workplaces and strategies for keeping teams engaged, patients loyal, and margins healthy. 2. Subscribe to our Email NewsletterGet practical tips, frameworks, and leadership tools delivered right to your inbox—plus exclusive content you won't find on the podcast.
In this episode of The Way We See It, Pastor Alex Bryant tackles a difficult but necessary conversation about what some have called "Black Fatigue," the frustration and exhaustion that comes from repeatedly seeing destructive behaviors that hurt the Black community and reinforce negative stereotypes. Alex says he wishes we could have a players-only meeting and deal honestly with some of the issues holding black people back. Using clips from a variety of Black voices, leaders, commentators, and cultural influencers, he highlights those who have been sounding the alarm for years. But this episode isn't just about identifying problems. It's about finding solutions. Drawing from the words of Tupac Shakur, Alex argues that real change begins when we change the way we think, the way we live, and the way we treat each other. This is a candid conversation about responsibility, culture, and the path forward. #TWWSI, #BlackFatigue, #BlackCulture, #CommunityLeadership, #PersonalResponsibility, #CultureChange, #Tupac, #FaithAndCulture, #RealTalk, #PastorAlexBryant, #TheWayWeSeeIt, #LeadershipMatters, #ChangeStartsWithUs, #StrongerTogether #Tupac Alex Bryant Ministries is focused on helping people be reconciled to God, then within one's own self, and finally being reconciled to our fellow man in order to become disciples. Connect with us and our resources: Our books - Let's Start Again & Man UP More about us Like, subscribe, and share. Partner with ABM to place resources in jails and the inner city for $19 a month at alexbryant.org. Follow us on Facebook or Instagram
Data is everywhere in manufacturing. Competitive advantage comes from turning it into action, where the work happens.In this episode of the Auto Supply Chain Champions Podcast, Jan Griffiths and Tom Roberts sit down with Tom Luttrell, CIO of CSP, to discuss what it takes to modernize technology inside an automotive manufacturing company and why the future belongs to companies that move beyond systems of record and embrace systems of action.With more than three decades of experience leading technology transformations across automotive manufacturing, Tom shares how he approached his first year at CSP by listening first, understanding business problems before technology solutions, and building a roadmap centered on simplification, automation, and employee empowerment.The conversation explores the realities of disconnected systems, fragmented workflows, and siloed data that slow execution across manufacturing organizations. Tom explains why modern ERP platforms, AI-powered workflows, and agentic technologies can place critical information directly in the hands of maintenance technicians, operators, and frontline teams when they need it most.Rather than focusing on technology for technology's sake, Tom emphasizes a people-first approach. Success comes from making employees' jobs easier, reducing friction, improving decision-making, and creating tools that respect human expertise while accelerating action.In the latter part of the episode, QAD's Tom Roberts reflects on the shift from systems of record to systems of action, the role AI plays in uncovering the "why" behind operational issues, and why technology leaders must communicate in business terms rather than technical language.Themes Discussed in This EpisodeWhy manufacturing leaders must move from systems of record to systems of actionBuilding a data-first culture that drives execution, not just visibilityModernizing legacy technology without disrupting the businessUsing Agentic AI to put knowledge in the hands of frontline teamsEmpowering maintenance technicians and operators with real-time decision supportMaking manufacturing execution systems work for the people doing the workDesigning technology around human behavior and user adoptionEliminating friction between data, decisions, and actionBalancing cybersecurity, productivity, and business outcomesLeading enterprise transformation through trust, relationships, and business alignmentThis podcast is powered by QAD RedZone.Featured GuestName: Tom LuttrellTitle: Chief Information Officer at CSPAbout: Tom is Chief Information Officer at CSP, bringing more than 30 years of experience leading digital transformation, ERP modernization, cybersecurity, and business growth initiatives across the automotive and manufacturing industries. Prior to joining CSP, he held CIO leadership roles at RealTruck, Shiloh Industries, and Masco Cabinetry, where he led large-scale global technology transformations, ERP integrations, and operational improvement initiatives. He holds degrees in Computer Information Systems and Business Administration and continues to advance his expertise in cybersecurity and risk management.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Episode Highlights[02:17] Building a Data-First Culture: Tom explains his mission at CSP: modernize the technology foundation, create a data-first culture, and make it measurably easier for employees to do their jobs.[03:23] Listen Before You Lead: Technology transformation begins with understanding the business. Tom spent his first ninety days assessing systems, processes, talent, and trust before making changes.[06:40] From Systems of Record to Systems of Action: Traditional ERP systems capture transactions. Modern systems sense issues, trigger action, and help teams respond in real time before problems escalate.[08:30] AI for the Frontline: Instead of searching through hundreds of documents, maintenance technicians could use AI-powered tools to instantly access answers and solve problems faster.[10:46] The Point of Impact: The greatest value comes when critical information reaches the person closest to the problem, enabling faster decisions and better quality outcomes.[12:18] Reimagining the Shop Floor Experience: Tom outlines his vision for manufacturing execution systems that provide real-time visibility, automate routine transactions, and simplify work for operators.[13:46] Technology That Works for People: Whether through automation, scanning, image recognition, or AI-driven workflows, technology should remove friction rather than create it.[15:39] Speaking the Language of Business: One of Tom's biggest leadership lessons was learning to frame technology initiatives around business outcomes, not technical specifications.[17:42] Cybersecurity Without Creating Friction: Security matters, but successful technology leaders balance risk mitigation with maintaining productivity and enabling business operations.[21:08] The Power of Systems of Action: Tom Roberts explains how AI can move organizations beyond reporting what happened toward understanding why it happened and what action should happen next.Top Quotes[02:52] Tom Luttrell: “ The reason why I came in was to modernize our technology foundation for the company and to build a data-first culture, and to make it measurably easier for our employees to get their jobs done.”[10:55] Tom Luttrell: "You're putting the information in the hands of what I would call the point of impact, which would be the maintenance tech at that specific press looking at that specific problem."[16:20] Tom Luttrell: “ You have to primarily come at things from what problem are you trying to solve from a business perspective.”Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.
What does great leadership look like when AI is moving faster than most organizations can keep up? To answer this important question, I spoke with Joshua Gould, the CEO of thebigword, a global language technology and services company, where he helped grow the business from $6M to over $100M in revenue. In 2021 he sold the business to a large US based PE firm and continued on as CEO, where he has led a $20m technology investment into AI and automation.This episode tackles the challenge of leading in an Ai-driven world, examining why level-headedness, prioritization, and empathy are more vital than ever. The discussion surfaces candid insights on how leaders can cut through tech-driven noise, return to first principles, and make decisions that truly serve their teams and customers.During our conversation, Joshua shares real-world examples that bring the risks and rewards of AI adoption to life, from transforming pricing and market share strategies to reshaping entire job roles. Josh does not shy away from hard truths, exploring the necessity of honest conversations even when the answers are unpredictable or uncomfortable.For leaders searching for actionable advice on how to steward organizational culture, empower employees, and future-proof their businesses, this episode offers a blueprint grounded in candor, resilience, and a commitment to doing good.What You'll Learn- How to cultivate level-headedness amidst noise.- Prioritize ruthlessly: It's the antidote to overwhelm.- Use technology to serve your values.- Building a culture of adaptation and co-creation.- Why the best leaders lean into transparency and courage, even when It's scary.- Empathy remains irreplaceable in an Ai-driven world.Podcast Timestamps(00:00) – Welcome to the Podcast(03:10) - Essential Leadership Qualities in the Age of AI(06:16) - Fundamentals Versus Hype: How to Make Sound Decisions(10:27) – Effectively Leading Through AI Advancement(12:39) - AI as a Pricing Weapon Rather Than a Productivity Tool(19:20) - Navigating Job Impact and Workforce Concerns with AI(24:09) - Courageous and Transparent Leadership in Disruption(29:29) - Leading Culture Change Amidst AI Fear and Resistance(34:38) - Grounding Adoption in Mission and Strategic Participation(41:00) - Preserving Critical Thinking and Avoiding AI Overreliance(48:03) - Empathy, Humanity, and Leadership in an AI FutureKEYWORDSPositive Leadership, AI, Artificial Intelligence, Technology-Driven World, Level Headedness, Market Fundamentals, Fear-Based Decision Making, Prioritization, First Principles, Job Disruption, Upskilling, Employee Anxiety, Courageous Leadership, Transparency, Culture Change, AI adoption, Empathy, Critical Thinking, Executive Decision-Making, Value Creation, CEO Success
In this episode, Dr. Stuart Slavin welcomes Dr. Daniel Saddawi‑Konefka, associate professor of anesthesia at Harvard Medical School and co-founder of the Emotional PPE Project, for a thoughtful conversation on improving access to mental health care for health care professionals. Dr. Saddawi‑Konefka shares the origins of the Emotional PPE Project, created during the COVID‑19 pandemic to connect clinicians with free, confidential, and accessible mental health support, and outlines its dual focus on immediate care and long‑term cultural change. The discussion explores the complex, multi‑layered barriers that prevent physicians and physician learners from seeking care, including stigma, fears around confidentiality and professional consequences, and persistent logistical challenges such as time, cost, and access. Dr. Saddawi‑Konefka highlights how deeply ingrained cultural norms in medicine can discourage help‑seeking, but emphasizes the importance of system‑level reform, leadership, and education in shifting those patterns. The conversation further examines the role of leadership and local culture in promoting psychological safety, normalizing vulnerability, and encouraging timely support for mental health needs. Dr. Saddawi‑Konefka also introduces the concepts of hedonic and eudaimonic well‑being, illustrating how both comfort and meaning are essential to sustaining fulfillment in medicine. Throughout the episode, listeners will gain practical insights into how reducing barriers, improving access to care, and fostering supportive environments can help health care professionals thrive while delivering high‑quality patient care. Podcast Chapters (00:00) – Intro and Guest Introduction (00:48) – Origins of the Emotional PPE Project (01:57) – Mission: Removing Barriers to Care (03:53) – Scale & Access to Mental Health Support (05:03) – Key Barriers: Culture, Stigma, and Logistics (07:27) – Generational Shifts & Ongoing Stigma (08:22) – Culture Change in Medicine (10:26) – Systems, Leadership & Multi-Level Solutions (12:55) – Education & Understanding Mental Health (17:38) – Leadership & Role Modeling Vulnerability (20:02) – Meaning vs. Comfort in Well-Being (23:26) – Final Reflections & Takeaways (23:59) – Closing & Resources
Cedars-Sinai has evolved from a community hospital to a major academic health system with an international reputation for quality care, community service, research and education. Much of that evolution and expansion took place under the leadership of Tom Priselac, who served as President and CEO for 30 years, until his retirement in 2024.After joining Cedars-Sinai in 1979, Priselac spent nearly half a century at the organization, rising through a series of leadership roles as the institution expanded its academic mission, built an integrated medical network and adapted to major shifts in healthcare delivery. That long tenure gave him a rare vantage point on how health systems change over time, and what it takes to lead through multiple eras of disruption.In this episode of Healthcare is Hard, Priselac reflects on why the leadership job in healthcare feels more challenging now than ever. The pace of change is faster, and today's leaders are navigating a far more complicated environment shaped by financial pressures, regulatory demands, rapid technological advancement and major scientific breakthroughs. But even with all that complexity, Priselac argues that the fundamentals of leadership remain the same. He advocates for creating a culture of excellence, helping people understand why change is necessary, and making sure an organization can absorb change in a thoughtful way. Some of the topics Tom and Keith discussed include:Culture at the heart of healthcare. Priselac returns repeatedly to the importance of values, emotional intelligence and culture in healthcare leadership. In his view, an organization's culture reflects the decisions, behaviors and priorities of its leaders, and that matters even more in complex environments like academic medical centers. Whether the challenge is aligning faculty, community physicians, researchers or administrators, success depends on keeping patient care at the center and building a shared sense of mission.Pushing change too fast. One of Priselac's clearest leadership lessons is that organizations and people can absorb only so much change at once. While today's leaders face real pressure to move more quickly, he warns that some of the biggest mistakes happen when executives short-circuit the change management process. Looking back on his own career, he says some of his most important learning came from moments when he pushed for too much change too quickly.Why cost and access still keep him up at night. Even with all the promise of genomics, proteomics, cell and gene therapy, and AI, Priselac remains deeply concerned that healthcare's affordability and access problems are worsening faster than policymakers are addressing them. He points to clear signs of strain already in the system – communities losing access to care, hospitals in urban areas operating beyond capacity, and patients spending hours waiting for admission. For all the excitement around innovation, he sees cost and access as the country's most urgent unresolved healthcare challenges.To hear Keith and Tom discuss these topics and more, listen to this episode of Healthcare is Hard: A Podcast for Insiders.
Send us a MessageIn this episode of Culture Change RX, Sue Tetzlaff explores a simple but powerful truth: leadership is hard — but the experience of that “hard” can look very different depending on how leaders connect to their work.Inspired by watching the intensity and passion of NHL playoff hockey, Sue draws a compelling parallel between athletes who embrace the difficulty of the game because they love it — and leaders who either thrive or burn out based on their connection to purpose and meaning.Sue contrasts transactional leadership (“I have to”) with transformational leadership (“I get to”), highlighting how the same responsibilities can feel either draining or energizing depending on mindset and connection to purpose.This episode is a powerful reminder that leadership isn't just about what you do — it's about how you experience the work and the energy you bring to it.If leadership in your organization feels heavy instead of meaningful, Capstone can help. Start with a conversation about how to re-energize your leadership team and strengthen your culture: CapstoneLeadership.net/Contact-UsWe're stepping forward in a bigger way—growing our team of rural healthcare experts, growing our capabilities by adding a strategic planning division … all of this so we can expand our ability to help even more rural hospitals and other small healthcare organizations in 2026. … We'd love to explore how we can support your organization in being the provider- and employer-of-choice so you can keep care local and margins strong! Learn more at CaptoneLeadership.netHi! I'm Sue Tetzlaff. I'm a culture and execution strategist for small and rural healthcare organizations - helping them to be the provider and employer-of-choice so they can keep care local and margins strong.For decades, I've worked with healthcare organizations to navigate the people-side of healthcare, the part that can make or break your results. What I've learned is this: culture is not a soft thing. It's the hardest thing, and it determines everything.When you're ready to take your culture to the next level, here are three ways I can help you:1. Listen to the Culture Change RX PodcastEvery week, I share conversations with leaders who are transforming healthcare workplaces and strategies for keeping teams engaged, patients loyal, and margins healthy. 2. Subscribe to our Email NewsletterGet practical tips, frameworks, and leadership tools delivered right to your inbox—plus exclusive content you won't find on the podcast.
The Miami Dolphins are undergoing a major culture shift - but what can we expect from them this season? Shane was joined by Sam Marcoux, host of Perfectville - Miami Dolphins on the Bleav Network, to talk about the offseason changes in the organisation and why the schedule may give the Phins a chance to grow. Our friends at QuinnBet have great odds on the GAA Championships, amazing Acca Bonuses, Acca Insurance & many other daily specials. Find out more at https://www.quinnbet.com/uk/sports/specials. Remember it's 18+ T&Cs Apply - Always Gamble Responsibly. Follow us on our socials and let us know what you think: Instagram: https://www.instagram.com/irishnflshow/ TikTok: https://www.tiktok.com/@irishnflshow?is_from_webapp=1&sender_device=pc X: https://x.com/IrishNFLShow YouTube: https://www.youtube.com/@irishnflshow Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Most of us are playing with AI; a few are putting it to work. The gap between the two is the difference between curiosity and a competitive edge.Jan Griffiths and Tom Roberts sit down with Cheryl Thompson, founder of the Cheryl Thompson AI Adoption Advisory Practice and one of the most practical voices in AI adoption today. With over 1,400 hours of hands-on learning, Cheryl has gone deep on what works, what doesn't, and where most people get stuck.This conversation is for the supply chain and IT professional who has dabbled in ChatGPT, gotten frustrated, and walked away. Cheryl breaks down the real difference between an AI assistant, a specialist, and an AI employee in plain English. She shares the prompt structure she uses every day, the mindset shift that separates the curious from the capable, and three things every supply chain professional should do this week to move from playing around to producing results.Themes Discussed in This EpisodeWhy AI isn't going to take your job, but someone who knows AI willThe RCRQ prompt structure: Role, Context, Request, QuestionsAI assistant vs. specialist vs. AI employee, explained The Custom GPT, Claude project, and Gemini Gem comparison in plain EnglishWhy AI will lie to you confidently if you don't push backThe Parkinson's law trap: what to do with the time AI gives backPractical use cases for procurement: RFQ documentation, supplier evaluation, negotiation prepWhy human relationships still matter more than ever in supplier developmentThree things to do this week to move from playing with AI to using itThis podcast is powered by QAD RedZone.Featured GuestName: Cheryl ThompsonTitle: Founder, Cheryl Thompson AI Adoption Advisory PracticeAbout: Cheryl is on a mission to help small business owners and corporate professionals stop playing with AI and start getting real value from it. With more than 1,400 hours of dedicated AI learning and three rounds through an intensive 12-week training program, she has built a practice focused on practical adoption, not hype. Cheryl runs workshops and learning labs tailored by function, including supply chain and procurement, helping professionals build prompts, specialists, and AI workflows that fit how they actually work.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Mentioned in this Episode:Henry Cloud, BoundariesDavid Allen, Getting Things DoneThe Eisenhower MatrixCheryl's upcoming Learning Lab for supply chain and procurement professionalsEpisode Highlights[03:11] The 1,400-Hour Rabbit Hole: How Cheryl's curiosity about AI turned into an obsession and a full-scale commitment to helping people adopt AI with confidence.[08:20] The RCRQ Prompt Structure That Actually Works: Cheryl breaks down her practical framework for prompting AI effectively using role, context, request, and clarifying questions.[09:15] Custom GPT, Claude Project, Gemini Gem: Different platforms. Same concept. Cheryl explains how AI specialists and agents work behind the scenes.[12:57] AI Is the Loud, Confident Colleague Who Sometimes Makes Things Up: Why AI hallucinations happen, how people misuse AI like a search engine, and the importance of pushing back on outputs.[14:05] Parkinson's Law Meets AI: Tom explores the real challenge companies face once AI gives employees back hours of productive time.[17:29] Only 27% of the Workday Is Real Work: Cheryl shares Asana research showing how administrative overload prevents professionals from focusing on high-value work.[18:20] Negotiation Prep Is an Ideal AI Use Case: From supplier negotiations to procurement strategy, Cheryl explains how AI can sharpen preparation and confidence.[19:37] Why Human Skills Matter More Than Ever: Jan reflects on how AI creates space for relationship-building, supplier collaboration, and the human side of supply chain leadership.[21:50] Three Practical Ways to Start Using AI This Week: Cheryl gives supply chain and IT professionals a simple roadmap for moving beyond experimentation into real AI adoption.Top Quotes[13:34] Cheryl Thompson: “AI is not going to take your job. Someone that knows AI is going to take your job.”[14:32] Tom Roberts: “Are people ready to say, okay, I've saved all this time, great. Now, what do I do?”[19:43] Cheryl Thompson: “Yeah, and I'm so glad you said that because we have to remember the human in this AI world.”Connect With Cheryl ThompsonFind Cheryl on LinkedIn and learn more about her workshops and learning labs at her website (link in show notes).Connect With UsWe want to hear from you. What are your biggest supply chain challenges right now? What conversations do you want to hear on this podcast? Drop us a comment on the podcast website. The link is in the show notes.Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.
Explore Part 3 of the Trachtman Lecture as Haley Moss shares practical strategies to build inclusive workplaces and support neurodiverse individuals. The American College of Trust and Estate Counsel, ACTEC, is a professional society of peer-elected trust and estate lawyers in the United States and around the globe. This series offers professionals best practice advice, insights, and commentary on subjects that affect the profession and clients. Learn more in this podcast.
Have we biohacked our way to loneliness? We've over-optimized every aspect of our lives—Oura rings, trackers, endless connections on social media. We're fitter, more quantified, more tracked than ever. Yet we're the loneliest society that has ever existed. Suicide rates have never been higher. Somewhere along the way, we lost touch with each other and maybe even ourselves. Chris Schembra makes the case that true fulfillment doesn't lie in adding more optimization. It lies in adding friction back. In this conversation, we break down why convenience is the enemy of connection, what earned intimacy actually requires, and how the serenity prayer—tattooed on Chris's arm from early sobriety—reveals the wisdom we're desperately seeking. What You'll Learn: Why "biohacking" and optimization have backfired on human connection The difference between weak ties (what social platforms designed for) and deep relationships (what we actually need) What "earned intimacy" means and why it requires inconvenience and repeatability The League of Gentlemen: how a village of 100 friends grew from three people having breakfast together Why we're outsourcing our emotions to chatbots instead of sitting in our own thoughts The serenity prayer as a practical life design tool—not spiritual advice The discernment crisis: why judgment and taste are the most valuable skills of tomorrow How to reclaim your life from algorithms and convenience Rather watch on YouTube? https://youtu.be/8xxiRxRR24E Resources & Links: Chris Schembra on LinkedIn: https://linkedin.com/in/chrisschembra Reach out: chris@chrisschembra.com 7:47 Gratitude Experience: https://747club.org EP79of CC: A new twist on gratitude: https://open.spotify.com/episode/0V49SVlsXGMmcH8Af2aGnO?si=3f708350572a4b01 EP101: BDSM and the Boardroom: https://open.spotify.com/episode/4cBTAzKRV27qa3wSOwpsQV?si=be9222f7e2104674 EP157: Ketamine psychedelic therapy: Chris Schembra's story: https://open.spotify.com/episode/0V49SVlsXGMmcH8Af2aGnO?si=3f708350572a4b01 Key Timestamps: 00:00 — Intro: Have we biohacked our way to loneliness? 00:41 — Mother Teresa on the poverty of the soul 02:23 — Allison pushes back on the framing 03:40 — The distinction between "too easy" and "too optimized" 04:09 — Why tech companies call us "users" 05:56 — The convenience trap: clicking vs. calling 06:51 — Outsourcing emotions to chatbots and streaming services 54:26 — Building true intimacy vs. collecting weak ties 55:27 — The Strength of Weak Ties study and social media's backfire 56:25 — The breakfast story: how a village of 100 friends was born 58:26 — Walking through seasons of life together 59:13 — The League of Gentlemen and being held when you show up messy 01:01:14 — The serenity prayer tattoo and the three pillars 01:03:40 — Wisdom to know the difference: the discernment crisis 01:04:40 — The beauty of inconvenient choices and earned connection Be sure to rate, review, and follow this podcast on your player and also, connect with me IRL for more goodness and life-changing stuff.Schedule a FREE podcast clarity call with me - Your future audience is out there. Talk to them!Sign up for the free weekly emailAllisonHare.comFollow me on Instagram, LinkedIn, Facebook, and YouTube.DOWNLOAD the free podcast equipment guide- No guesswork, no google rabbit holes, start recording todayReb3l Dance Fitness - Try it at home! Free month with this link.Feedback and Contact:: allison@allisonhare.com
The real cyber threat isn't someone stealing your data. It's someone quietly changing a one to a zero on your shop floor, and you not noticing until something breaks.Cybersecurity used to be the topic everyone talked about. Then it went quiet. Now, with AI accelerating attack capability and quantum computing on the horizon, it's more urgent than ever, and most automotive manufacturers are not ready.In this episode, Jan Griffiths and co-host Tom Roberts sit down with Klint Walker, co-founder of Rule of Three Security and a 20-year veteran of federal cyber leadership. Klint has spent his career protecting critical infrastructure across the southeast, and he knows exactly where the holes are in manufacturing operations.This conversation goes beyond the headlines. The flashy denial-of-service stories get the press, but the real risk is the integrity attack, the quiet manipulation that changes a value, degrades a part, or corrupts a backup. In a world where OT, IT, and IoT have all converged, the attack surface is bigger than most C-suites realize.Themes Discussed in This EpisodeWhy integrity attacks, not data breaches, are the threat manufacturers should fear mostHow OT systems built for standalone operation became cyber liabilities the moment they got connectedWhy "convenience is the opposite of security" and what that means for your shop floorConfidentiality, availability, and integrity: the three pillars and why you can't optimize for all three at onceAI as a force multiplier for both defenders and attackers, and why only AI can defend against AIThe quantum computing arms race and why your encryption catalog matters nowWhy 70% of cybersecurity is policy, process, and people, not technologyThe disconnect between the C-suite and the front line on what actually needs protectingWhy containerizing AI matters: the cautionary tale of an AI that exposed CEO downsizing memosTabletop exercises: making the hard decisions before you are in crisisThis podcast is powered by QAD RedZone.Featured GuestName: Klint WalkerTitle: Co-Founder, Rule of Three SecurityAbout: Klint has 20 years of experience spanning federal, DOD, and private industry cybersecurity leadership. He has protected critical infrastructure across the southeast United States and holds a master's degree from the Naval Postgraduate School in Homeland Security and Defense. At Rule of Three Security, he helps organizations build cybersecurity programs grounded in the three pillars of the field: confidentiality, availability, and integrity.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Episode Highlights[00:03:21] What is cybersecurity, really? Klint opens with the question every C-suite should be able to answer but rarely can. It comes down to three pillars: confidentiality, availability, and integrity, and what those mean is different for every organization.[00:07:30] The integrity attack nobody is talking about. Threat actors changing a one to a zero. Manipulating a girder spec. Degrading a part. The attacks that don't make the news but can quietly compromise everything you ship.[00:10:00] The bank ransomware integrity story. Klint walks through how attackers can poison backups so that when you restore, you restore their fraudulent accounts as trusted data. Now apply that to a manufacturing BOM, a quality record, or a contract.[00:12:43] AI as the new attacker advantage. Reconnaissance that used to take weeks now takes 15 minutes. Threat actors are using AI to map employees, build social engineering campaigns, and stay undetected once inside.[00:16:50] The quantum arms race. Most organizations cannot tell you where they are using encryption, let alone whether it is quantum-ready. That cataloging exercise has to start now.[00:19:45] The five things a manufacturing C-suite should do. It starts with one question: have you defined cybersecurity for your organization? Most boards have never been briefed on the state of their own program.[00:21:30] The bank teller test. From the teller to the C-suite, every level of a bank gives a different answer to "what is the most important thing this business does?" If your front line is protecting the wrong thing, your cybersecurity program is broken before it starts.[00:24:22] The AI containment story. A single prompt pulled a draft executive downsizing memo from the CEO's inbox. Most organizations have not told their AI what it can and cannot touch.[00:28:14] The Rule of Three. The name of Klint's company comes from the three pillars. The job is making sure all three have visibility in your organization, and knowing which one matters most when something has to give.Top Quotes[00:06:58] Klint Walker: “Convenience is the opposite of security, and if you build something into convenience, you've bypassed security for it.”[00:08:12] Klint Walker: “The real threats out there might actually be what we call the integrity attacks. These get no love in the media, but these are where the threat actors are going in and they're manipulating data.”[00:23:43] Klint Walker: “If cybersecurity is not a culture of your organization, then it's just an add-on.”Don't Miss the Follow-UpKlint is coming back later this year to go deeper on tabletop exercises and the practical work of building a cybersecurity culture in a manufacturing environment. Subscribe so you do not miss it.Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.
@MDVL_mindset joins us in the tent today to talk about medieval looksmaxxing, ancient Chinese medicine, ancient architecture, and other weird topics... WELCOME TO CAMP!
In this episode, Dr. Paula Ferrada, MD, FACS, FCCM, MAMSE, Department of Surgery Chair, Inova Fairfax Hospital, shares how data, trust, and teamwork are transforming perioperative operations, improving access, and boosting efficiency while keeping patients at the center of care.This episode is sponsored by LeanTaaS.
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