Podcasts about Gartner

Drawing on their professional and academic experience, Ravin Jesuthasan and John Boudreau argue the current work “operating system” is increasingly unable to meet the needs of employees and employers. They join the Talent Angle to discuss their new book, Work Without Jobs: How to Reboot Your Organization's Work Operating System, and the opportunities for HR to shape a new vision for the future of work. Jesuthasan and Boudreau propose a new work “operating system” based on deconstructed work and deconstructed talent that would ultimately lead to a more human-centric approach to work. In their new vision for the future of work, they emphasize the importance of developing capabilities that will enable organizations to redesign and reinvent work and the employee experience. Ravin Jesuthasan is the global leader of Mercer's Transformation Services business.  He has led multiple research efforts on the global workforce, the emerging digital economy, the rise of artificial intelligence and the transformation of work. Ravin has led numerous research projects for the World Economic Forum including many of its ground-breaking studies on the transformation of work and the global workforce. He is a regular participant and presenter at the World Economic Forum's annual meeting in Davos and is a member of the forum's Steering Committee on Work and Employment. He is the author of the books Transformative HR (Wiley, 2012), Lead The Work: Navigating a World Beyond Employment (Wiley 2015), Reinventing Jobs: A 4-Step Approach to Applying Automation to Work (HBR Press, 2018) and the Wall Street Journal bestseller; Work Without Jobs: How to Reboot Your Organization's Work Operating System (MIT Press, 2022). Dr. John Boudreau is recognized worldwide as a leading evidence-based visionary on the future of work and organization. Dr. Boudreau is Professor Emeritus of Management and Organization and a Senior Research Scientist with the Center for Effective Organizations, at the Marshall School of Business, University of Southern California. For 40 years, he has conducted breakthrough research on the bridge between work, superior human capital, leadership and sustainable competitive advantage.  His research addresses the future of work and the global HR profession, work automation, HR measurement and analytics, decision-based HR, executive mobility, HR information systems and organizational staffing and development.  Dr. Boudreau helped to establish and then directed the Center for Advanced Human Resource Studies (CAHRS) at Cornell University, where he was a professor for more than 20 years Peter Aykens is chief of research in Gartner's human resources practice. He is responsible for defining research coverage within the practice and building and leading research teams that address clients' key initiatives. In prior roles at the firm, he spent over 25 years leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product issues in financial services. He holds a bachelor's degree in political science from St. Olaf College; a master's degree in international politics from the University College of Wales, Aberystwyth (now known as Aberystwyth University); and a master's degree and a doctorate in political science from Brown University.

In this episode of Gartner ThinkCast, we explore what customer experience looks like in 2025 — a world where your most valuable customers might not even be human. Gartner Distinguished VP Analyst Don Scheibenreif joins host Alexis Wierenga to unpack how CEO perceptions, AI agents and machine customers are reshaping CX strategy. Drawing from Gartner's latest CEO research, Don shares critical insights on the shift in customer expectations, the rapid emergence of autonomous buyers and the emotional impact of AI adoption. Whether you're designing for humans, machines or both, this episode offers a roadmap for getting customer experience right in an AI-first future. Tune in to discover: • Why CEOs may not know their customers as well as they think • What machine customers are and why they matter now • The key blind spots in AI-driven CX strategies • How to balance automation and humanity to create trust Dig Deeper Attend the Conference: Gartner IT Symposium/Xpo™ https://gtnr.it/3UpD6Ei  Register for the Webinar: Explore the Impact of AI on Customer Experience in Your Organization https://gtnr.it/4myNki0  Watch for More Insights: When Machines Become Customers https://gtnr.it/4mwGCsL 

Breaking out of the shame cycle with Rabbi Baruch Gartner

In this episode of the Soul Inspiring Business Podcast, host Kara welcomes Carol Shen, founder of Start Culture Shift. Carol shares her expertise on how businesses of any size can create and improve their workplace culture through practical, actionable steps. With a background in industrial organizational psychology, Carol reveals her Culture Roadmap framework and explains why culture isn't just a set of beliefs—it's what people actually do in an organization.Episode Topics:Defining workplace culture and why it mattersThe three-step Culture Roadmap for embedding culture into strategyHow small businesses can implement culture initiatives without massive resourcesCreating feedback loops that build trust and improve performancePractical tools for setting clear cultural expectationsCarol's journey from corporate life to entrepreneurshipInsights:"Culture is not just a set of beliefs. It's what you do." This realization helps demystify culture and make it actionable.Small organizations can see cultural shifts in 3-6 months, while larger organizations may need more time and multi-level buy-in.Feedback is simply data that helps inform whether behaviors need to shift, removing the negative connotation.Quality trumps quantity when it comes to manager-employee check-ins; even 15 minutes can be effective with established trust.Cultural competencies can be developed using simple tools like AI prompts to generate starting points.The minimum cadence for one-on-one meetings should be every other week, with weekly being ideal.Highlights:00:00 Welcome and Intro 02:47 Understanding Work Culture 05:49 Defining Organizational Culture 08:17 Embedding Culture into Strategy 11:21 Performance Clarity and Competencies 12:44 Cultural Accountability and Leadership 14:29 Organizational Culture and Change Management 18:00 Feedback Mechanisms in Communication 21:03 Utilizing AI for Leadership Competencies 24:01 Translating Strategy into Operations 26:42 Building Trust in Remote Work Environments 29:38 Transitioning from Corporate to Entrepreneurship 30:10 Transition to Entrepreneurship 32:58 Entrepreneurship and Client Profiles 35:31 Improving Work Culture in Alternative Markets 38:12 Website Promotion and Cultural Improvement 39:19 Podcast episode ended Resources:FAST goal-setting framework: Frequently discussed, Ambitious, Specific, TransparentSMART goal-setting framework: Specific, Measurable, Achievable, Relevant, Time-boundAI tools like ChatGPT/Perplexity for generating competency frameworksSample culture statements and competency frameworks onlineCarol Shen, founder of Start Culture Shift, helps leaders build people-centered, high-performing cultures. She advises founders/CEOs, leadership teams and boards on how to embed culture into strategy, paving the way for improved work environments and scalable growth.Carol has spent over two decades in advisory and leadership roles including 6 years as ILPA Institute curriculum advisor and faculty, Arabella Advisors fractional Chief Learning Officer, Director of Learning & Development at CEB, now Gartner, and non-profit board and executive director roles. Both at CEB, and Mercer HR Consulting, where her career started, Carol developed her expertise in organizational effectiveness and leadership best practices.With extensive instructional design and teaching expertise, Carol also facilitates workshop experiences and leadership offsites that have a life-long impact on improving work (and personal) relationships and accelerating productivity. In her workshops, she brings a cross-functional lens that bridges private...

The latest episode of Supply Chain Now features Scott Luton and Mike Griswold discussing key insights from the Gartner Supply Chain Symposium held in early May in Orlando, Florida. The conversation highlights three major takeaways: the importance of reverse logistics and returns management in retail, as discussed by Tom Enright; the critical role of planning in supply chain transformation and resilience, emphasized by Whitney Shlesinger from McCormick; and the practical applications of AI in supply chain, as explored with Paul Noble from Verusen. The episode also touches on the significance of change management and the need for organizations to let go of outdated practices to embrace new technologies effectively. Additionally, upcoming Gartner Planning Summits in London and Denver are mentioned as opportunities for supply chain professionals to deepen their expertise. Join us and learn how to operationalize conference insights and drive meaningful change in your organizations.Additional Links & Resources:Connect with Mike on LinkedIn: https://www.linkedin.com/in/mike-griswold-6a68922/Learn more about Supply Chain Now: https://supplychainnow.comWatch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-nowSubscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/joinWork with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVkWEBINAR- Cleared for Takeoff: Workforce Development in the Aviation Industry: https://bit.ly/42X4deyWEBINAR- Supply Chain Orchestration with SAP: https://bit.ly/4jFJn9qThis episode is hosted by Scott Luton and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated show page at: https://supplychainnow.com/key-insights-2025-gartner-supply-chain-symposium-1432

In recent years, organizations have started to experiment with skills-based hiring by dropping degree requirements and other credentials in job postings to unlock new talent populations. However, a fully-realized skills-based hiring approach demands deep change in talent processes and hiring manager practices. To this point, most organizations have been unable to weave this method into the fabric of their talent strategy. Joseph Fuller, professor at Harvard Business School, rejoins the Talent Angle to discuss his latest research: “Skills-Based Hiring: The Long Road from Pronouncements to Practice.” Joseph shares data to show the extent to which skills-based hiring commitments have translated to meaningful action, and offers practical guidance to help organizations broaden the aperture of their talent pools. Joseph Fuller is a professor of management practice in general management at Harvard Business School and co-leads the school's initiative, Managing the Future of Work. He founded the consulting firm Monitor Group, now Monitor Deloitte, and has worked with senior executives and policymakers on a wide variety of issues related to corporate strategy and national competitiveness.   Dion Love is a vice president of research and advisory services at Gartner. Dion is a labor market expert, focusing on global labor market trends and what they mean for organizations' talent and business strategies, as well as broader social and economic issues. In his work at Gartner, Dion advises clients on key aspects of talent acquisition, including talent acquisition function planning and management, talent needs definition and internal recruiting, employment branding and recruitment marketing, and talent sourcing and selection. He has co-authored more than 12 strategic research studies at Gartner. His work has been featured in the Harvard Business Review and industry publications, as well as Gartner HR Leaders Monthly and Smarter With Gartner.

In this episode of Gartner ThinkCast, we dive into what strong leadership really looks like when the path ahead is unclear. From economic disruption to AI-fueled transformation, uncertainty is becoming a defining feature of the business landscape. Gartner expert Mary Mesaglio returns with quick insights from her Top of Mind series to offer a timely playbook. Drawing from conversations with CEOs, CIOs and senior leadership around the globe, Mary shares three practical strategies for leading through volatility, ambiguity and change. Learn why clear communication, hyper-focused priorities and transparent guiding principles are the essential tools every executive and new leader needs today. Tune in to discover: •  Why corporate-speak fails in times of change and what to say instead • The 10x10x10 rule for reinforcing priorities with your team • How guiding principles offer stability and direction   Dig Deeper Read and Download Now: Disruptive Technologies You're Probably Unprepared For Register to Attend: CIO Conferences and Events 2025 Watch More: Gartner Top of Mind

In this episode of Identity at the Center, hosts Jeff Steadman and Jim McDonald welcome back Henrique Teixeira, SVP of Strategy at Saviynt, for his third appearance on the show. Henrique dives deep into his transition from Gartner analyst to IAM vendor executive, sharing candid insights on career changes, identity security trends, and what it's like to travel the world advocating for better identity practices.The conversation ranges from AI's evolving role in IAM to the nuances of building a strong network and social media presence. Henrique also previews his upcoming podcast and makes compelling analogies between IAM and Formula One, stand-up comedy, and even Rob Zombie lyrics.Whether you're a seasoned identity professional or new to the space, this episode offers valuable takeaways on navigating the IAM landscape, tackling app onboarding, and preparing for the rise of AI agents.Timestamps:00:00 - Henrique on trends and AI as stand-up comedy02:08 - Jim & Jeff intro, shoutout to sponsors04:59 - Henrique joins and talks about conferences07:31 - Henrique's Gartner to Saviynt transition10:00 - Leadership, strategy, and parallels with Formula One16:07 - Building a network and making career shifts21:09 - Travel life and routines for road warriors26:00 - LinkedIn influence and organic community growth30:31 - IAM set pieces: From Rob Zombie to AI34:00 - Predictions and trends for 202639:00 - AI agents and the new identity security frontier45:18 - Revisiting IAM basics before jumping ahead50:15 - Identity security vs. traditional IAM definitions55:23 - Henrique teases upcoming Saviynt podcast58:45 - AI in music and creative tools for musiciansConnect with Henrique: https://www.linkedin.com/in/bernardes/Learn more about Saviynt: https://saviynt.com/Conference Discounts!Identiverse 2025 - Use code IDV25-IDAC25 for 25% off: https://identiverse.com/Connect with us on LinkedIn:Jim McDonald: https://www.linkedin.com/in/jimmcdonaldpmp/Jeff Steadman: https://www.linkedin.com/in/jeffsteadman/Visit the show on the web at http://idacpodcast.comKeywords:Henrique Teixeira, Saviynt, Identity at the Center, IAM podcast, identity security, digital identity, cybersecurity trends, AI in IAM, agentic AI, post-cloud identity, LinkedIn IAM influencers, IAM career advice, Gartner alumni, IAM conferences, EIC 2025, Identitiverse, Rob Zombie IAM, application onboarding IAM, IGA strategy, identity trends 2026, IAM predictions

This episode explores:Expanding remits for supply chain leaders and the value they deliver. (1:17)How organizational structure underpins these new remits, and Ralph Lauren's philosophy on this structure. (5:08)Talent opportunities borne from expanded remits for supply chain talent and leadership. (8:35)Technology's role in expanding supply chain's remit. (11:44)Actionable advice for supply chain leaders of tomorrow. (16:33)Supply Chain Podcast host Thomas O'Connor discusses the evolving role supply chain leaders play in their businesses with Halide Alagöz, chief product and merchandising officer (including supply chain) for Ralph Lauren. They explore Halide's unique career path and role at Ralph Lauren offer insight into changing expectations and growth opportunities for supply chain leaders, as well as how Ralph Lauren's organizational approaches to talent and technology helped uncover them. Thomas and Halide close the show with recommendations for supply chain leaders of the future, and how they can use these lesions to evolve.Gartner clients interested in finding out more about this topic can access the following: Supply Chain Executive Report: Radically Rethinking ReorganizationExecutive FastStart™ for CSCOs: How to Build Relationships and Personal BrandAbout the GuestHalide Alagöz is the Chief Product and Merchandising Officer of Ralph Lauren Corporation. She is responsible for the end-to-end product life cycle as leader of the company's Polo, RRL and Lauren brand teams and the Brand Image and Purple Label Merchandising teams. Halide additionally drives innovation and execution – from development through sourcing – of all products across the Ralph Lauren portfolio.Prior to joining Ralph Lauren, Halide was with H&M Corporation for 18 years, most recently in Hong Kong as the Head of Purchasing. During her tenure with H&M, Halide was responsible for various regional and global supply chain operations in Hong Kong, China, Bangladesh, and in her native country, Turkey.Halide also serves on the board of directors of the American Apparel & Footwear Association since April 2018 and was confirmed as its vice chair for its 2024-2025 term in March 2024. Halide earned both her bachelor's degree in industrial engineering and her master's degree in engineering management from Istanbul Technical University.

As AI rapidly advances, Mo Gawdat shares a candid and thoughtful exploration of what the future holds for humanity. From AI's growing intelligence and its impact on creativity to the looming disruption of jobs and society, this top moment challenges us to rethink our role in a world where machines might outsmart us. Mo also reflects on the irreplaceable value of human connection and the need to prepare for a future shaped by technology. Whether you're excited or worried about AI, this conversation offers a crucial perspective on how we adapt, survive, and find meaning in the age of artificial intelligence. Register yourself by visiting: ⁠Gartner.com/Symposium⁠ Listen to the full episode here - Spotify - ⁠https://g2ul0.app.link/ocYmHrkuoTb⁠ Apple - ⁠https://g2ul0.app.link/EBSoMmQuoTb⁠ Watch the Episodes On YouTube - ⁠https://www.youtube.com/c/%20TheDiaryOfACEO/videos⁠ Mo Gawdat - https://www.mogawdat.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Psychologists John Gartner and Harry Segal review Trump's retreat on China tariffs, the legal obstacles to deportation, and the first American and (hopefully) Anti-Maga Pope.  They are also joined by Dr. Rosalind Watts, the renown clinical psychologist, who describes the practice and profound impact of psychedelic psychotherapy, especially in these difficult times. Be sure to subscribe wherever you get your podcasts: Our site Subscribe on iTunes Subscribe on Spotify Subscribe on Amazon Music Subscribe on iHeartRadio Dr. Gartner and Dr. Segal once again break down Trump's cognitive decline and malignant narcissism, a psychological profile marked by extreme self-interest and zero empathy. Trump's erratic tariff strategy—first hitting China with a reckless 145% tax, then scaling back to 30%—is just another example of his weakness under pressure. While the rollback offers some relief, his trade war still threatens economic stability, leaving millions uncertain about the future.   Then there's his legal manipulation—Trump's frantic attempts to bypass the courts and stack them with loyalist judges who will rubber-stamp his agenda. But here's the twist: some Trump-appointed judges are actually pushing back, reinforcing due process and putting up resistance where it's needed most. Even when Trump tries to rig the system, cracks are forming—and that's reason for hope.   Dr. Segal highlights what he calls a “hopeful turning point”—the election of Pope Leo, the first American Pope. Pope Leo's commitment to social justice and outspoken criticism of Trump's policies has already made him a powerful moral counterweight to MAGA extremism. His pushback against Trump's immigration crackdowns is one of the most forceful challenges to the Trump agenda we've seen on a global scale.   Dr. Rosalind Watts joins the discussion with a groundbreaking perspective on psychedelic therapy. She breaks down how substances like psilocybin can unlock deeper personal insight, help navigate emotional instability, and foster real connections in an increasingly divided world. But psychedelics aren't magic pills—Dr. Watts emphasizes that their power comes from integration, long-term mental resilience, and a renewed understanding of self and community.   Dr. Gartner and Dr. Segal remind us why psychological insight is a weapon in political warfare. They call on listeners to stay vigilant, push back against authoritarian chaos, and support leaders who fight for justice. This is the fight of our time. Stay tuned, subscribe, and join us next week as Shrinking Trump continues to unpack the intersection of psychology and politics in the era of Trump.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Is REST alive and well? Or is it time to move on?Kin Lane (aka the “API Evangelist”) joins this episode of Gartner's Steering Engineering Podcast to explore these topics and answer the question: What does “good” actually mean when it comes to APIs?About the GuestKin Lane describes himself as an “API Evangelist,” with a long history of building and consulting on APIs and API strategy.

In July 2024, dozens of gunshots pierced the quiet Seattle night. Sex traffickers jockeying for turf fired 30 shots on Aurora Avenue North, two blocks from journalist Erin Gartner's house. Amid a surge of violence crashing over the neighborhood, Gartner felt hopeless — until she found a group of neighborhood volunteers and experts in the problem of trafficking, all of them part of a Rotary club dedicated to the issue. In this episode, Niala Boodhoo speaks with Gartner and two of her fellow Rotary club members.If you are in the U.S. and suspect someone is being trafficked, call the National Human Trafficking Hotline at 1-888-373-7888. In Canada, call 1-833-900-1010. 

This podcast is brought to you by Outcomes Rocket, your exclusive healthcare marketing agency. Learn how to accelerate your growth by going to outcomesrocket.com A robust governance structure, strong clinical relationships, and a focus on people are crucial for achieving supply chain excellence in healthcare.  In this episode, Conrad Emmerich, Chief Procurement Officer and Senior Vice President of Supply Chain Management at Advocate Health, shares how his organization consistently earns recognition from Gartner for supply chain excellence. He explains that their clinically driven decision-making is supported by a robust governance structure involving over 450 team members across all levels. Conrad emphasizes the importance of developing and empowering their people and highlights their digital transformation, including a unified ERP system and advanced analytics that were crucial during Hurricane Helene. He concludes by stressing the growing need for supply chain leaders to be strategic, expert contributors within their organizations. Tune in and learn how these strategies improve patient outcomes, manage costs, and drive innovation! Resources: Connect with and follow Conrad Emmerich on LinkedIn. Follow Advocate Health on LinkedIn and explore their website.

Join Juan and Tim as they welcome special guest Rebecca O'Kill (CDAO of AXIS Capital) fresh from their panel at the Gartner Data & Analytics Summit 2025 in London. They'll have an Honest, No-BS discussion on making data catalog and governance work in the real world while sharing key themes and actionable insights from one of the year's most influential data conferences.

Join Juan and Tim as they welcome special guest Rebecca O'Kill (CDAO of AXIS Capital) fresh from their panel at the Gartner Data & Analytics Summit 2025 in London. They'll have an Honest, No-BS discussion on making data catalog and governance work in the real world while sharing key themes and actionable insights from one of the year's most influential data conferences.

Podcast: Industrial Cybersecurity InsiderEpisode: Visibility Revisited: Trends Shaping the Future of OT CybersecurityPub date: 2025-05-13Get Podcast Transcript →powered by Listen411 - fast audio-to-text and summarizationIn this special rewind episode we highlight outside influences shaping control system integrity, the impact of AI, emerging technologies, and the dynamics of building a career in OT cybersecurity.Drawing from frontline experiences and industry events like the S4 Conference, the discussion explores the growing organizational shift toward dedicated OT cybersecurity roles.We address the critical need for alignment between capital and operational expenditures, and the importance of selecting technologies that provide actionable visibility across diverse plant environments. Listeners will gain strategic guidance on integrating cybersecurity into capital planning, addressing asset variability across sites, and implementing scalable, non-disruptive security frameworks. From OT-specific IDS deployment to balancing remote access with zero-trust principles, this episode offers practical, forward-looking advice.Whether you're a practitioner or a decision-maker, focused on securing extended IIoT environments while maintaining operational resilience, this episode covers practical and relatable challenges and solutions.Chapters:00:00:00 – A Strategic Rewind: Exploring the Emerging Roles, Budget Realities, and Lessons Learned in OT Cybersecurity00:00:41 - Gartner, DOGE, and the Future of OT Cybersecurity Policy00:12:12 - The Future Looks Bright : Building a Career in OT Cybersecurity00:22:44 - AI, Global Trends, and More: A Glimpse into the Future of OT Cybersecurity with ClarotyLinks And Resources:Industrial Cybersecurity Insider on LinkedInCybersecurity & Digital Safety on LinkedInBW Design Group CybersecurityDino Busalachi on LinkedInCraig Duckworth on LinkedInThanks so much for joining us this week. Want to subscribe to Industrial Cybersecurity Insider? Have some feedback you'd like to share? Connect with us on Spotify, Apple Podcasts, and YouTube to leave us a review!The podcast and artwork embedded on this page are from Industrial Cybersecurity Insider, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

Send us a textToday, host Cornell Bunting sits down with Ernel Grant, a lover of words, visionary, entrepreneur, digital creator, and founder of Poetz Realm. Born in Kingston, Jamaica, Ernel shares memories of his early years in Grinich Farm before migrating at age 14 to Hartford, Connecticut, where breakdancing and the arts became his outlet and identity. A graduate of Eastern Connecticut State University and an alum of Hartford Public High School, Ernel transitioned from college into IT and mobile sales—later finding success with Gartner, which opened the door for a new chapter in Lehigh Acres, Florida.Now in Florida, Ernel continues his mission to build community through creativity, providing a platform for artists of all kinds to showcase their craft through Poetz Realm. Tune in to hear a story of migration, inspiration, resilience, and the power of art to connect lives across borders. Purpose & Profit Club™ for NonprofitsThe Playbook to Raise & Reach Millions Faster Than Ever Before -- No gimmicks!Listen on: Apple Podcasts SpotifySupport the showThank you for tuning in with EHAS CLUB - Stories to Create Podcast

Psychologists John Gartner and Harry Segal return to the topic of Trump's cognitive decline and malignant narcissism by interpreting his “decision” on Alcatraz as well as his oval office antics. They are joined by Rep. Chrissie Houlahan from Pennsylvania, who had taken on Tulsi Gabbard in the House investigation of Signalgate. Be sure to subscribe wherever you get your podcasts: Our site Subscribe on iTunes Subscribe on Spotify Subscribe on Amazon Music Subscribe on iHeartRadio Dr. Gartner opens by reflecting on their journey and stresses that Trump's extreme narcissism and growing cognitive decline are no secret. The doctors detail how these traits have led to unhinged decisions—from confusing basic facts to mixing Hollywood fiction with real policy. They even bring up Trump's bizarre suggestion to reopen Alcatraz, an idea that clearly shows his disconnect from reality. The conversation then turns to the effect of Trump's behavior on governance. According to the experts, his impulsive and self-serving decisions have not only hurt the economy but also weakened the nation's standing on the world stage. Dr. Segal explains that Trump's poor handling of economic policies, including misguided tariff strategies, risks driving the country toward an economic crisis—a situation not unlike past downturns in history. On the political front, the hosts warn that Trump's style of leadership is dangerous. His tendency to use executive power for personal gain could lead to a government that more resembles an autocratic regime than a true democracy. They point out that when leaders mix personal interests with national policy, our institutions and hard-won democratic values come under severe threat. Yet there is hope. The episode highlights how strong American institutions—like Harvard University—continue to stand up against illegal executive overreach. These examples remind us that while Trump's actions push us toward instability, the core values of our democracy still hold strong when we remain informed and active. In closing, Dr. Gartner and Dr. Segal call on everyone to pay attention, speak up, and demand accountability. They stress that understanding the psychological roots of this crisis is key to defending our nation's future. Listeners are encouraged to join the conversation by subscribing, sharing their ideas, and tuning in to upcoming episodes. We'll see you back here next week, as we continue to push back against this chaos and work together to save America from tyranny. Learn more about your ad choices. Visit megaphone.fm/adchoices

Leader and manager development was CHROs' top priority in 2025, according to the 2025 Gartner HR Priorities Survey. When employees are frustrated by the leadership at the organization, their engagement, performance and productivity suffer. Adam Galinsky, professor at Columbia Business School and author of "Inspire: The Universal Path for Leading Yourself and Others,” joins the Talent Angle to share research on what makes leaders inspiring, rather than infuriating, and how organizations can adapt their leadership development strategies to nurture inspiration at scale. Adam Galinsky is a celebrated social psychologist at Columbia Business School known for his research on leadership, decision-making, teams, and ethics. His scientific research — consisting of more than 1,000 studies published in more than 200 scientific articles — has been cited more than 64,000 times. In Adam's latest book, “Inspire The Universal Path for Leading Yourself and Others,” he weaves together his decades of research and global consulting experience to reveal the science of how to become more inspiring. His TED Talk, “How to Speak Up For Yourself,” has been viewed more than 7.5 million times, and his book “Friend & Foe: When to Cooperate, When to Compete, and How to Succeed at Both” was an audible and eBook bestseller. Caroline Walsh is a managing vice president in Gartner's HR practice. Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor's degree in East Asian studies from Columbia University, and a master's degree in public affairs from Princeton University.

In this episode of Gartner ThinkCast, we check in on one of the most unique and personal pieces of Gartner research: the annual CIO resolutions. Nearly midway through the year, are tech leaders still aligned with the ambitions they set in January? In a quick sampling pulled from our Top of Mind video insights, Gartner Distinguished VP Analyst Mary Mesaglio provides a timely update on how CIOs can stay grounded amid the whirlwind of 2025 priorities. From turning regret into growth and negotiating AI-infused vendor contracts, to defining personal AI ethics and staying close to emerging technologies, this episode is a powerful reminder of what good looks like — for your people, your business and yourself. Dig Deeper Read and Download Now: Resolutions for CIOs: What Good Looks Like in 2025 https://gtnr.it/4iLxIEL  Register and Attend: CIO Conferences and Events 2025 https://gtnr.it/3UpD6Ei  Be AI-Ready: What IT Leaders Need to Know and Do https://gtnr.it/4k2GLlE 

This episode explores:Henkel's multiyear journey to merge two of its distinct consumer business units. (1:15)An overview of the strategic drivers behind Henkel's business transformation. (2:44)The critical role supply chain leadership plays in driving supply chain change management. (4:52)Concrete steps that Henkel took during its transformation journey, including real-world examples. (8:40)Recommendations for chief supply chain officers (CSCOs) driving large-scale change management in their own organizations. (12:26)Host Thomas O'Connor discusses Henkel Consumer Brands' business transformation journey with Dr. Dirk Holbach, the organization's CSCO. The pair explore the drivers that motivated the transformation, such as Henkel's concept of “volume to value.” They provide insight into four broad steps that Henkel took as part of its transformation, and close the show with recommendations for CSCOs that find themselves driving similar transformations.Gartner clients interested in finding out more about this topic can access the following: Reorganize by Integrating and Differentiating Supply Chain ActivitiesSupply Chain Executive Report: Radically Rethinking ReorganizationAbout the GuestDr. Dirk Holbach has been leading the end-to-end (E2E) supply chain and operations for Henkel's Consumer Brands division since 2022, with net sales around €10.5 billion. He collaborates with approximately 10,000 associates in 36 factories and 88 logistics centers around the world. As one global team, Henkel not only delivers daily on the classic triangle “cost,” “cash” and “service,” but also drives a holistic transformation journey along multiple dimensions creating significant business impact. Henkel's aim is to continuously increase the value delivery, agility and resilience of its global supply chain with the ultimate goal to drive value growth and serve its consumers and customers at its best.This goal is supported by three strategic priorities:People and culture: Henkel puts its people at the center of everything it does. The pandemic has clearly underlined the value of strong individuals collaborating in empowered teams, and Henkel enables strong value creation and business performance via its significant investment into team effectiveness and individual leadership capabilities.Digitalization: Continuously accelerating digital transformation at Henkel started in 2013, with migration toward a fully connected, real-time and integrated digital ecosystem and toward an autonomous, self-driving and touchless supply chain. This work is supported by highly qualified associates and Henkel is the proud owner of four World Economic Forum (WEF) Fourth Industrial Revolution (4IR) Digital LighthousesSustainability: Part of Dr. Holbach's personal agenda and part of the DNA at Henkel, the company drives sustainable progress leveraging digitalization (e.g., reducing its CO2 footprint by more than 70% since 2005), with 14 sites becoming fully climate-positive (electrical and thermal energy), making the company's entire mature region footprint carbon-neutral.When not at work, Dr. Holbach enjoys spending time with his family, or on a race or mountain bike. He has also been listed several times in the Top 28 Supply Chain Executives in Europe, being No. 1 in 2020.

Welcome to The Rose and Rockstar - with the Chief Troublemaker at Seventh Bear, fractional marketing leader and author Robert Rose, behind the bar serving one of his splendid cocktails while our host Ian Truscott, a CMO but not a rockstar, picks his brain on a marketing topic.  This week Ian and Robert discuss a prediction from Gartner that we will need to put 70% of our marketing budget into offline to reach an audience who will be digital detoxing.  The main points from the bar this week: Digital detoxing could be a thing, especially as trust and authenticity are reduced This will have an impact on marketing strategies and the budget Print media is gaining value as an alternative messaging channel The rise of gated communities that marketers will need to earn their way into  Identity-based content consumption and personalization Do you have a question for the bar? Or maybe an opinion on what we've discussed? Please get in touch - just search “rockstar cmo” on the interwebs or LinkedIn. Enjoy! — The Links The people: Ian Truscott on LinkedIn and Bluesky Robert Rose on LinkedIn and Bluesky Mentioned this week The Gartner Top Marketing Predictions for 2025 (webinar) Robert's podcast - This Old Marketing Robert's regular series on Content Marketing Institute Seventh Bear Ian's Marketing Profs Webinar Rockstar CMO: The Beat Newsletter that we send every Monday Rockstar CMO on the web, Twitter, and LinkedIn Previous episodes and all the show notes: Rockstar CMO FM. Track List: Piano Music is by Johnny Easton, shared under a Creative Commons license We'll be right back by Stienski & Mass Media on YouTube You can listen to this on all good podcast platforms, like Apple, Amazon and Spotify. This podcast is part of the Marketing Podcast Network Learn more about your ad choices. Visit megaphone.fm/adchoices

In the latest episode of the Gartner Sales Podcast, host Betsy Gregory Hosler talks with Gartner experts Kevin Hooper and Andy Clement to explore sales leadership in uncertain times. These seasoned executives share strategies for navigating volatile, uncertain, complex, and ambiguous (VUCA) environments, drawing lessons from their own leadership roles during past crises like the Great Recession and COVID-19 pandemic.Andy Clement is an Executive Partner with Gartner's Chief Sales Officer program, where he coaches, guides, and challenges sales leaders who are Gartner clients. He joined Gartner in August 2024.Andy retired from Kimberly-Clark in March 2024 after a distinguished 33-year career. During his tenure, he held various key roles, including chief customer officer, vice president of sales, general manager, strategy director, marketing director, and manufacturing director. Andy earned his executive MBA from Vanderbilt University and his undergraduate degree from Wake Forest University.Kevin Hooper is an Executive Partner at Gartner, where he leverages over three decades of experience in technology and sales to advise clients on strategic growth and operational excellence. Before joining Gartner, Kevin held leadership roles at companies including Oracle, NEC, Hewlett-Packard, IBM, and Lenovo, where he served as North America president and general manager of the Infrastructure Solutions Group. His extensive background encompasses expertise in cloud business analytics, enterprise solutions, sales operations and strategy. Kevin is dedicated to helping organizations optimize their strategies and achieve their business objectives.

Andy Clement joins the Marketing Madhouse to discuss a deep career in marketing and sales—and moving from the corporate world with Kimberly-Clark into the analyst space with Gartner. Andy and Moira discuss Revenue Councils, alignment, shared sales and marketing KPIs, maturity models and human/digital engagement.patreon.com/TheMarketingMadMen: https://www.nick-constantino.com/See omnystudio.com/listener for privacy information.

May 1, 2025: Zafar Chaudry, MD, SVP/Chief Digital, AI, and Information Officer at Seattle Children's Hospital. Discover how Seattle Children's is changing traditional approaches to clinical decision-making through a new Google partnership, harnessing the power of a century of clinical writings. Is artificial intelligence a threat to healthcare professionals or their most powerful ally? Dr. Zafar offers his perspective, urging that the synergistic potential of human-AI collaboration is the future of healthcare. From transformative Gartner experiences to pioneering Epic implementations in the UK, this episode explores Zafar's vision: the intersection of compassion and technology. Key Points: 01:14 Career Journey and Mission 08:43 AI Pathways Innovation 17:43 AI: Collaboration Over Competition 21:07 Lightning Round X: This Week Health LinkedIn: This Week Health Donate: Alex's Lemonade Stand: Foundation for Childhood Cancer

Conflict management is an increasingly essential skill for individuals in leadership positions. However, it is a topic that often makes people — especially leaders and managers — feel uneasy. As leaders are responsible for handling conflicts between their employees, teams, and peers, it is crucial for them to have effective strategies for conflict management. Amy Gallo, the author of “Getting Along: How to Work with Anyone (Even Difficult People)," joins the Talent Angle podcast to provide valuable insights and strategies on how to effectively manage conflicts and transform them into productive dialogues within your organization. Amy Gallo is a workplace expert who writes and speaks about gender, interpersonal dynamics, and difficult conversations. She's the best-selling author of “Getting Along: How to Work with Anyone (Even Difficult People)” and the “HBR Guide to Dealing with Conflict,” as well as hundreds of articles for Harvard Business Review. For the past five years, Amy has co-hosted HBR's popular Women at Work podcast, which examines the struggles and successes of women in the workplace. Her advice has been featured in the New York Times, Wall Street Journal, Fast Company, BBC, and NPR. Caroline Walsh is a managing vice president in Gartner's HR practice. Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor's degree in East Asian studies from Columbia University, and a master's degree in public affairs from Princeton University.

In this episode of Gartner ThinkCast, we tackle one of the most pressing questions facing executive leaders today: How should organizations approach AI deployment? Gartner Distinguished VP Analyst Whit Andrews joins host Karen Stokes Lockhart to help answer whether leaders should build, buy or blend when approaching their AI integration, while further exploring Gartner's “AI technology sandwich” framework. Tune in to hear Whit and Karen discuss the multiple layers of enterprise AI, including embedded AI, bring-your-own AI and the critical governance decisions that support a responsible, scalable foundation for IT and tech leaders navigating a complex AI landscape. Dig Deeper Read and Download Now: Build, Buy or Blend? Deploying AI in Your Organization https://gtnr.it/4lS07M4 

According to our research, executive turnover is high across the C-Suite, which means that your role as CIO will transition one way or another. Whether you're transitioning or you're working with a leader in transition, you'll need to be prepared to adapt to change quickly.In this episode of the CIO Mind Podcast, we interview Gartner Senior Executive Partner Tom Fuller to discuss how executives can successfully balance making quick impact while still learning the landscape.For non Gartner clients, see more with 4 Secrets to Success for Executives Starting a New Role.For Gartner clients, see our Executive FastStart Experience. About the GuestTom Fuller is a senior executive partner at Gartner and specializes in CIO executive transitions, IT operating models, IT strategy and organizational effectiveness. He has worked in multiple sectors both in the U.K. and internationally, including retail, financial services, manufacturing and government. Prior to joining Gartner, he held senior leadership roles within the John Lewis Partnership's IT organization and prior to that was a senior member of Deloitte's IT Effectiveness team.

In a world where every dollar in learning must prove its worth to a watchful CFO, today's Head of L&D needs to become a true alchemist—transforming digital disruption and yawning skill gaps into engines of growth. Join us as we unpack why 75% of managers feel overwhelmed and 73% of employees suffer “change fatigue,” according to Gartner, then step through:Continuous Skill Development: Building a culture of microlearning and peer-to-peer sharing to keep pace with AI, data, and beyondPersonalized Journeys: Leveraging AI platforms to tailor learning paths—and spotlight ROI by linking courses to real competency gainsRevamped Leadership Pipelines: Equipping overwhelmed managers with coaching, rotations, and measurable impactFinance as Co-Author: Partnering with your CFO to apply rigorous metrics—performance lift, retention, internal mobility—to every programTune in for hard-won insights, poetic inspiration, and actionable strategies to embed learning in the flow of work—and prove that L&D is your organization's greatest growth catalyst.

Psychologists John Gartner and Harry Segal consider Trump's psychopathology and how it makes his self-destructive course inevitable. They are joined again by Ahmed Baba, journalist and communications expert, on why we should have hope in these dire times. Be sure to subscribe to our show on your favorite podcast app: Our site Subscribe on iTunes Subscribe on Spotify Subscribe on Amazon Music Subscribe on iHeartRadio Dr. Gartner and Dr. Segal dive into the surreal and turbulent landscape of the Trump presidency. Packed with sharp insights and pointed critiques, this episode examines how Trump's erratic behavior and psychological issues continue to disrupt and reshape the nation. We'll unpack a whirlwind year marked by aggressive antics and shocking policy moves, all underscored by Trump's narcissistic personality disorder. Staying true to their commitment to analyze the president through a psychological lens, the hosts examine the cognitive framework behind Trump's compulsive lying, lack of empathy, and relentless pursuit of power. A key focus of the episode is Trump's administration's authoritarian tendencies, contrasted with its frequent ineptitude—what the hosts humorously call “the gang that couldn't coup straight.” They explore the fallout from Trump's chaotic decision-making, from a disorganized Pentagon under Pete Hegseth to reckless economic policies that have left America on shaky financial ground. Dr. Segal and Dr. Gartner emphasize the urgent need for psychological insight into Trump's behavior, a perspective often overlooked by mainstream media. They draw historical parallels, highlighting the dangers of such a personality in charge of a superpower's political and economic machinery. But it's not all doom and gloom. The episode also celebrates the resilience of America's democratic institutions. Harvard University, for example, stands out as a beacon of defiance against federal overreach, demonstrating the power of institutional strength in resisting unlawful executive orders. The hosts encourage listeners to see this as proof that America's foundational principles remain intact, even in the face of authoritarian threats. The episode concludes on a surreal yet thought-provoking note, recounting a signal chat that humorously (and chillingly) reveals plans to target Santa Claus himself. This metaphor underscores the extremes of power misuse while serving as a stark reminder of the administration's willingness to cross previously unimaginable lines. Listeners are urged to stay vigilant and proactive, recognizing that their collective voice is essential in steering the nation toward a more stable and authentic democracy. As the episode wraps up, the hosts issue a powerful call to action: stay informed, stand firm, and fight for justice in these challenging times. Be sure to subscribe, leave your feedback, and join us next week for another eye-opening episode of Shrinking Trump. Together, let's engage, resist, and pave the way for a better tomorrow. Learn more about your ad choices. Visit megaphone.fm/adchoices

According to research from Gartner, only 24% of workers have a high degree of readiness to adopt new technology. So how can you optimize your enablement tech stack to build excitement and drive adoption from the start? Shawnna Sumaoang: Hi, and welcome to the Win-Win podcast. I’m your host, Shawnna Sumaoang. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Karen Gauthier, senior Manager of growth enablement at Bright Horizons. Thank you for joining us. Karen. I’d love for you to tell us about yourself, your background, and your role. Karen Gauthier: Thank you for having me very much, Shawnna. I’ve been with Bright Horizons for about five years in sales enablement. Our role here is basically to support our sales and client relations teams and serve up the right content, messaging and procedures so that they can do their job as effectively and scalable wise as possible. Prior to that, I worked in a number of different organizations, most recently education related. And I started out doing technical and user documentation, writing, and then supporting the training of those documents with the user group. And it just kind of, you know, one thing led to another and I probably was doing enablement before they called it enablement, but here I am. So enjoy it very much. SS: Well, we’re glad you’re here, Karen. Thank you for joining us. And given your extensive experience in education management, what are some of the. Unique challenges that reps in the industry face. And how would you say enablement can help them navigate these challenges? KG: Yeah, well, specifically for Bright Horizons, we have a number of products and services that really run a span from onsite care through career development and college coach elder care, everything for the lifecycle of the workers of the employers that we support. And so needing to understand all of the needs and the different types of tools that help. Those employers retain and recruit employees and just make it a quality place to work. And a best in class place to work is a big ask. So our reps not only need to understand the broad strokes, but the details and our job. And I think that the job of enablement is to serve it up in bite-sized pieces, but not just content, but the context. So when given a specific. Situation, different client, different industry, all of the different regulations or legal or political things that are involved in, you know, care or working for a nonprofit, those types of things. I mean, a lot of that makes our content very dependent on a specific use, and so having a tool that is robust, scalable, and flexible for our users with a good interface is a game changer. SS: I love that. And your organization has evolved quite a bit. On the enablement front. You recently switched off a previous enablement platform and moved to Highspot. Can you tell us a little bit more about some of the challenges your team faced before and how you’ve been able to overcome those since implementing Highspot? KG: Sure. When I started with Bright Horizons, we were very new in the launch of that original tool, so we really did have it almost five years. I was there for kind of all of the growing pains, and I think that tool allowed us to understand what was available, what we could do. But I feel like at some point. It hit its limits of growth and scalability and you know, then there are always the little support issues, upgrades and things like that, that we just felt like we were needing a little bit more. So we went ahead and really took a good long look at our requirements matrix and what we needed and did our due diligence and came upon Highspot as the best in class for our needs. SS: I love that, and I think you made the right choice since you were a key advocate in the evaluation process. How did you build the business case for switching to a new enablement platform, and how did you go about securing stakeholder buy-in? KG: Yeah, I think that the first thing that we’ve tried to do that I think we learned using the original tool that we had was we had kind of sporadically throughout our user base, some key users that were early adopters and leaders on their teams, and we just kept them very closely in the loop as kind of team members. Tangentially so that they, they would be aware of what was going on. They could provide us feedback, what was working, what wasn’t, and using them as a sounding board, we were able to identify very quickly, not only what requirements we needed to kind of improve on with a new tool, but also prioritize them. And so being able to use that as our main business case. As our internal customers. Then when we went to the management, you know, ladder as we need to make a change and within our scope of budget, these are the priorities over the next three, six months and then a year and further, we were able to kind of take that scope of what we needed and the budget and the sale, and then having an internal coach and champion. Helped us navigate some of the internal procurement and technology things that needed to be tied together. So just kind of bringing everyone into the organization of understanding what needed to happen and prioritizing it was the most important thing for us. SS: Well, you must have done a phenomenal job on that front. The team did. Yeah. Team effort. Now, at your previous company, you participated in the implementation of Highspot. In your opinion, what are the key building blocks for a successful rollout of a new platform? KG: I mean, I think one of the biggest mistakes, and this goes back to my training and documentation days, is not stepping into the user’s day in the life. And, you know, there could be a hundred features in, in a particular tool, but they may use five of them 90% of the time. And so it, it’s a matter of really stepping into their shoes and understanding what needs to get done, what needs to get done at scale, what are some nuances. For the different ways their days could go and then incorporate that into the rollout prioritization plan. And, and that was something that part of the team I was on at a previous company did a really good job. And then, you know, kind of accepted all support from people that were willing to help in, in identifying little details of things that could go wrong down the road, not just the big picture, but. The little details, like there’s embedded links that are gonna go wrong in a script when that old tool goes away. And just identifying a lot of that stuff up front so you don’t have chaos day one. SS: Yeah. Well, I have to say your approach to stepping into their shoes must be working because you’ve already seen an impressive 85% recurring usage of Highspot. So I’d love to understand what are some of your best practices for driving adoption and really building excitement for your programs amongst the teams that you support? KG: Well, thank you for that. Our teams worked really hard, like I said, to have champions throughout the user base. We have users in the US separately in the UK, and then we have three different main lines of business. So it’s kind of spread out and all of them have unique needs, and so making sure that we bring them in so that not only do they feel part of the solution, but they can then go back and be champions and socialize it with their teams and, and we started that early on for this implementation. For a number of reasons. We had a very, very tight rollout. It was like five weeks, and so that was like all hands on deck. And the goal on the backend was just to kind of drill in, get as much done as we could, but outwardly we just kind of dripped out information, made it as positive as possible. And then I think the key to the adoption being successful was on day one, there were very few things that they used to do that they couldn’t still do. So that was priority one, was to kind of keep it. Status quo. And then once all the little bugs were worked out, then we started, you know, bringing out some of the features that we knew were very, very high on the priority list. And, the other thing we did was have a lot of opportunities for them to jump in as questions offered one-on-ones, jumped in on team calls, provided our own little videos and job aids for people, that kind of thing. Just so that there were a lot of communication tools out there so that they felt like they were always kind of having it in the forefront and, oh, I can do this, I can do that, and that seemed to just feed on itself and work well. SS: Amazing. Well, like I said, phenomenal job already. That is amazing. Now, as we head it into this year, I know one area that you plan on focusing on is enhancing buyer engagement. Can you share how you envision leveraging features like digital rooms to personalize and elevate the buyer journey? KG: That was one of the main tools, I think when we were out in the market looking for something to elevate our users into. That context was not just, you know, serving up the right brief at the right time because it’s the healthcare industry, but as part of a buyer journey. What pieces during an introductory BDR conversation would be more useful than like right before a finalist meeting. And so that was something that because we have a lot of deals going on concurrently, we wanted to be able to have something that we had a template for that could be reused, but also customizable with a pretty. Easy interface so that our users could make those changes. And it didn’t have to be gate kept by the admin group. So that was phase one was just kind of understanding that people were used to just dropping something in an email and sending it out, and we were losing not only the ability to repeat it, but we can track. Any of the information that was now available to us in engagements and we couldn’t relate it to opportunities, accounts, contacts in Salesforce and gain information that way. So we started out just really getting people used to the email pitches and link pitches so that they were getting a little more familiar with internally. In the tool, sending things out to prospects and clients, and that went really well. So then our new launch, which is something we’re working on now, we are, we have a few prototypes of some different digital sales rooms, and the initial feedback has been very positive. We’re hearing that they’re able to connect with people that had gone silent or share things and the response from their prospects has been that they like having one portal, that they know that information’s gonna get updated or the next time they go, if there’s an updated version, it’s gonna be there. And it’s been so far, very, very successful. We’re excited to expand it further, but I feel like just being three, four months into our launch of Highspot and being this far, being able to actually get this out there has been a big win. We’re excited about that. SS: Amazing. You touched on this a little bit, but I know you’re currently working on integrating Salesforce with Highspot. What value do you see in this integration and what outcomes are you hoping to achieve? KG: Well, I think because we don’t have one path to a sale or one path to a existing client, so I think right now we’re just kind of getting a feel for. What that data’s gonna look like when it comes in. I mean, we know theoretically what it’s gonna do, but right now we’re making sure that whenever somebody shares something externally or uses a digital sales room that they’re relating so that we can start gathering all of the engagement information, tie it back to Salesforce, and we’re hoping to see is which content is most useful, at which stages of the lifecycle of a deal, which pieces of content help push it? Further and are there gaps where there just wasn’t content at the right stage for the right type of deal so that we can be serving up the right content at the right time. So I think initially that’s, that’s what we hope to get is providing the right content and then later making sure that we can tighten up our sales playbook with what to use at the right time throughout the lifecycle. Some of our deals are very short, but you know, building a new center is months and months, so they’re very different. SS: It’s amazing though that you guys are using that integration and that data that you’re seeing to really understand the full buyer’s lifecycle, so that’s phenomenal. Since launching Highspot, I’d love to understand what results you’ve seen so far and are there any key wins or notable business outcomes you can share with us yet? KG: I don’t have anything very quantitative. I can just say that whatever we are receiving in terms of information about what people are viewing and which tools are which, which pieces of content are more receptive than others, that’s all a hundred percent in improvement over where we were before. Because some information’s better than no information. I think. The people that use it appreciate the ability to go in and make it theirs, but not have to start from scratch. I think they like the idea of being able to see the metrics of people’s use or lack of use, and then understanding there’s another way to go about reaching out to that person. People you know that have different comfort levels with technology. So, you know, some people are gonna be all in on just building this out internally in the tool. Some people are gonna wanna just grab a link and put it in an Outlook email, and their clients might be appreciative of one way and not another. So I think that was one of the big wins we found so far, is that the tool is flexible enough to give and take for what we need. SS: Amazing. Well, Karen, we’re excited that you’re on this journey with us. And now I will say, last question for you, if you don’t mind. For enablement leaders looking to effectively implement and drive adoption for their new enablement platform, what is maybe the biggest takeaway you’d leave them with? KG: I think you need to know your customer, which is the internal users, and I think that you just have to find the tool that matches as best you can, given your budget and then prioritize. You can’t boil the ocean, but you know, you can pick and choose and and get those wins and, and when you do get a good win at an early win, good news travels fast, and when the right people hear the right message, it just does build on the energy, which is. Very helpful for the new tools that we wanna bring out to them. Things like the AI, we’ve just started dipping our toe into what that can do for us, and being able to get those wins with your user base behind you allows you to have the flexibility to play with some of the new features and bring them more. SS: Amazing. Well, Karen, thank you so much for joining us. I really appreciate it. KG: My pleasure. Thanks for having me. SS: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

According to research from Gartner, only 24% of workers have a high degree of readiness to adopt new technology. So how can you optimize your enablement tech stack to build excitement and drive adoption from the start? Shawnna Sumaoang: Hi, and welcome to the Win-Win podcast. I’m your host, Shawnna Sumaoang. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Karen Gauthier, senior Manager of growth enablement at Bright Horizons. Thank you for joining us. Karen. I’d love for you to tell us about yourself, your background, and your role. Karen Gauthier: Thank you for having me very much, Shawnna. I’ve been with Bright Horizons for about five years in sales enablement. Our role here is basically to support our sales and client relations teams and serve up the right content, messaging and procedures so that they can do their job as effectively and scalable wise as possible. Prior to that, I worked in a number of different organizations, most recently education related. And I started out doing technical and user documentation, writing, and then supporting the training of those documents with the user group. And it just kind of, you know, one thing led to another and I probably was doing enablement before they called it enablement, but here I am. So enjoy it very much. SS: Well, we’re glad you’re here, Karen. Thank you for joining us. And given your extensive experience in education management, what are some of the. Unique challenges that reps in the industry face. And how would you say enablement can help them navigate these challenges? KG: Yeah, well, specifically for Bright Horizons, we have a number of products and services that really run a span from onsite care through career development and college coach elder care, everything for the lifecycle of the workers of the employers that we support. And so needing to understand all of the needs and the different types of tools that help. Those employers retain and recruit employees and just make it a quality place to work. And a best in class place to work is a big ask. So our reps not only need to understand the broad strokes, but the details and our job. And I think that the job of enablement is to serve it up in bite-sized pieces, but not just content, but the context. So when given a specific. Situation, different client, different industry, all of the different regulations or legal or political things that are involved in, you know, care or working for a nonprofit, those types of things. I mean, a lot of that makes our content very dependent on a specific use, and so having a tool that is robust, scalable, and flexible for our users with a good interface is a game changer. SS: I love that. And your organization has evolved quite a bit. On the enablement front. You recently switched off a previous enablement platform and moved to Highspot. Can you tell us a little bit more about some of the challenges your team faced before and how you’ve been able to overcome those since implementing Highspot? KG: Sure. When I started with Bright Horizons, we were very new in the launch of that original tool, so we really did have it almost five years. I was there for kind of all of the growing pains, and I think that tool allowed us to understand what was available, what we could do. But I feel like at some point. It hit its limits of growth and scalability and you know, then there are always the little support issues, upgrades and things like that, that we just felt like we were needing a little bit more. So we went ahead and really took a good long look at our requirements matrix and what we needed and did our due diligence and came upon Highspot as the best in class for our needs. SS: I love that, and I think you made the right choice since you were a key advocate in the evaluation process. How did you build the business case for switching to a new enablement platform, and how did you go about securing stakeholder buy-in? KG: Yeah, I think that the first thing that we’ve tried to do that I think we learned using the original tool that we had was we had kind of sporadically throughout our user base, some key users that were early adopters and leaders on their teams, and we just kept them very closely in the loop as kind of team members. Tangentially so that they, they would be aware of what was going on. They could provide us feedback, what was working, what wasn’t, and using them as a sounding board, we were able to identify very quickly, not only what requirements we needed to kind of improve on with a new tool, but also prioritize them. And so being able to use that as our main business case. As our internal customers. Then when we went to the management, you know, ladder as we need to make a change and within our scope of budget, these are the priorities over the next three, six months and then a year and further, we were able to kind of take that scope of what we needed and the budget and the sale, and then having an internal coach and champion. Helped us navigate some of the internal procurement and technology things that needed to be tied together. So just kind of bringing everyone into the organization of understanding what needed to happen and prioritizing it was the most important thing for us. SS: Well, you must have done a phenomenal job on that front. The team did. Yeah. Team effort. Now, at your previous company, you participated in the implementation of Highspot. In your opinion, what are the key building blocks for a successful rollout of a new platform? KG: I mean, I think one of the biggest mistakes, and this goes back to my training and documentation days, is not stepping into the user’s day in the life. And, you know, there could be a hundred features in, in a particular tool, but they may use five of them 90% of the time. And so it, it’s a matter of really stepping into their shoes and understanding what needs to get done, what needs to get done at scale, what are some nuances. For the different ways their days could go and then incorporate that into the rollout prioritization plan. And, and that was something that part of the team I was on at a previous company did a really good job. And then, you know, kind of accepted all support from people that were willing to help in, in identifying little details of things that could go wrong down the road, not just the big picture, but. The little details, like there’s embedded links that are gonna go wrong in a script when that old tool goes away. And just identifying a lot of that stuff up front so you don’t have chaos day one. SS: Yeah. Well, I have to say your approach to stepping into their shoes must be working because you’ve already seen an impressive 85% recurring usage of Highspot. So I’d love to understand what are some of your best practices for driving adoption and really building excitement for your programs amongst the teams that you support? KG: Well, thank you for that. Our teams worked really hard, like I said, to have champions throughout the user base. We have users in the US separately in the UK, and then we have three different main lines of business. So it’s kind of spread out and all of them have unique needs, and so making sure that we bring them in so that not only do they feel part of the solution, but they can then go back and be champions and socialize it with their teams and, and we started that early on for this implementation. For a number of reasons. We had a very, very tight rollout. It was like five weeks, and so that was like all hands on deck. And the goal on the backend was just to kind of drill in, get as much done as we could, but outwardly we just kind of dripped out information, made it as positive as possible. And then I think the key to the adoption being successful was on day one, there were very few things that they used to do that they couldn’t still do. So that was priority one, was to kind of keep it. Status quo. And then once all the little bugs were worked out, then we started, you know, bringing out some of the features that we knew were very, very high on the priority list. And, the other thing we did was have a lot of opportunities for them to jump in as questions offered one-on-ones, jumped in on team calls, provided our own little videos and job aids for people, that kind of thing. Just so that there were a lot of communication tools out there so that they felt like they were always kind of having it in the forefront and, oh, I can do this, I can do that, and that seemed to just feed on itself and work well. SS: Amazing. Well, like I said, phenomenal job already. That is amazing. Now, as we head it into this year, I know one area that you plan on focusing on is enhancing buyer engagement. Can you share how you envision leveraging features like digital rooms to personalize and elevate the buyer journey? KG: That was one of the main tools, I think when we were out in the market looking for something to elevate our users into. That context was not just, you know, serving up the right brief at the right time because it’s the healthcare industry, but as part of a buyer journey. What pieces during an introductory BDR conversation would be more useful than like right before a finalist meeting. And so that was something that because we have a lot of deals going on concurrently, we wanted to be able to have something that we had a template for that could be reused, but also customizable with a pretty. Easy interface so that our users could make those changes. And it didn’t have to be gate kept by the admin group. So that was phase one was just kind of understanding that people were used to just dropping something in an email and sending it out, and we were losing not only the ability to repeat it, but we can track. Any of the information that was now available to us in engagements and we couldn’t relate it to opportunities, accounts, contacts in Salesforce and gain information that way. So we started out just really getting people used to the email pitches and link pitches so that they were getting a little more familiar with internally. In the tool, sending things out to prospects and clients, and that went really well. So then our new launch, which is something we’re working on now, we are, we have a few prototypes of some different digital sales rooms, and the initial feedback has been very positive. We’re hearing that they’re able to connect with people that had gone silent or share things and the response from their prospects has been that they like having one portal, that they know that information’s gonna get updated or the next time they go, if there’s an updated version, it’s gonna be there. And it’s been so far, very, very successful. We’re excited to expand it further, but I feel like just being three, four months into our launch of Highspot and being this far, being able to actually get this out there has been a big win. We’re excited about that. SS: Amazing. You touched on this a little bit, but I know you’re currently working on integrating Salesforce with Highspot. What value do you see in this integration and what outcomes are you hoping to achieve? KG: Well, I think because we don’t have one path to a sale or one path to a existing client, so I think right now we’re just kind of getting a feel for. What that data’s gonna look like when it comes in. I mean, we know theoretically what it’s gonna do, but right now we’re making sure that whenever somebody shares something externally or uses a digital sales room that they’re relating so that we can start gathering all of the engagement information, tie it back to Salesforce, and we’re hoping to see is which content is most useful, at which stages of the lifecycle of a deal, which pieces of content help push it? Further and are there gaps where there just wasn’t content at the right stage for the right type of deal so that we can be serving up the right content at the right time. So I think initially that’s, that’s what we hope to get is providing the right content and then later making sure that we can tighten up our sales playbook with what to use at the right time throughout the lifecycle. Some of our deals are very short, but you know, building a new center is months and months, so they’re very different. SS: It’s amazing though that you guys are using that integration and that data that you’re seeing to really understand the full buyer’s lifecycle, so that’s phenomenal. Since launching Highspot, I’d love to understand what results you’ve seen so far and are there any key wins or notable business outcomes you can share with us yet? KG: I don’t have anything very quantitative. I can just say that whatever we are receiving in terms of information about what people are viewing and which tools are which, which pieces of content are more receptive than others, that’s all a hundred percent in improvement over where we were before. Because some information’s better than no information. I think. The people that use it appreciate the ability to go in and make it theirs, but not have to start from scratch. I think they like the idea of being able to see the metrics of people’s use or lack of use, and then understanding there’s another way to go about reaching out to that person. People you know that have different comfort levels with technology. So, you know, some people are gonna be all in on just building this out internally in the tool. Some people are gonna wanna just grab a link and put it in an Outlook email, and their clients might be appreciative of one way and not another. So I think that was one of the big wins we found so far, is that the tool is flexible enough to give and take for what we need. SS: Amazing. Well, Karen, we’re excited that you’re on this journey with us. And now I will say, last question for you, if you don’t mind. For enablement leaders looking to effectively implement and drive adoption for their new enablement platform, what is maybe the biggest takeaway you’d leave them with? KG: I think you need to know your customer, which is the internal users, and I think that you just have to find the tool that matches as best you can, given your budget and then prioritize. You can’t boil the ocean, but you know, you can pick and choose and and get those wins and, and when you do get a good win at an early win, good news travels fast, and when the right people hear the right message, it just does build on the energy, which is. Very helpful for the new tools that we wanna bring out to them. Things like the AI, we’ve just started dipping our toe into what that can do for us, and being able to get those wins with your user base behind you allows you to have the flexibility to play with some of the new features and bring them more. SS: Amazing. Well, Karen, thank you so much for joining us. I really appreciate it. KG: My pleasure. Thanks for having me. SS: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

In this episode, Scott Luton welcomes back Mike Griswold, Vice President Analyst at Gartner, for another edition of "Supply Chain Today and Tomorrow." They discussed key insights from the 2024 Gartner Supply Chain Top 25, spotlighting industry leaders like Schneider Electric, Johnson & Johnson, and PepsiCo. Mike talks about how these companies are leveraging their supply chains as competitive weapons, from investing in AI-driven smart factories to embracing regenerative agriculture and reshoring production to the U.S.The conversation also touches on the broader impacts of the new U.S. tariff measures, the critical importance of supply chain scenario planning, and even how March Madness logistics mirror the complexity of global operations. Plus, with the 2025 Gartner rankings and the upcoming Gartner Supply Chain Symposium just around the corner, Mike and Scott look ahead to what supply chain leaders can expect in the year to come.Jump into the conversation:(00:00) Intro(02:14) Favorite Masters Week moments(05:26) Discussing tariffs and supply chain uncertainty(08:08) Spotlight on Schneider Electric(12:39) Johnson & Johnson's big investment(17:16) PepsiCo's regenerative agriculture initiative(22:25) Logistics of the NCAA tournamentsAdditional Links & ResourcesConnect with Mike Griswold: https://www.linkedin.com/in/mike-griswold-6a68922/ Learn more about Gartner: https://www.gartner.com/Learn more about Supply Chain Now: https://supplychainnow.com Watch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVkThis episode was hosted by Scott Luton and produced by Amanda Luton. For additional information, please visit our dedicated show page at: https://supplychainnow.com

Send us a textWelcome to another episode of Yappin N Shxt! In today's episode: fake job seekers—many of whom are agents of foreign governments looking to steal customer data or trade secrets—are exploiting generative AI and deepfake software to appear as the perfect candidates for remote roles.By 2028, 1 in 4 job candidates will be fake, according to the research firm Gartner. Companies are learning how to fight the scourge of AI-enhanced impostors, but some still slip through the cracks: Per the DOJ, more than 300 companies have accidentally hired fake applicants with ties to North Korea.MLB considering salary cap starting negotiations near December 2026.MLB, which has never had a salary cap, is the only major US pro sports league without one. Critics argue it allows teams in big markets to vastly outspend other clubs, hurting the fan experience. But the players union has long opposed a cap, as it would limit salaries and decrease leverage in contract negotiations. The last time the league tried to implement a salary cap (1994), the players went on strike, canceling months of the season.U of Colorado retired Sanders and Hunters jerseys.Yappin N Shxt is a production of Lost Dawgs Media.Listen to us on all of your favorite podcasting apps!Follow us on Instagram: https://www.instagram.com/yappinnshxtpod/

On this episode of Embracing Erosion, Devon was joined once again by Ryan Sorley. Ryan is the VP of Win-Loss and Co-founder at Klue, having sold his research firm, DoubleCheck Research to Klue a few years back. With a career rooted in research and strategy, Ryan has worked with hundreds of B2B tech companies to help them understand why they win and lose deals. He's held roles at leading firms like Forrester and Gartner and recently authored Blindspots: The Ultimate Guide to Building a Better Win-Loss Program, a practical playbook for companies looking to turn buyer feedback into competitive advantage. They go deep on all things win-loss, and we get Ryan's tactical advice on how to set up a win-loss program and how to make it more impactful with the right soft skills. Enjoy!

In the latest episode of Shrinking Trump, Dr. John Gartner and Dr. Harry Segal dive headfirst into the psychological and political chaos Donald Trump's is unleashing on the world. From his malignant narcissism to troubling signs of cognitive decline, the hosts break down how Trump's behavior is reshaping America into an increasingly unstable landscape. Be sure to subscribe to our show on your favorite podcast app: Our site Subscribe on iTunes Subscribe on Spotify Subscribe on Amazon Music Subscribe on iHeartRadio Dr. Gartner kicks things off by revealing he almost titled this episode “Apocalypse Now”—a nod to the unfolding constitutional crisis, which they describe as riddled with pathological lies, defiance of Supreme Court orders, and dangerous authoritarian policies. They tackle the Trump administration's blatant disregard for legal norms, exploring how Trump's persona appeals to autocratic world leaders like the President of El Salvador, and drawing eerie parallels to oppressive regimes of the past. As leading psychologists, Dr. Gartner and Dr. Segal take a deep dive into Trump's severe narcissistic personality disorder, which they say is the driving force behind his chaotic governance. They examine how his thrill in flouting the law and disregarding human rights is a symptom of his narcissism—which poses serious risks to the nation's well-being. But we also take a look at moments of resilience, like Harvard University's bold stand against federal overreach. The hosts praise this act of defiance as a beacon of hope, urging other institutions to follow suit and push back against Trump's threats. Dr. Gartner and Dr. Segal issue an urgent call to action: stay vigilant, stay engaged, and fight for democracy no matter how you're able. Every proactive step, no matter how small, helps chart a new course for America. The episode is packed with warnings and unique insights, but it also inspires hope for a democratic resurgence. Be sure to subscribe, share your thoughts in the comments, and stay tuned for next week's special episode! Learn more about your ad choices. Visit megaphone.fm/adchoices

According to research from Gartner, channel partners are crucial levers of revenue generation, accounting for up to 75% of revenue income. So how can you build efficient and deeply engaged channel partner relationships to optimize channel sales? Shawnna Sumaoang: Hi, and welcome to the Win-Win podcast. I’m your host, Shawnna Sumaoang. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Jason Singh, the head of global partner marketing at Meta. Thank you for joining us. Jason, I’d love for you to tell us about yourself, your background, and your role. Jason Singh: Thank you very much for having me. So I look after partner marketing for business messaging, specifically at Meta, which is our conversational platforms around Instagram, WhatsApp, and Facebook Messenger. Being in B2B, marketing, sales, and marketing my entire life. We started in Australia and then moved over to Singapore and then New York about five years ago. What we do is three main things. We focus on ensuring that our partners have all the information that they need to be able to run their programs that they want to around business messaging. The second thing that we do is ensure that they have the right tools and materials. They’re able to grow their business. So that’s partner enablement, whereas where a lot of the Highspot focuses is within. And then lastly, it’s partner demand generation. So making sure that partners have the right investment from us, whether it’s time, dollars, et cetera, to be able to add fuel to their demand generation five. So those are three different programs that we have and where we focus a lot of our attention. SS: I’m excited to have you here, Jason, as a fellow marketing leader, and as you mentioned in your introduction, you have extensive experience across multitudes of regions, including Australia and Asia, and you really have a global perspective on how to bring the channel partner ecosystem to life? How has this diverse background shaped your approach to channel enablement? JS: The role that I have now is my first full-time role where I focused purely on partners previously being in and out of partner marketing and partners as a key audience over the past 15 years. But I took on this partner marketing leadership role officially about 24 months ago. And one of the things that I found out in that, firstly in the first 90 days, I think I met our top 35, 40% of our partners because I didn’t want to assume what they needed to know and the information they need to have and the formats that they needed to have it in and read rates of emails and, and downloads of contents. And I didn’t wanna assume. And so I spoke to a lot of them and it was super, super interesting that there were hardly any patterns. If you spoke with APAC partners, you would think you’d be able to put them into a category if you spoke with India partners similarly versus Latam, Spanish speaking Latam versus Brazil, North America… There weren’t really any regional patterns or trends. It was only when you looked at all partners globally, were you able to look at how partners operate and start compartmentalizing them into different groups, which would then give you a cohort to then cater around in terms of enablement, content, information, demand generation, et cetera. So I think one of the things that, having a diverse background where I. Help me to figure out is don’t assume in the first place, don’t assume more partners are the same. When I, when I was based in APAC, you would think Southeast Asia would be compartmentalized North Asia, so Japan, Korea, China could be compartmentalized and there we have these sub regions within the APAC region where we say, oh, okay, they operate the same, but it’s actually quite different. And so I think that really helped me coming into this global role because I was able to remove that assumption that we have these groupings, these cohorts, that because they’re based in certain regions, because they’ve got certain demographic attributes which are similar, but they’ll work the same way. And so instead of relying on those assumptions, what we did was just net new partner discovery, speaking with partners, getting, building really strong relationships with a lot of our great partners, and then figuring out what those groups are outside of. Demographic regional assumptions. SS: I love that you went in there unassuming and just really kind of learned what the partner ecosystem needed in today’s fast pace evolving environment. What would you say you were hearing are maybe some of the top challenges in channel partner sales and how are you addressing some of these challenges? JS: There is so much opportunity for the channel that they often struggle with. Prioritizing opportunities. If you look at any one of our partners, they partner with us somewhat exclusive, but many partners, partner with a number of other technology providers, and then within each technology provider there are end number of products of go-to market motions of incentives of programs. That they could be a part of. And within each of these standard operating procedures, there are processes, there are portals, there are hubs to sign into, passwords, usernames to remember. And then you’ve got the teams within these organizations that they need to make sure that they’re building relationships with the incumbent partner teams, the the senior leadership marketing teams like myself, et cetera. So it’s no surprise that when you speak to a partner that they’re often doing this. Inner calculation in their head around how important is this? Is this opportunity right now? Is this new product that we’re launching, A new program that we have is our H two market development fund, which we’ll launch in June. How important is this to me right now in the near future and in the long term? And how do I figure out what level of resources to invest? And that could be turning up to a meeting, that could be turning up to a webinar, or that could be. Injecting a couple hundred thousand dollars. That is, I would say by far, the most top of mind thing right now with our channel partners is. What is the actual opportunity with this thing that we’re being positioned with right now, and what do we need to do around this? SS: Yeah, absolutely. Kind of building on that, what do you believe are the key building blocks then for being able to foster really strong and effective partnerships with those channel sales teams? JS: I mean, I think I touched on that first point a little bit, so I’ll expand. Not assuming firstly and not doing groupings or categorization by those assumptions is super important because all of our partners operate probably a little bit differently to how we expect them to operate. The second bit is, I’ll speak my partner marketers lens specifically is learning about how these partners operate. You’ve gotta know who these partners are. You have to build relationships with partner marketers, salespeople, alliance managers. Marketing operations people within the partners. I’m very fortunate to have built a pretty strong relationship with probably about 40 or 50 people within our top 40, 50 partners in different partner groupings for our strategic partners, our tech partners, our service partners, where I’m starting to build a little bit more relationships now with our agency partners as well. And so I’m starting to get a really strong idea about how these partners operate. When I say how they operate, I’m talking about what are their incentives, what are their KPIs? What are the needles that they’re trying to move? Number two is how they actually work internally. So what are the processes? What are the procedures? What are the operating models? What are the systems? What are the tools that they use internally to help them get their work done? And lastly, it’s what are their expectations and what are their needs from us? What do they actually need right now? And that could be something as simple as one of the biggest things that we did. I think last year we’ll start rolling out more decks in Google Docs because we found that a lot of our partners wanted Google Docs because that’s how they operate and wanted the option of Google Docs as well as PowerPoint. And that subtle shift made, I don’t know, 10 partners to be able to work with our content from. Four days, two instantly because from Highspot, they could download that and ship it straight away, or just share organically within Highspot as opposed to having to download it, manipulating it, and then distribute it. And so you’ve really gotta invest the time and the effort to intentionally want to learn about your partners. It’s not a tick in the box of, oh hey, I can show my leadership that I met with 10 partners in Q1. It’s you being able to represent the partner voice. Across all of the different touch points that you have within the organization, whether that’s building content, building plans, talking with leadership. I would say once you get them out of email into a WhatsApp group or a WhatsApp chat, that’s where the real sort of connection happens, and that’s when you can start, like what I do now is when we’ve got a new piece of content, a new program that we’re building, I will take a screenshot of that and I’ll send it to about 12 different people from a different partners on WhatsApp just to get their input and they’ll respond very quickly within a couple hours globally, and they’ll start tell me what they like, what they don’t like, how it’ll work, how it won’t work, and that sort of instant feedback loop that I get with the partners have been cultivated over six months of getting to know them. So I won’t provide like three things that you need to do. I’ll provide, I’ll make it super simple with. The P zero thing that you need to do is build a relationship with your partners, really intentional, meaningful relationships with your partners and get to know them. SS: I think that’s fantastic advice. Jason, to shift gears a little bit, you developed a framework — Learn, Adopt, and Grow to keep channel partners engaged, kind of beyond the onboarding portion of coming on with Meta. Can you tell us more about this framework and what each of the phases entails? JS: Definitely. Before I took over partner marketing, we had a really strong content development arm, but we, we lacked a little bit in the structuring of our content and from a partner point of view. Some of the feedback that we had from our partners when I took on the role and start a meeting with them was, got too many assets on there. There’s there’s too much stuff. We don’t know where to start. One of the assumptions that we made internally actually right at the start was, oh, we need to split this by product type partners, want to know individually by products. And that’s when we sort of paused a little bit. ’cause that didn’t make a whole bunch of sense to me and a few of the other folks in my team. And we went to our partners and plus it didn’t specifically tell us this, it was very clear that partners had different levels of maturity. And within their teams there were different levels of maturity. So partner A may have a sales team that’s super advanced, but their marketing team hasn’t yet really been enabled on business messaging on WhatsApp Messenger or Instagram Direct. And so what we decided to test was how do we group our programs, our content, our materials that aligns with partner maturity. So we split these in, into three different cohorts of partners. Number one, they’re the partners that just kicked off, just finished onboarding, like you said, and, and they’re looking to learn. They’re looking to learn about the products, the platforms, the incentive, our programs, how we go to market. It’s a learn phase. And so we built this category of, of learn, and we started mapping almost, I think two years ago or 18 months ago, we started mapping all of our 101 content and then the second one is adopt. We notice that a lot of partners have at that stage now where they want to, they wanna kickstart some stuff. They wanna launch some programs. They wanna launch a sales program around WhatsApp. They wanna launch a campaign. They want to do internal education. I. Show globally around education, around meta business messaging, and this is all around how do they get from zero to one. And so that was around adoption or expansion where partners have finished that learn phase and they’ve decided they’ve onboarded and they’ve internally prioritized business messaging. Sort of the tier one things of the, what they wanna do. And so in here is a lot of sales materials, marketing materials, program materials to help them to get from zero to one and launching stuff. And so we do things like sales toolkits. We do things like partner ready campaigns, which are campaigns that marketing teams within our partners can give to their. Campaign team and you’ve got landing page designs. You’ve got social media kits, we provide Figma files, co-branded assets, everything that you need. Basically 80% of the stuff that you need to launch a marketing campaign or a sales campaign. And then lastly, we’ve got Grow. Grow is made up of a series of programs that have fairly high investment but are built purely to 10 XROI or ROI. And this is where we partner. We wanna make the programs available. All of our partners, but there’s pretty strict qualification, uh, or eligibility criteria to be part of one of these programs. But essentially these are programs where a partner’s already pretty successful. They know how to sell business mission. They know how to pick the concept and the product they’ve got runs on the board. They’ve got considerable pipeline or revenue already, and they’re looking at options for meta to help them grow this to 10 x, 50 x to a hundred x what they’re already doing. And so that’s grow. That’s when you’ve already mastered. The learn. You know all about the product, the platforms, the programs available to you. You’ve already started driving product adoption or portfolio adoption using our tools, and now you’ve got that. You’ve got a good run rate, but you’re wondering. How you can actually really blow this up. So that’s, that’s our growth phase. And we’ve probably got about 15 to 20% of our partners, I would say, are in there. I would say the lion’s share 50, 60%, 50% probably in that middle bucket. And we’ve got another maybe 15% right now in Learn. But as we expand our partner ecosystem and we open up our ecosystem to different types of partners. Marketplace partners, commerce partners, agencies, et cetera. We will see them starting at learn. We’ll see a lot more people or that waiting shift a little bit more to learn. And then over the course of six months to a year, we’ll see them starting through that process. SS: I love that framework because it really helps kind of guide them through their evolution and their journey with meta. So that’s amazing. And you know, on a similar note, you actually spoke at Highspot user conference last year and you had shared that relevance and timeliness are key to driving adoption with channel sales teams. How do you ensure these elements are really embedded into all of your programs? JS: It’s a hard one. Um, relevance for me focuses on, it’s a three-legged stool. Relevance is all about making sure that the CONT is, I would say firstly it’s format and it’s probably a little bit reversed from how. The majority. Think about it. I think about format, because again, knowing our partners, and this comes with knowing the partners, there are a hundred things that a partner could be doing in any given day. If they’ve decided in half an hour to focus on something related to partner enablement, what I look after and they open up a document and it’s not in the format that they need. So they’re expecting a one pager because I’ve called something intro to x. They’re expecting a one pager, but it’s an 80 page SOP that’s in Microsoft Word that, that they’ve gotta open up on their mobile device and look through it. They’re gonna close that window and they’re not gonna spend the time necessarily finding the thing that they want. They’re gonna shift their mind into focusing on something completely different. So format for me in terms of relevance is key. Making sure that when we launch something, it is in the format that it needs to be in. We have a really strong understanding about the length, the detail within that document. We have a really strong understanding in the time of the day and the mental mode that a part of the audience is gonna be. When they open up this document, are they looking for something really quick that they can share with something? Are they gonna be expecting something really detailed, which they can absorb and then distill for other teams? Are they gonna be looking for something on the go, on the way to a client meeting? And so format number one is, is big for me. And relevance the other legs, uh, of that stool would be. I would say I would include timeliness within that. It’s making sure that we are producing things within the right timeframe requirements of that audience. And so what I mean by that is often what you’ll see with teams is they launch things in phases. You’ll wanna enable a partner on a new product, and you’ll have this phased out over a 12 month period. Quite often that’s done based on the requirements of the internal team and not what the partner’s requirements actually are, and so you’ll almost enable them 20% to do what you want them to do because you’ve got other things coming in phase two, phase three, what we like to do is we like to build our phase one. We used to also launch in phases. We build our phase one point of view. But then we share that with the partners and say, hey, is this the MVP that you need? Like we think it’s these four materials. Do you actually need something else? And they’ll give us feedback. We do this formally, but we also do this informally through like our WhatsApp groups, as I mentioned before. And they’ll come back and say, hey, that ROI calculator that you’re building for phase three, we’d love that in phase one, which we’ve got some pipeline right now that we can accelerate to closure if we were have to show them a stronger ROI through some sort of tool. And what you’re building is perfect for us and so we will recalibrate internally to try and build an asset that’s in phase two, phase three into phase one. Or they’ll say, hey, we don’t actually need this narrative right now. We’ve built this PowerPoint deck already. We’ve got what we need. You can push that out for some other partners that may not be at the stage right now. So again, like having a good understanding of the partner, but also just sharing with the partner, having partners at the core of what you’re actually building in your development cycle is part important and part of and timeliness. And lastly, would be how you launch. So we talk about relevance in terms of making sure got the right format of the materials, the right details within each of the specific assets. We talk about timeliness. I’d say lastly, it’s how you actually launch something. We’ve had to get pretty creative about how we launch certain programs and just projects and and campaigns internally. The main reason being, as I mentioned before, partnered with a hundred things that they could be doing, and so you have to ask yourself, how do you cut through the noise? With those 101 things that partners have to think about every given day, and it could be soft launching, it could be launching with a smaller group of partners, building a case study around partner success, and then using that to launch to the other 80% of partners. But thinking a little bit more creatively around how you launch something so they can build internally. And understanding about how this particular thing is important to me right now is relevant to me right now. Versus the other a hundred things that got going on. SS: I love that approach and clearly it must be working because you guys have recently increased the number of partner organizations that are engaging with Highspot by 21%. I’d love for you to walk us through that journey. What strategies played AQ role in driving these results? JS: Yeah, I mean it’s, it’s kind of, we mentioned before around a format, format launch and, and timeliness. When I joined the team in this specific role, having worked with partners before in various roles and be being a partner to a lot of organizations previously as well, I understood the importance of a content management system. You know, we have typically you have partner managers that. Manage your top under know 10, 15, 20% of partners, but then you’ve got this medium tail and this long tail that you need to activate and you do that through documentation. We had a pretty good Highspot experience previously, but again, there was, there was little organization done around it. And so the first thing I kind of did was, you know, take off my, my partner marketing hat and put my partner hat on access Highspot and go. Let me do the top five to 10 things that a partner would need to do, and I had that list after chatting with the partners in my first 60, 90 days, and I noticed that almost every single one of the top 10 things that a partner needs to do was a real struggle in Highspot and not because of the tool, but because of how we had structured our Highspot experience. It wasn’t aligned to how partners want to actually use it. And so we focused in 2023. In the early part of 24, we predominantly focused on three things. We focused on content, making sure we did a pretty comprehensive content audit. I think we had about something like six and a half thousand different assets on Highspot, and so we did a complete content audit. We removed the stuff that we didn’t need that needed to be archived. That was just, I think it was, was three groups. It was remove, archive, update and keep. Something like that. A key thing for me on the next phase was on the user, the more of a visual experience. Ours was good. It was a little bit more out of the box and I feel we working with some of our internal brand teams, we could prove that to be a little bit more similar to some of the other partner experiences that our partners have. On some of the other portals that we have, just a partner portal, a partner center, our partner hub. And so we work to bring in some of those brand elements from Meta and WhatsApp and our different platforms into Highspot. We’re able to do that with one of our partners. And then the last thing we did was test, though we updated our content. I’m a big stickler for content naming and having a really strong naming taxonomy and nomenclature around how you name your content. And if you ask my team or the team that we work with, I’m always pushing the team. If there’s something, if there’s an asset that’s, that I feel is not named correctly, people aren’t gonna click on that. So what’s the point of even building that asset if it’s not named correctly? People need to be really understand what they’re getting themselves into when they click on an asset. And so we did our content audit. We update a lot of our content. We renamed almost every single asset once we had archived. A lot of the assets rebuilt the design of our complete Highspot experience. We had different groupings, different categories, and then again, we had partnered as part of this journey. So we tested this with partners and we said, hey, if we had this, what do you think? A lot of these were just workshops with partners moving certain things around saying, hey, if we put this here, does that work? We put this here, does that work? And then we launched, we soft launched, I think to about 20% of our partners, we saw some good results and then we, we had launched for everyone else. I mean, we saw an initial spike straight away when we launched because we’ve completely redesigned high spot and it’s great experience and you’re gonna get a lot of people organically come in and say, hey, I wonder what this is about. So we saw a spike in the first two weeks, but after that, that’s when we started. We saw the drop after the spike, and then we saw the gradual. And importantly for us, we wanted partners that don’t visit us at all to start visiting our Highspot experience. We wanted more people within our partners visiting Highspot as well. And so eventually over the six months, we started seeing like a really steady, nice, gradual ramp up. And then some of our other metrics, the time spent on HighSpot, the number of things that they’re downloading, number of things that they’re opening, so views, a lot of these started improving. The challenge now is that now we’re getting really strong adoption on Highspot. We’re starting to see teams wanting to upload more and more content on it because we’re starting to see the value of a lot of the foundational work that we’ve done. And so whilst we don’t, obviously we don’t gate content, but we do wanna make sure that everything that’s uploaded. Is super intentional and is aligned with the risk of enablement program that we have. So it’s a good problem to have. SS: Absolutely. That is a great problem to have. And so, aside from some traffic, and you did talk about a couple other key metrics, but I’d love to understand, how do you think about the metrics that you need in order to continue to measure and optimize your channel enablement strategy. JS: If you’re kind of first principles that, and think about why do we have Highspot experience in the first place to enable our partner ecosystem. We have a partner ecosystem within business messaging which is evolving and growing. We’re expanding to, if you say we have about 12 different types of partners in their ecosystem, we’ve got really strong activation with. Probably a quarter of them. And we’re now focusing on evolving our partner ecosystem into the rest. And so our partner marketing goals are always aligned to our partner ecosystem goals and our channel goals in general. And then with end partner marketing, our enablement goals are aligned with what our channel strategy is. And so right now what we’re focusing on is ensuring that as we expand our private ecosystem to new and different type of partners. When they’re ready for enablement, we start taking them into that learn phase of the learner grow model. That experience is really positive for them, and it’s almost a page turner type experience where they’re really excited to move into the next phase, or really excited to be shown a different asset or for another asset to be uploaded and email to them and say, hey, you think you’re really like this? And so really key for me is ensuring that whatever, whatever I’m doing, whatever my team’s doing, is aligned completely to a partner ecosystem strategy. SS: I love that. And do you have some wins that you might be able to share? What are some of the initial business results that you’ve seen on Highspot specifically? JS: Look, I don’t have the numbers off the top of my head, but there were two things that we wanted to do. We wanted more partners, more net new partners on it, so partners that spend zero time on it and we can see from our dashboards that we build, I wanted to see more partners on it. ’cause that for me was, and they’ve been enabled on a Highspot before. They’ve got access, they’ve got a license, they know how to use it. They’re just not using it. And so for me, that was a real win to start seeing Partner X that hasn’t visited Highspot in three months to start seeing them, oh, hey, we’ve got one person from Partner X now in Highspot last month, and now I’ve got two people. The average time they spend on the platform was 60 seconds. Now it’s three minutes. Now it’s six minutes. But that was a great personal win for me because that’s almost, for me, that was proving them wrong. Initially, they had probably visited it and not enjoyed the experience, and in their mind it was something that I didn’t really need. And so for me to be able to turn that around with that team and rebuild the experience of them to say, oh, it’s actually pretty good now, that was a really great win for me because that’s turning a detractor into an advocate, which is just, just a, a great personal goal to have. And the second thing is starting to see people, I suppose we’re seeing people spend more time on it. We’ve got a hypothesis around why they spend more time on it is because we’ve got less content on there. Now, I don’t know exactly how many assets, but it’s not, it’s not close to 6,000 anymore, but there’s less assets on there. So the discoverability is far better. They can find the assets that they want. When they go into the search field and they search for something, they don’t come up with 40 different assets. It’s 12, which is manageable. And so they’re spending more time within those assets. So now we see new partners using it and existing partners using it more and better. The two things that we focus on, we’re seeing those move up into the right, which is great. We wanna start looking into different sorts of measures of success. This year we are looking into, you know, again, as I mentioned with the part ecosystem, how do we launch to a new partner type? Which is new, and so we haven’t done that yet. On Highspot, we had a bunch of partners already enabled on business messaging through a different portal. Then when we adopted Highspot, we moved them to there. But we’re gonna start looking at things like sharing. We’ve recently started using digital sales rooms, which is something that we didn’t do last year, and we’re testing about five to six different things with digital sales rooms. That’s a really powerful feature. We haven’t figured out exactly where, where the superpower is for us to use digital sales rooms. But once our pilots are finished, we’ll probably have a hypothesis there. But yeah, I think the metric for us this year is we know our partner numbers are gonna still go up and into the right. It’s gonna slow down a little bit our growth, but we know we’re in the right direction. So our other measure for success is how do we deepen our partner’s experience with Highspot? We know we’ve only scratched the surface of what Highspot can do for us. So we’re looking into what are the other things that we need to do, and also importantly, how do we connect the Highspot experience with some of our other tools that we have, and starting to integrate it more into the partner experience that we have versus a standalone CMS, which a little bit it is of now, but I know that’s something we’re working on with your team. SS: I love that. Jason, last question for you, and I don’t think we could. Get away from talking about AI these days. It’s everywhere. And at the conference you were at last fall, I know you were excited about some of the AI innovation that we, we showcased there, but I’d love to hear from you, how are you starting to envision AI playing a role in further enhancing your channel partner enablement strategy moving forward? JS: I mean, the buzzword of the year, right? It’s a little bit hard right now. We’ve just finished our foundational rebuild of Highspot, and we’re at a really comfortable stage with what we’ve delivered to our partners and the operations around it, including, you know, governance. Measurement content, strategy, et cetera, like when a really good spot there. I think there are some operating models around AI that make sense for our partners to want to lean in towards. When you talk about enablement, which we’re at different stages of exploring, I think the most powerful one would be how do we get the right content? It comes down to timeliness and relevance as we spoken at the start. How do we get the right content to the right partner at the right time? And so that’s more generative content enablement, if you will. And that’s tough because you need, you need sort of metadata to support that. But I think if you were to ask our partners what’s the main thing that they would want from AI and channel enablement or partner enablement, it would be, hey, be really useful instead of me looking for the, the asset for you to actually know that I need this asset right now or group of assets. I think that would be the main thing that they would want. And I get it. So we’ll get to that stage at some point. But right now we’re, we’re definitely focused on maintaining our strong grassroots and foundations right now, and then looking at more sort of piecemeal. Additions to that. So things like digital sales rooms, things like making it easier for them to be able to share content with their end clients on the go, which is one of the ask that they’ve sent from us. And so those are the few things that we’re focused on this year. SS: I love it. Jason, thank you again so much for joining our podcast today. I truly appreciate you sharing your insights and experience. JS: Of course. It’s been great. Thanks a lot, Shawnna. SS: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

On todays episode Danny is joined by David Mahdi, Chief Identity Officer (CIO) for Transmit Security. David is a globally recognized leader in cybersecurity and digital identity, renowned for his pioneering work in establishing digital trust across complex enterprise ecosystems. With over two decades of experience, he has been instrumental in shaping the fields of identity-first security, cryptography, and machine identity management. As the CIO at Transmit Security and former Chief Strategy Officer and CISO Advisor at Sectigo, David has guided organizations through digital transformation initiatives, including the development of cryptography centers of excellence and the implementation of passwordless authentication systems. His tenure as a top-performing VP Analyst at Gartner solidified his reputation as a trusted advisor to Fortune 500 companies, where he provided insights on cybersecurity, blockchain, PKI, and IoT security. David's thought leadership extends to his contributions to the Forbes Technology Council and the Fast Company Executive Board, where he continues to influence the discourse on digital trust and cybersecurity. His holistic approach, encompassing IT, engineering, business development, and marketing, positions him uniquely to address the multifaceted challenges of today's digital landscape. In this podcast, David shares his insights on the evolving landscape of digital identity, the importance of establishing digital trust, and the future of cybersecurity in an increasingly interconnected world:The most surprising challenge David has faced in leading innovation at scaleSomething David struggles with as a leader in the tech spaceHow to maintain peak performance and keep your team motivatedThe role AI plays in the evolution of digital identity and fraud preventionHow to manage energy and focusWhat excites David most about the future of digital security and identity managementAnd more...Are you getting every episode of Digital Transformation & Leadership in your favourite podcast player? You can find us Apple Podcasts and Spotify to subscribe.

In this episode, Gartner experts Sharon Cantor Ceurvorst and Alexandra Bellis discuss how successful B2B CMOs expand their focus from helping buyers buy to helping buyers manage change. This approach breaks through customers' uncertainty and builds their confidence to buy and change with you. The discussion includes how to segment your buyers using Gartner's change readiness profiles.Sharon Cantor Ceurvorst is a VP of research in the Gartner Marketing practice, finding new ways of solving B2B and B2C strategic marketing challenges. Her role involves setting annual research agendas and harnessing the collective expertise of marketing analysts and research methodologists to generate actionable insights.Alexandra Bellis, Ph.D. is a director of quantitative analytics and data science on the Gartner for Marketing Leaders' Quantitative Innovation Advanced Analytics team. In this role, she primarily focuses on survey data collection and analysis for the Marketing and Communications Peer and Practitioner Research teams.Disclaimer: Gartner is an impartial, independent analyst of the Information Technology industry. All content provided by other speakers is expressly the views of those speakers and their enterprises. The information should not be construed as a Gartner endorsement of said enterprise's products or services.

No novo episódio do Podcast Canaltech comentamos sobre golpes virtuais com vozes sintéticas. Para entender como a Inteligência Artificial está sendo usada por cibercriminosos para aplicar fraudes cada vez mais convincentes, conversamos com Ubiratan Cascales, Especialista em inteligência de ameaças da Apura, empresa especializada em segurança digital e análise de ameaças. A conversa parte de uma previsão do Gartner que em 2025, cerca de 50% dos ataques de phishing devem utilizar deepfakes de voz ou áudios manipulados por IA. Ubiratan explica como esse novo cenário coloca em xeque os métodos tradicionais de autenticação, a confiança em interações digitais e até mesmo a segurança de dados em setores críticos como finanças, saúde e indústria. No episódio, também falamos sobre o papel das big techs, o avanço das leis de cibersegurança, o uso ético da Inteligência Artificial, e o que usuários e empresas podem fazer para se proteger. Você também vai conferir: Sony aumenta o preço do PlayStation 5 em diversos países, Apple intensifica o desenvolvimento dos seus óculos inteligentes, Itaú lança pagamentos recorrentes via Pix, GPT-4 será substituído pelo GPT-4o e a nova regra da TSA nos EUA libera mais itens para a bagagem de mão. Este podcast foi roteirizado e apresentado por Fernanda Santos e contou com reportagens de Paulo Amaral, Bruno de Blasi, Wendel Martins, Diego Corumba e Emanuele Almeida. A trilha sonora é de Guilherme Zomer, a edição de Jully Cruz e a arte da capa é de Erick Teixeira.See omnystudio.com/listener for privacy information.

In this all-new, 47th episode of Shrinking Trump, Psychologists John Gartner and Harry Segal analyze the mental disturbance underlying Trump‘s impulse to crash the world economy through tariffs. How do you stop a mad king? These issues and more are discussed by a very special guest. Our site: https://cms.megaphone.fm/channel/shrinking-trump Subscribe on iTunes: https://podcasts.apple.com/us/podcast/shrinking-trump/id1745797271 Subscribe on Spotify: https://open.spotify.com/show/4xuuqHxzruLEsQXtTuJjP4 Subscribe on Amazon Music: https://music.amazon.com/podcasts/a101a15a-8b18-49c8-b556-c201aece30ee/shrinking-trump Subscribe on iHeartRadio: https://www.iheart.com/podcast/269-shrinking-trump-175213669/ In this riveting show, our hosts unravel the implications of Trump's administration, emphasizing his reckless economic missteps and the devastating effects of his erratic policies—which have plunged the stock markets into chaos. Dr. Gartner and Dr. Segal survey the damage caused by Trump's tariffs, comparing it to economic downturns like the Great Depression. As experienced clinicians, our hosts analyze Trump's troubling psychological profile, characterized by malignant narcissism and a worsening cognitive decline. They uncover how Trump's actions mirror those of a self-destructive leader—manipulative, power-hungry, and shockingly paranoid. Dr. Segal passionately critiques Trump's administration, describing the destructive impact it's having on both domestic and international fronts—illustrating how Trump's economic policies are self-defeating, and catalyzing unprecedented levels of instability. And Dr. Gartner likens Trump to fictional tyrants, pointing out the psychological thrill Donald seems to derive from his influence over global markets. As beacons of hope amidst the chaos, we'll also put a spotlight on some of the rising voices of the Resistance and review the inherent resilience of our democratic institutions.  Listeners are called to remain engaged and proactive, standing united against the malign forces that are threatening our democracy. It's a powerful call to arms in these turbulent times. Be sure to subscribe, leave a comment, and tune in with us next week for another insightful episode of Shrinking Trump. Learn more about your ad choices. Visit megaphone.fm/adchoices

All links and images for this episode can be found on CISO Series. Check out this post from Caleb Sima of WhiteRabbit for the discussion that is the basis of our conversation on this week's episode co-hosted by me, David Spark, the producer of CISO Series, and Geoff Belknap. Joining us is Alex Hutton, CISO, Atlantic Union Bank. In this episode: The race to differentiate  Don't blame Gartner Simplifying is complicated Seeking connection Huge thanks to our sponsor, ThreatLocker ThreatLocker® is a global leader in Zero Trust endpoint security, offering cybersecurity controls to protect businesses from zero-day attacks and ransomware. ThreatLocker operates with a default deny approach to reduce the attack surface and mitigate potential cyber vulnerabilities. To learn more and start your free trial, visit ThreatLocker.com.  

Navigating new levels of change, CHROs can find it difficult to determine which global and long-term trends matter for their talent and business strategies. Brent Cassell, VP in Advisory at Gartner and member of Gartner's Futures Lab, joins the Talent Angle Podcast to offer a framework to sense and respond to the macro trends CHROs need to be paying attention to, today. Brent Cassell is a vice president of advisory in Gartner's HR practice, and he has spent the past 19 years in Gartner's HR and CIO practices. His job is to help clients find the research they need, to help them understand that research, and to coach them through the implementation of those best practices in their own organizations. Brent is the contributing editor of the HR Leaders Monthly Journal. In 2022, he won Gartner's award for Outstanding Thought Leadership for his work on Redesigning Work for the Hybrid World. Peter Aykens is the chief of research for Gartner's HR practice. Aykens is responsible for building and leading research teams within the practice to address clients' key initiatives. Before his current role, he spent over 25 years at Gartner leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product challenges. He holds a bachelor's degree in political science from St. Olaf College, a master's degree in international politics from Aberystwyth University (formerly known as the University College of Wales, Aberystwyth), and a master's degree and a doctorate in political science from Brown University.

ABOUT JON HYMANJon Hyman is the co-founder and chief technology officer of Braze, the customer engagement platform that delivers messaging experiences across push, email, in-app, and more. He leads the charge for building the platform's technical systems and infrastructure as well as overseeing the company's technical operations and engineering team.Prior to Braze, Jon served as lead engineer for the Core Technology group at Bridgewater Associates, the world's largest hedge fund. There, he managed a team that maintained 80+ software assets and was responsible for the security and stability of critical trading systems. Jon met cofounder Bill Magnuson during his time at Bridgewater, and together they won the 2011 TechCrunch Disrupt Hackathon. Jon is a recipient of the SmartCEO Executive Management Award in the CIO/CTO Category for New York. Jon holds a B.A. from Harvard University in Computer Science.ABOUT BRAZEBraze is the leading customer engagement platform that empowers brands to Be Absolutely Engaging.™ Braze allows any marketer to collect and take action on any amount of data from any source, so they can creatively engage with customers in real time, across channels from one platform. From cross-channel messaging and journey orchestration to Al-powered experimentation and optimization, Braze enables companies to build and maintain absolutely engaging relationships with their customers that foster growth and loyalty. The company has been recognized as a 2024 U.S. News & World Report Best Companies to Work For, 2024 Best Small & Medium Workplaces in Europe by Great Place to Work®, 2024 Fortune Best Workplaces for Women™ by Great Place to Work® and was named a Leader by Gartner® in the 2024 Magic Quadrant™ for Multichannel Marketing Hubs and a Strong Performer in The Forrester Wave™: Email Marketing Service Providers, Q3 2024.  Braze is headquartered in New York with 15 offices across North America, Europe, and APAC. Learn more at braze.com.SHOW NOTES:What Jon learned from being the only person on call for his company's first four years (2:56)Knowing when it's time to get help managing your servers, ops, scaling, etc. (5:42)Establishing areas of product ownership & other scaling lessons from the early days (9:25)Frameworks for conversations on splitting of products across teams (12:00)The challenges, complexities & strategies behind assigning ownership in the early days (14:40)Founding Braze (18:01)Why Braze? The story & insights behind the original vision for Braze (20:08)Identifying Braze's product market fit (22:34)Early-stage PMF challenges faced by Jon & his co-founders (25:40)Pivoting to focus on enterprise customers (27:48)“Let's integrate the SDK right now” - founder-led sales ideas to validate your product (29:22)Behind the decision to hire a chief revenue officer for the first time (34:02)The evolution of enterprise & its impact on Braze's product offering (36:42)Growing out of your early-stage failure modes (39:00)Why it's important to make personnel decisions quickly (41:22)Setting & maintaining a vision pre IPO vs. post IPO (44:21)Jon's next leadership evolution & growth areas he is focusing on (49:50)Rapid fire questions (52:53)LINKS AND RESOURCESWhen We Cease to Understand the World - Benjamín Labatut's fictional examination of the lives of real-life scientists and thinkers whose discoveries resulted in moral consequences beyond their imagining. At a breakneck pace and with a wealth of disturbing detail, Labatut uses the imaginative resources of fiction to tell the stories of Fritz Haber, Alexander Grothendieck, Werner Heisenberg, and Erwin Schrödinger, the scientists and mathematicians who expanded our notions of the possible.This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/

Guest: Henrique Teixeira, Senior VP of Strategy, Saviynt, ex-Gartner analyst Topics: How have you seen IAM evolve over the years, especially with the shift to the cloud, and now AI? What are some of the biggest challenges and opportunities these two shifts present?  ITDR (Identity Threat Detection and Response) and ISPM (Identity Security Posture Management) are emerging areas in IAM. How do you see these fitting into the overall IAM landscape? Are they truly distinct categories or just extensions of existing IAM practices? Shouldn't ITDR just be part of your Cloud DR or maybe even your SecOps tool of choice? It seems goofy to try to stand ITDR on its own when the impact of an identity compromise is entirely a function of what that identity can access or do, no? Regarding workload vs. human identity, could you elaborate on the unique security considerations for each? How does the rise of machine identities and APIs impact IAM approaches? We had a whole episode around machine identity that involved turtles–what have you seen in the machine identity space and how have you seen users mess it up? The cybersecurity world is full of acronyms. Any tips on how to create a memorable and impactful acronym?  Resources: EP166 Workload Identity, Zero Trust and SPIFFE (Also Turtles!) EP182 ITDR: The Missing Piece in Your Security Puzzle or Yet Another Tool to Buy? EP127 Is IAM Really Fun and How to Stay Ahead of the Curve in Cloud IAM? EP94 Meet Cloud Security Acronyms with Anna Belak EP162 IAM in the Cloud: What it Means to Do It 'Right' with Kat Traxler EP199 Your Cloud IAM Top Pet Peeves (and How to Fix Them) EP188 Beyond the Buzzwords: Identity's True Role in Cloud and SaaS Security “Playing to Win: How Strategy Really Works” book “Open” book  

In this all new, 46th episode of Shrinking Trump, Dr. John Gartner and Dr. Harry Segel take listeners on a tour of the unsettling psychological and political landscape of Donald Trump's second term. Our guest is Georgia-based political strategist and pundit Fred Hicks, who believes Democrats are due for a political comeback.  Our site: https://cms.megaphone.fm/channel/shrinking-trump  Subscribe on iTunes: https://podcasts.apple.com/us/podcast/shrinking-trump/id1745797271 Subscribe on Spotify: https://open.spotify.com/show/4xuuqHxzruLEsQXtTuJjP4 Subscribe on Amazon Music: https://music.amazon.com/podcasts/a101a15a-8b18-49c8-b556-c201aece30ee/shrinking-trump Subscribe on iHeartRadio: https://www.iheart.com/podcast/269-shrinking-trump-175213669/ As experts in psychology, our hosts unravel how Trump's malignant narcissism and cognitive decline are reshaping America into a looming police state. His erratic behavior is not just chaotic—but catastrophic. We'll start by analyzing Trump's self-proclaimed “Freedom Day,” a grandiose spectacle designed to mask the destructive reality of his trade war and horrific immigration policies. Trump hails it as the most significant day in American history, which our hosts expose as a clear symptom of his severe narcissistic personality disorder.  Dr. Gartner and Dr. Segal recognize the grim reality of Trump's draconian and lawless immigration policies, drawing chilling historical parallels to oppressive states where citizens disappear without a trace. The episode also points out some of highlights from the resistance, such as Princeton's courageous stand against federal bullying. The hosts commend the university's president for his unwavering defense of academic freedom, summoning a rallying cry for other institutions to do the same. Our guest Fred Hicks sees this and other signs as brilliant glimmers of hope, like recent special elections results in Florida and Wisconsin that hint at a democratic resurgence. Hicks suggests that an economic downturn could spur massive public backlash and even reverse the tide in favor of democratic ideals.  Dr. Segel and Dr. Gartner explore the data behind this optimism and point to signs that change may be right on the horizon. And we'll wrap things up with a call for our listeners to remain vigilant and active in the fight against Trump. May this episode serve as a rallying cry for everyone committed to preserving our democracy. Learn more about your ad choices. Visit megaphone.fm/adchoices

Possibly our dumbest episode yet. Joe and Robert go deep into the dumbery to try to make sense of an incredibly weird (and dumb) week. TikTok is for sale. No it's not. Maybe it is. Will we know this week? Elon Musk merges his two companies into one, creating the dumbest valuation in the history of corporate mergers. And META's AI steals a bunch of copyrighted books. Heck, they've probably already stolen this podcast. Marketing losers include vibe marketing and Hooters. Raves and commentary include Gartner and Chris Ross and how the tariffs will affect marketing spending. This week's links: Amazon Interested in TikTok TikTok Looming Deadline Elon's Merger Is Dumb META Steals Copyrighted Books Ghibli Effect Takes Over ChatGPT Hooters Bankruptcy Chris Ross from Gartner ----- This week's sponsor: Whether you are swimming in content requests, struggling to reach Gen Z, or just need to do more with less - The 2025 Marketing Trend Report delivers real solutions you can use now. Go to http://clickhubspot.com/marketing to download it for free. ------- Liked this show? SUBSCRIBE to this podcast on Spotify, Apple, Google and more. Catch past episodes and show notes at ThisOldMarketing.com. Catch and subscribe to our NEW show on YouTube. NOTE: You can get captions there. Subscribe to Joe Pulizzi's Orangeletter and get two free downloads direct from Joe. Subscribe to Robert Rose's newsletter at Seventh Bear.

Organizations today are grappling with how to manage the merging of peoples' work and personal lives. With many organizational processes and structures not fully accounting for the human impact they have on their employees' lives, organizations are now looking for a better approach to the way we work. Peter Aykens and Sari Wilde, two leaders of the Gartner HR practice, offer a new, human-centric, approach that they argue will foster creativity and engagement among employees, ultimately delivering the best results for their organization.   Peter Aykens is the chief of research for Gartner's HR practice. Peter is responsible for building and leading research teams within the practice to address clients' key initiatives. Before his current role, he spent over 25 years at Gartner leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product challenges. He holds a bachelor's degree in political science from St. Olaf College, a master's degree in international politics from Aberystwyth University (formerly known as the University College of Wales, Aberystwyth) and a master's degree and a doctorate in political science from Brown University.   Sari J Wilde oversees peer and practitioner research in the HR practice. She holds a bachelor's degree from Barnard College, Columbia University and a master's degree in industrial and organizational psychology from New York University.   Caroline Walsh is a managing vice president in Gartner's HR practice. Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor's degree in East Asian studies from Columbia University, and a master's degree in public affairs from Princeton University.

What does it truly take to secure the edge of the enterprise in a multi-cloud, AI-driven world? At IGEL Now & Next 2025 in Miami, I sat down with Marissa Schmidt, Senior Director Analyst at Gartner, to unpack the future of endpoint computing and cybersecurity from a perspective rooted in deep research, hands-on insight, and strategic clarity. As hybrid work continues to scale and the cloud cements itself as the core of modern infrastructure, new demands are being placed on endpoint operating systems, access frameworks, and cloud security models. Marissa brings a clear-eyed view of what's working, what's changing, and what IT leaders need to start doing differently. In this conversation, we explore how AI is reshaping both attack and defense strategies, why the OS layer has become a strategic asset, and what Gartner is seeing in terms of the biggest shifts in cloud networking and endpoint security in 2025. We also dig into the principles behind zero trust, the realities of managing dozens of overlapping security tools, and how businesses can begin building more resilient, adaptive architectures—starting today. Marissa also shares insights from her keynote and the Women in Tech panel at IGEL Now & Next, including the importance of authentic leadership, being a continuous learner, and building a strategy that connects real-world data with future-ready infrastructure. Whether you're navigating cloud transformation, rethinking your endpoint strategy, or trying to make sense of the security demands brought on by AI, this episode offers a sharp, actionable look at where things are heading—and how to stay in front of it. Are your cloud and endpoint strategies built for what's next? Let me know your thoughts.