Podcasts about Honeywell

Mastering one leadership tool can be THE game changer in your team's performance.As a leader, you probably recognize that success hinges on your ability to inspire and guide your team towards a shared vision. But with so many tools and techniques available, it's easy to feel overwhelmed and unsure of where to focus your efforts. The solution? I host COO, Dan Key, of Solenis who shares the one leadership tool he's used to drive success across 10 major companies. It unleashes team performance and accelerates productivity. You won't want to miss it!Dan leads procurement, operations and supply chain across the organization. He's also served as a senior leader who has improved key metrics and end-to-end supply chains at Honeywell, Sigma-Aldrich, Axalta Coating Systems, Dentsply Sirona, etc.Solenis is a leading global producer of specialty chemicals, focused on delivering sustainable solutions for water-intensive industries. These technologies are used by customers to improve operational efficiencies, enhance product quality, protect plant assets, minimize environmental impact and maintain healthy water. They have 49 manufacturing facilities strategically located around the globe.LinkedIn Profile https://www.LinkedIn.com/in/dan-key-758a681Company Link: https://www.solenis.com/enWhat You'll Discover in this Episode:A powerful strategy for achieving work-life balance.The one leadership tool you must create.The important advice his father gave him that hangs on a plaque in his office.The inspiring metaphor that inspires unstoppable leadership.The DNA of great leaders (six traits).Nature or Nurture? The debate on the origins of leadership.10 Companies, 1 Leader: The priceless lessons learned along the way.The valuable insight he learned as a leader in 10 different companies.Why empowering your team is best done by becoming a “participative” leader.-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

The Dow rallied over 300 points as bank stocks recovered from the SVB fallout and Jim Cramer is breaking down the action. First, Honeywell announced today that President & COO Vimal Kapur will step into the role of CEO and current CEO Darius Adamczyk will move to Executive Chairman - Cramer's sitting down with both execs to find out more about the leadership change. Next, Cramer's examining the Fed, Treasury and FDIC's moves this weekend to protect SVB depositors. Plus, Cramer's exclusive with LyondellBasell CEO Peter Vanacker. Mad Money Disclaimer

Episode 174 Welcome to the MSP Marketing Podcast with me, Paul Green. This is THE show if you want to grow your MSP. This week's show includes: 00:00 Building strategic partnerships within your vertical to promote growth 11:12 Should MSPs do lunch & learns? 20:43 How a servant leader management approach can empower your team to success Featured guest: Thank you to Dan Albaum, Marketing Leader and Author of ‘The Impact Makers', for joining me to talk about leadership and the 'servant leader mindset'. With nearly 30 years of B2B marketing experience at leading companies including Verizon Wireless, Cisco, Honeywell and Amer Sports, Dan excels in helping companies develop the right strategies, programs, metrics and processes for Go-To-Market excellence.  From integrated demand generation campaigns to new product launch planning to scalable channel marketing to generating quality market insights for fully leveraging brand power, Dan brings his highly collaborative approach in helping client companies meet their business objectives. Connect with Dan on LinkedIn: https://www.linkedin.com/in/danalbaum/ Extra show notes: Listen or watch every Tuesday on your favourite podcast platform, hosted by me, Paul Green, an MSP marketing expert: https://www.linkedin.com/in/paul-green-msp-marketing/ https://www.paulgreensmspmarketing.com/about/ I mentioned these 'Ultimate Marketing Strategy for MSPs' special episodes I recorded earlier this year: https://www.paulgreensmspmarketing.com/podcast/episode163/ https://www.paulgreensmspmarketing.com/podcast/episode164/ https://www.paulgreensmspmarketing.com/podcast/episode165/ You can join me in the MSP Marketing group on Facebook: https://www.facebook.com/groups/mspmarketing/ Subscribe to my YouTube channel: https://www.youtube.com/mspmarketing Subscribe to this podcast using your favourite podcast provider: https://www.audible.co.uk/pd/Paul-Greens-MSP-Marketing-Podcast-Podcast/B08JK38L4V https://podcasts.apple.com/gb/podcast/paul-greens-msp-marketing-podcast/id1485101351 https://www.stitcher.com/podcast/paul-greens-msp-marketing-podcast https://podcasts.google.com/feed/aHR0cHM6Ly93d3cucGF1bGdyZWVuc21zcG1hcmtldGluZy5jb20vZmVlZC9wb2RjYXN0?sa

Peggy and Melissa Durbin, sales director, digital and application innovation, Microsoft, talk about digital platforms for manufacturers. She says it is a great time to be at Microsoft and it is an even better time to be in manufacturing.  They also discuss: How to turn connected products into services. Which areas of manufacturing are ripe for innovation. Growth opportunities and turning to new business models and products. Low-Code Application Development | Microsoft Azure Modern Application Development | Microsoft Azure McKinsey Consulting 2021 Global Report - The State of New-Business Building Microsoft Customer Story-Learning gets real for industrial customers with Honeywell mixed reality simulation Microsoft Customer Story-Johnson Controls takes a smart approach to building technologies with Microsoft Teams and Microsoft Power Platform Microsoft Customer Story-Dow breaks down data silos and accelerates digital manufacturing with Microsoft solutions Microsoft Customer Story-Chevron powers its business future with SAP on Azure and the Microsoft Cloud Microsoft Customer Story-John Deere brings modern cloud benefits on-premises and at the edge with hybrid data services enabled by Azure Arc (2/28/23 - 811) IoT, Internet of Things, Peggy Smedley, artificial intelligence, machine learning, big data, digital transformation, cybersecurity, blockchain, 5G, cloud, sustainability, future of work, podcast, Melissa Durbin, Microsoft, app innovation, power platform, Azure, Microsoft Advocate This episode is available on all major streaming platforms. If you enjoyed this segment, please consider leaving a review on Apple Podcasts.

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is "Augmenting Workers With Wearables." And our guest is Andrew Chrostowski, Chairman and CEO of RealWear (https://www.realwear.com/). In this conversation, we talk about the brief history of industrial wearables, the state of play, the functionality, current approaches and deployments, use cases, the timelines, and the future. If you like this show, subscribe at augmentedpodcast.co (https://www.augmentedpodcast.co/). If you liked this episode, you might also like Episode 92: Emerging Interfaces for Human Augmentation (https://www.augmentedpodcast.co/92). Augmented is a podcast for industry leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (https://trondundheim.com/) and presented by Tulip (https://tulip.co/). Follow the podcast on Twitter (https://twitter.com/AugmentedPod) or LinkedIn (https://www.linkedin.com/company/75424477/). Trond's Takeaway: Industrial wearables have come a long way. There is a big need for assisted reality in many workforce scenarios across industry. There are now companies taking good products to market that are rugged enough, simple enough, and advanced enough to make work simpler for industrial workers. On the other hand, we are far away from the kind of untethered multiverse that many imagine in the future, one step at a time. Transcript: TROND: Welcome to another episode of the Augmented Podcast. Augmented reveals the stories behind the new era of industrial operations where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Augmenting Workers With Wearables. And our guest is Andrew Chrostowski, Chairman and CEO of RealWear. In this conversation, we talk about the brief history of industrial wearables, the state of play, the functionality, current approaches and deployments, use cases, the timelines, and the future. Augmented is a podcast for industrial leaders, for process engineers, and for shop floor operators hosted by futurist Trond Arne Undheim and presented by Tulip. Andrew, welcome to the show. How are you? ANDREW: Hi, Trond. Great to be here. I'm doing great. TROND: You know, you are a poster child entrepreneur engineer, Oregon State, University of Southern California. You are actually an expert on the future of work. There are so many people that say they talk about the future of work. You are implementing and, selling, and evangelizing a true future of work product, not just a story. We're going to be talking about augmented, assisted all kinds of reality and collaboration, Andrew, because that's, I guess, what it's all about. And you lead the industrial wearable company RealWear. But first, I want to get to the fact that you're a certified firefighter. Now, how does that fit into this? ANDREW: That's really a great question. And one of the things that's been passionate for me from the beginning is being close to the customer. It was true when I was an Air Force officer designing for systems that would support our warfighters and putting myself in their situations in life and death. Certainly, I think about it in terms of customers, and we were dealing with other lines of business and trying to understand the customers' perspective, and especially the frontline workers that create those products. And when I took over the Scott Safety business when I was part of Tyco, their particular market was firefighters. They were the leading provider of air tanks, cylinders, respirators, what we call SCBAs, self-contained breathing apparatus for firefighters. Now, I know a lot of things about a lot of areas of technology. But I didn't know anything about firefighting. And so when I took over that business, the first thing I did was go to Texas A&M and actually get trained and certified as an interior firefighter. So I actually put on all the bunker gear, timed donning just like you do when you're in the fire station, fought real fires that were built, and to understand really the challenges they faced. And I came out of that training really having a greater appreciation for just how challenging that work is. And I know it's shocking to your listeners, but everything we ever see on TV and movies about firefighting is wrong. Basically, firefighting, besides being terrifying, and difficult, and dangerous, is basically blind. You're in the smoke. You're in the dark. And my background in the Air Force thermal imaging systems and multispectral systems came back to me. And I said, "You know what we need to do is give predator vision to firefighters and give them the chance to see the unseen in the dark." And so, coming out of that training, I initiated an in-mass thermal imaging system for firefighters that went to the market about 14 months later at Scott site. TROND: Wow, that's some real background there. I'd like to start with that story because it reminds me that what we're about to talk about here, you know, wearables, it's not a joke. These are, you know, in industrial environments, these are not optional technologies once they really, really start working. And you can sort of say that they're first-line technologies. They better work every time. So this is not a case where you could kind of, well, you know, let's install another version and restart and whatnot. These are eventually going to be hopefully systems that the modern industrial worker really starts to trust to perform their job efficiently. Before we get into the nitty-gritty of all of the different things that RealWear is trying to do, I wanted to just ask you a basic question, what is assisted reality? It's a curious phrase. It's like, why does reality need assistance? [laughs] You know, where does that even come from? ANDREW: You can deny reality, but you can't deny the effects of denying reality. When we talk about assisted reality, it's a point on the spectrum what we call XR, the extended reality. It starts with reality and ends when that virtual reality, the fully immersive digital environment that we experience and what we talk about a lot in the metaverse. Then coming from reality forward, you have assisted reality, which is a reality-first, digital-second environment, which is what we focus on. It is the idea that this is the technology available now that allows a worker to be productive and work safely in a real-world environment. When you get into augmented reality, which is something that we think of when we think of products like HoloLens and other similar types of products, that's where this digital environment begins to overlay the actual environment. It imposes a cognitive load on the brain so that you're now having to focus on things that aren't really there while there are things that are really around you that could hurt you. This is great when you're in a safe environment, in a classroom, in a design area, when you're collaborating in the office to be able to immerse yourselves in these three-dimensional digital objects. It's much different when you're walking on the deck of an oil rig or you're potentially working around a cobot that can hurt you when your attention is distracted. And then we have sort of that virtual reality game that we started with in the metaverse where people are now kind of transposing themselves into a fully digital atmosphere. We at RealWear have focused on making a difference for the future of work and focusing on those 2 billion frontline workers who could work more safely and more productively if they were connected. And it makes perfect sense to us. If we learned anything from the COVID lockdowns, we learned that this idea of working from anywhere, the idea of the office worker working from home, working from the coffee shop, all of this now has become just a given. We know that we need these digital tools to collaborate remotely. What we only have begun to just crack the code on is that there are, again, 2 billion people working with their hands on the front line who could work more productively and more safely if they were connected workers, if they had access to information, if they had access to collaborating in a hands-free way with their counterparts across the world. And so RealWear, our focus is this mission of engaging, empowering, and elevating the performance of those frontline workers by giving them an assisted reality solution that is extremely low friction and easy to use. TROND: I like the distinction there. Even though this podcast is called augmented, I like the distinction between AR and assisted reality. Because there's really, I guess, you can see it more clearly in the consumer space where it sounds so fascinating to enter these virtual worlds. But in industry, the virtual is really subservient and needs to be subservient to the very reality. So I guess assisting reality is the point here. It's not the endpoint that is necessarily the virtual. You're using the technologies, if I understand it, to strengthen the ability to survive and be very, very efficient in reality as opposed to entering some sort of virtual space where you are simulating more. You're talking about critical applications in the physical industrial reality, so that's now clear to me. Having said that, this is not easy to do, is it, Andrew? ANDREW: No. I mean, there's a lot that comes into this idea of making technology that's human-centric. And all the things you were just talking about really bring us back to this idea that this kind of assisted reality solution is about helping the human being at that nexus of control operate more safely and effectively in a variety of environmental conditions. It is really important that we think about the technology serving the person and not so much technology that is imposing itself on people, which is oftentimes what we see as we try to roll out different kinds of technical solutions. The folks who are doing work with their hands who are daily exposing themselves to risk have a very low tolerance for things that waste their time, are difficult to use, or distract them from reality. And so all of those things are factors we took into account as we developed this first head-mounted tablet computer that now is in the market as the Navigator 500. TROND: Andrew, can you tell me a little bit about the history and evolution of these kinds of technologies? Because there is so much hype out there. And you did a pristine job as to making these concepts fairly distinct. But how long has there even been an industrial product? I guess a lot of us remember the first Google Glass, but partly what we remember is the hype in the consumer market, which then kind of fell flat. And then they reemerged, I guess, as sort of a light competitor to you guys and then has since somewhat disappeared. But, anyway, there are a lot of attempts in the near history of technology to do this kind of thing. I mean, it corresponds pretty neatly to various sci-fi paradigms as well. But what are the real prototypes that go into the inspiration for the technology as you have it today? ANDREW: Well, I'm glad you mentioned science fiction because really the way I would start this, otherwise, is, say, a long time ago, in a galaxy far, far away, we had Star Wars. And if you think back to that show, science fiction has been part of how people work in modeling, how people work for decades and more, from Jules Verne all the way through to Star Trek and the like. And so when you think about these technologies, you go back to processes and technologies that support humans collaborating. And back in Star Wars, we had a character called Boba Fett who famously has, and now you see it in the Mandalorian, a little device that comes down from his helmet in front of his eyes and acts as a rangefinder and computer screen. Actually, one of the founding engineers that were part of the design of the first RealWear device came out of designing Boba Fett's helmet. And so there is really a connection there about how people have imagined people work and how people actually work. And the actual part really started with Dr. Chris Parkinson and spending over ten years working on what is the right ergonomics. What's the right way to shift the balance, the weight, the size, and manner of the display? How do you control the windows and amount of information displayed? And how do you suppress the outside noise so that you can have a voice control system that makes it truly hands-free? So it began with this idea of all great things start with a spark of imagination. And then bringing that to a very practical point of view of solving the problem of being able to give someone information and collaboration tools hands-free in an environment where they can work safely but connect to all the value and information that's out there that we enjoy every day working as office knowledge workers with the internet. TROND: Andrew, what are some of the technical challenges you had to overcome? I can imagine; first, you have to design something that is probably bulkier than you wanted, and then eventually reducing its size is one thing. But I can imagine the algorithms apply to, I mean, there's imaging here, and there's a bunch of design techniques to make this work. And then you said ruggedized, right? I mean, this stuff cannot break. ANDREW: That's right. TROND: What are the kinds of things that went into and is going into your next-generation products? ANDREW: Well, I think that's a great question. And, of course, as new products evolve and we build on the learnings we've had from having one of the largest install base of wearable computers in the world, we can sit there and say, look, it starts with ruggedization. Because, frankly, these frontline workers, when they're wearing these devices on their hard hat, at the end of the day, that hard hat gets tossed into the back of the truck. It gets tossed in the van. It gets dropped on the ground, or in the mud, or out in the rain. So we knew right away that we had to build a device that was able to hold up to that, things that a lot of similar kinds of products that are out there just can't hold up to. So we started with this idea that it had to be extremely rugged. It had to be lightweight enough to wear all day. And our first version did that very well. The Navigator 500 has come now just as rugged but now 30% lighter. So we've learned how to make that ruggedness, even in a lighter form factor. You have to trade-off on how you see that display in bright sunlight, in dim settings. You have to think about how you operate in a noisy environment. So you can imagine if you're trying to use a voice-driven assistant, whether it's on your phone or a little microphone device in your home, you use a wake-up word, and then you have to try to talk clearly. And if you don't talk clearly, you end up having it not do what you want. That's very frustrating for a frontline worker, and it's just downright distracting and dangerous at times. So we chose to have a system and voice control that does not require a wake-up word. It's always listening. And it listens in context to what's on the screen. Literally, what we say is you say what you see. And that's about all the training you need to learn how to use the Navigator 500 effectively. And because it's so easy and intuitive, people get used to it quickly. And they go gravitate towards how it's making their work easier to get to, how it's easy to launch a collaborative meeting in any number of key applications, whether it's Microsoft Teams, Cisco, Webex on demand, whether it's Zoom, whether it's TeamViewer, any number of other partners that we have in terms of the types of collaborations. TROND: Well, I want to get into some of the use cases in a second, but just briefly, so you were founded as a company in 2016. And you're now, I guess, 140-some employees. I mean, it's fairly recent. This is not something that you've been doing since the '70s here. But on the other hand, this is also very challenging. It's not like you produce something, and all of industry immediately buys into it. So I just wanted to address that, that this particular market, even though it's always been there as this potential, there doesn't seem to have been kind of a killer application like there is in some other hardware markets. And maybe you're thinking you will be one. But I just wanted you to address this issue. Recently, the IBC the analysts came out with this prediction that they're forecasting a decline actually year over year in units sold. And they're also saying a lot of new vendors are going to come into this market, but the market is not very mature right now. What do you say to that kind of an argument? ANDREW: There's a lot to unpack there, so forgive me if I miss some of the things you brought up there. But I'd start really with RealWear and how we develop this. The Navigator 500, the product we have on the market today, is highly modular, lightweight, does all these types of things, and that's really the eighth generation. Even though we only have been around since 2016, the thinking behind this form factor has gone on for eight generations. So we've got a lot more maturity than some of the other folks who might be thinking about entering this market. We've also focused entirely from the beginning on that industrial frontline worker. It's a niche of over 2 billion people but very different from the consumer aspect and what people have gotten used to in terms of dealing with a piece of glass that they might carry in their pocket all day long. We think that A, we've kind of created this assisted reality space. We've won in so many of these industrial cases because of the way we make work safer and more productive. We've now passed applications where we've had installations over 3,500 units with a single use. We've got, in multiple cases, over 1,000 deployments. We've got 75-80 deployments of over 100 units. So we really have broken through. And what we see is whenever we talk about the assisted reality market, or we can talk more broadly, we usually only see data on augmented reality. They put all these smart glasses in sort of a category. And we're really only a portion of what they count as smart glasses. So when they start saying there's downward pressure on that market or it's not growing as fast, it goes back to something I just read in a book about builders in terms of how innovation happens. And the author described augmented reality as a solution looking for a problem. We came at it with a particular problem we were solving, and that's I think the big difference between us and a lot of how people have come into this space. We knew exactly the problem we're trying to solve. We knew that we wanted to make the human the central part of that control Nexus. And we knew that we wanted to be in a space where others would find it difficult to succeed. And so, as we've been successful here and as we continue to grow and expand these deployments and getting into larger and larger deployments, we know that others will kind of begin to look into this space and try to compete. But most of them are bridging over from that consumer side where a lot of the fundamental design trade-offs they've made do not well-support all shift use in a ruggedized environment and with the ease of use that we've designed into our products. TROND: Andrew, that makes a lot of sense to me. MID-ROLL AD: In the new book from Wiley, Augmented Lean: A Human-Centric Framework for Managing Frontline Operations, serial startup founder Dr. Natan Linder and futurist podcaster Dr. Trond Arne Undheim deliver an urgent and incisive exploration of when, how, and why to augment your workforce with technology, and how to do it in a way that scales, maintains innovation, and allows the organization to thrive. The key thing is to prioritize humans over machines. Here's what Klaus Schwab, Executive Chairman of the World Economic Forum, says about the book: "Augmented Lean is an important puzzle piece in the fourth industrial revolution." Find out more on www.augmentedlean.com, and pick up the book in a bookstore near you. TROND: Let's talk about some of these bigger deployments. So I don't know if you can mention names, but the biggest one, I'm assuming, is in the automotive industry because they are at the forefront of a lot of automation technology. So I'm just going to make that assumption. Tell me a little bit about that deployment. What is it all about? What are they using it for? What can you tell me about what they're using it for? ANDREW: Thank you, Trond. And I'm super excited about our success in the automotive sector, not only just because of what it represents but because, as an industry, it's so central to economies across the globe. And when we think about the transformation of that industry going to electrification, that change creates opportunity for us as well. So today, with our partner TeamViewer we're in over 3,500 dealerships. Virtually every dealership in America now has a RealWear product in it. For those technicians, when they're dealing with a particularly tough problem, they're able to put on our device as simple as what I'm doing here, just putting on their Navigator, their HMT-1. And they can call and connect with a technical assistance center in Detroit and have a first-person conversation with an expert who can help walk them through that repair, whether it's pushing diagrams to them to, illustrating over the video that they're getting but helping them solve that problem faster. And why is this so significant? Well, because from the customer point of view, you're happy that your problem is being solved quicker. You've got your car back. The dealer is happy because now they've been able to invoice the customer or invoice for it in this particular case to get their warranty repair dollars back. And Ford is happy because now they've got a happy customer, and they've got a better reputation and user experience. So it's a very positively reinforced system. And so when you think about that application alone of just being able to solve problems of existing cars, now think about the introduction of all of these electric vehicles to dealers, not only with Ford but anybody else you can think of is moving into electrification. There are a lot of technicians who know how to work on a gasoline engine, but very few who maybe know how to really solve those electricals. So this is a way that these dealers can bridge the skills gap that exists between what they have and what they need to be able to do in the near future. And that skills gap, by the way, is recognized not just in the automotive industry, but you and I experience it every day when we deal with restaurant industry, service industries, trucking. You think about any kind of skilled labor situation; we know demographically we've got a big gap. And that's going to be persistent for decades. And so a tool, a knowledge transfer platform that lets people move up that learning curve more rapidly to do more meaningful work, to be more self-actualized as they do that not only helps people but it helps industry serve their customers. And so we see ourselves really at the forefront of transforming work as we know it. TROND: I'm so glad you went to the skills, and it's so exciting that that's the main application right now because I think there's a lot of discussion, obviously, in the industry across sectors about the skills gap; they say, right? That the gap...we have to train people, or they have to go to school. They have to learn. It's an endless complexity. But, I mean, you're sort of saying the opposite. You're sort of saying cancel the training, put the headset on. Some of these things, very advanced training, very advanced advice, real-time support, can happen without going aside, looking at a computer, calling someone up, talking to you, you know, see you next week with your car. And then, meanwhile, what you're doing is scratching your head for a while, trying to figure out what's wrong. But you're saying this creates a much more dynamic scenario both for delivering the service and actually for the human worker who's trying to deliver some sort of service here and is plugged into an information ecosystem. I'm just wondering, is that a very, very typical use case? And do you foresee that that is the use case for assisted reality? Or are there wildly different use cases just depending on, I mean, pick another industry. I was just imagining the medical industry, famously remote surgery, or whatever it is. Some sort of assistance during surgery is obviously the big use case. I could imagine that there's something to be done here also with RealWear. ANDREW: Yeah, I mean, this is such an exciting area and topic to talk about, education, how people are educated, how that education plays to their employment and their employability, and how they add value and have careers. And we all have talked about whether university work is preparing people for the kinds of careers there are today or whether or not we need to be considering other kinds of applications, going direct to coding or whatever else. So when you talk about frontline workers, it's absolutely a matter of specific knowledge. It's not just general knowledge that matters. It's very specific things that can happen. And so by connecting people to experts, you do two things: you get the job done right away, but you also mature that worker because they learn from those experiences. And they can use our device to actually, while they're doing the work, film it. It can be curated and then used as training videos for the next generation of work that goes with it. So I think that alone is really exciting. There are so many use cases, though, beyond this, remote experts see what I see that we've been talking about. That's really...I'd say the predominant deployment today that people think about is how do I collaborate remotely on the front line? And that's super valuable. But what becomes even more interesting is when that device becomes a solution for how you do your daily work. As an example, if you're a heavy engine manufacturer and you have an end-of-line inspection, and that inspector is using a clipboard and a checklist to look at how the engine is functioning, imagine replacing that. For one of our particular customers, that takes about 30 minutes. When they implemented workflow using hands-free Navigator, they were able to reduce that time to about 12 minutes because now the person is not wasting time going back and forth to a clipboard, or to a table, or writing things down. They're absolutely hands-free, immersed in the work, being presented the next inspection point in their display, being able to photograph it, work through it, look at a comparison, document it. And the important thing is not just that they're doing it faster; they're finding three times as many defects because they're not distracted. We know there's no such thing as actually dual processing as human beings. If we think that we can listen to a Zoom call and do emails, we're doing neither very well. We know that we're just quickly switching. And that's the same thing that a lot of frontline workers experience. When you make it immersive and hands-free with workflow, now you begin to expand the value that this technology begins to support so much greater. As we move along, the implementations and the deployments are going to move from sort of this collaboration centric to workflow centric to then being able to be with our partner, IBM. IBM has actually created something they call Inspector Wearable, where they're giving a superpower inspection to an operator who might be standing at the end of an assembly line watching a car roll by. It stops in front of them. The camera knows, because of machine learning with Watson up in the cloud, that, hey, this is what a good wheel should look like and immediately highlights the operator with a telestration that's the wrong nut. There's a scratch on this rim or whatever defect we might be talking about. So then you start actually using these technologies that are inherent with the system to be able to augment the capabilities of these workers. And that starts to get really exciting. I'll add one of the points to that is in Q4, we're going to be introducing a thermal imaging camera that can easily be just snapped on on the part of our modular solution for Navigator to be able to then snap on a thermal imaging camera and give that person predator vision to be able to see if they're walking around their plant. They can see that an electrical panel is overheating or that a motor is hot, or they can use it in any of the hundreds of thermography industrial programs that people use today. So I think part of that transition goes from just being collaboration to how we work and do workflows to actually augmenting the capabilities of the folks who are wearing these wearable computers. TROND: Yeah, and that's so interesting. And, I guess, correct me if I'm wrong, but that's where it ties into not only IBM but a bunch of your other software partners too where Tulip being one of them, where now that you're providing a device, it actually is the end client that can put that device to use in their own scenarios. And they can build, I guess, apps around it and find their own use cases that may not be the ones that are super apparent to any of those who deliver it, whether it is you delivering the hardware, IBM, you know, delivering perhaps the machine learning capabilities or some other knowledge, or it is Tulip delivering kind of a frontline software platform that's adaptable. It is actually the end client that sits there and knows exactly how they want to explore it, and then in a second iteration, change that around. Or am I getting this ecosystem wrong here? ANDREW: No, I think you're onto something there very powerful, Trond. And there are three specific dots we have to connect when we think about a sustainable solution that can be deployed broad-spread across an industrial base, and the first one is the device. The device has to be right. It has to work for the user. It has to meet the requirements of the environmental conditions they're operating in. And so the device is critical. And that's really where RealWear started our journey with that focus on the user and the user experience with our device. But the next step is really the data that comes with it. That's that part where it's both accessing data and creating data through applications that they use to feed the data lakes above and to feed back into this IoT world where there's information coming up from our equipment and being fed back to us that we can take action on. And then, ultimately, we have to connect to systems of record. And this is where Tulip, for instance, one of our partners, plays such an important role. It's that connection between all of these things that talk together, the device, the data, and these decision-making systems of record, that now when they talk and connect, it's a very sticky situation. Now you've created more than just a point solution. You've created a system solution where you've changed the way people work, and you reduce friction in interacting with those systems. And I think that that's a real clear case. I'll give an example that RealWear did in a very simple way. We recently acquired a small company called Genba AI. Their whole purpose in life was to be able to take a CMMS system, which is done for maintenance purposes, and working with eMaint, which is a division of Fortive, and be able to then say, "We can take that currently operating device that requires a worker to print out a work order, go do something, and then put it back into a computer, we can now do that with voice only." So, again, you take friction out of that interaction and allow them to do things easier but with the systems of record. And so that's why I get so excited about partners like Tulip that are making and connecting the dots between all of these disparate systems that we find in fourth-generation industrial complexes and making them work together seamlessly to give information to make better decisions by the folks who manage that work. TROND: This makes me think of something that I promise we'll get back to in a second talking about the industrial metaverse, which I think is far more interesting than the consumer metaverse. And we'll get to that because you were starting with this whole ecosystem that starts to develop now. But before we get there, I just wanted you to comment a little bit on COVID, COVID-19. Massive experience; no one is untouched by this. And there clearly was a future of work dimension to it. And people have made a lot out of that and prognosticate that we will never show up in the office again, or hybrid is here forever. What did COVID do to RealWear? ANDREW: Well, you know, it's an interesting perspective. I've been with RealWear in one capacity or another since almost the beginning, starting off as a Strategic Advisor and Chairman of the Advisory Board to, stepping in as the COO during the series A, and ultimately becoming the CEO and Chairman of the board in 2020 just as COVID was happening. So a lot of that immediate experience of RealWear was at a time when the whole world was starting to shut down and realize that we had to work differently. So I literally had one meeting with my direct staff as the new CEO before Washington State was shut down. And all the rest of the year was done via remote work. So it's not a dissimilar story to what a lot of people went through in recognizing that, hey, what used to be done in the office and was deemed important to be done in the office had to now be done elsewhere. And we came quickly with this adoption of digital tools that supported this digital transformation. And what it really did was act as a catalyst because before, you could have a conversation about the value of remote collaboration software, laptop to laptop, and that sort of thing, but nobody was thinking about the front line as much. That was a really tall connection for RealWear to make. We'd go in and talk about the value of a hands-free remote connected worker. But when you suddenly had millions of displaced workers all contributing, in some cases with productivity increasing, it now said, hey, by the way, do you want to take this great hybrid environment you just created, and do you want to extend it to those important people who don't get to stay home, who don't get to dodge the risk of being exposed to COVID, who have to go out and serve the public or serve your customers? And now, if we talk about giving those people connectivity and extending that with technology that exists today using familiar platforms...RealWear runs on an Android 11 platform. That means imaginations are limitation, not technology. All those solutions we're talking about can be done in an Android environment, can be imported very quickly, and provide a solution for those users. And so it acted as a catalyst to say that remote experts at smart glasses, as it were, were here, and it was now, and this technology was ready. And the deployments took off. It probably shortened our deployment cycle. Our sales cycle probably contracted by 70% during COVID as people began to realize this is how we can get work done. This is how we can continue to serve our customers. And so it was a huge change, not only in terms of the demands that we were able to meet thanks to the great teamwork of our whole RealWear ecosystem and supply chain partners, but it also made a difference because it changed the thought processes of leaders who now realized that creating a connected worker not only was feasible, that it had a real, recognizable ROI to it. TROND: Andrew, you're really speaking to me here because eons ago, in my Ph.D., I was working on this very visionary idea back in 1999, the early internet heydays. Again, the future of work people and tech companies were saying, "We are soon unleashing the situation where no one has to come into the office. We will sit all separately on these islands and work together." So I would say I guess what has happened now is there's a greater awareness of the need for hybrid solutions meaning some people are physically there, others are not. But the powerful thing that you are enabling and demonstrating visually and physically is that remote is one thing and that it remains challenging, but it can now, in greater extent, be done. Physical presence is still really, really powerful. But what's truly powerful is the combination of which. It is the combination of physically being there and being amplified or assisted, or eventually perhaps in a fruitful way augmented but without losing touch with reality if it can be done safely. That's really the power. So there's something really interesting about that because you can talk about it all you want. You can say, well, with all the technology in the world, you know, maybe we don't want to meet each other anymore. Yeah, fine. But there's a powerful argument there that says, well if you combine the world's biggest computer, the human being, with some secondary computers, you know, AIs and RealWears and other things that have other comparative advantages, the combination of that in a factory floor setting or perhaps in other types of knowledge work is really, really hard to beat, especially if you can get it working in a team setting. I guess as you were thinking more about this as a futuristic solution, Andrew, what kind of changes does this type of technology do to teamwork? Because we've been speaking about the simple, remote expert assistance, which is sort of like one expert calling up another expert at headquarters. And then, you move into workflow, which is powerful product workflow in industry. But what about the group collaboration possible with this kind of thing? Have you seen any scenarios where multiple of these headsets are being used contemporaneously? ANDREW: Yeah, I mean, I think there's the application of not only people using them broadly in doing their work but also then being connected to a broad number of users. There's a great video that Microsoft put out when they built Microsoft Teams to run specifically on our RealWear platform. And in it, we talk about a plant where, you know, Honeywell was certifying a very large deployment technology in a plant that normally would take 40 workers to go to this facility and physically sign off all the things that need to be done for this large automation system. But using Microsoft Teams and RealWear devices, Honeywell was able to do that completely remotely. They were able to have the folks who were on site wearing the devices going through. And all of these people who would travel to it are now wherever they happen to be, in the office, at home, somewhere else, being able to see what was happening in the factory and sign off and validate the work remotely. So it's like this world where we've taken away the borders, these artificial borders between the office, not the office, and then the front line. And I think that the biggest thing that we can take away from this conversation today, Trond, is that we all probably accept that some form of hybrid work is here to stay with office workers. We've just proven over the last two years that you can work extremely productively as a remote team. And we've also validated there are times when we just got to come together from a human point of view to accomplish even more in terms of some of the cultural and emotional intelligence and teaming things that happen. But what we've also learned is that those frontline workers don't have the luxury of being somewhere other than where the value is being created on the manufacturing line, up on that cell phone tower, or in the street laying asphalt. They all have a job to do, and they have to do it in their presence. And so when we then connect those people and give them access to all of the information that we as connected workers in a hybrid environment accept and the collaboration, we find that that is a place that really brings the dignity of that frontline work up. It inherently makes them more engaged with their customer, with the job they're doing, with their peers that they can now connect to so seamlessly, and, frankly, with the company. So I think that there's a change here that's happening that's going to be about the right degree of connectivity for the job. And we'll do more of what matters based on the work that has to be accomplished. And we're just not at a place yet where robots are going to replace carbon-based computing systems that are self-replicating. That's the way NASA described people back, I think, in the '60s is a general-purpose computer that's carbon-based and self-replicating. And really, that's going to be with us for a long time. And the dignity of those people doing valuable work and helping focus on how do we make them safer and more productive in these very challenging environments? That's changing the future of work. And it's aligning more closely with this idea of, hey, being connected makes us more effective as a company, as a tribe, as a nation, whatever it is. Connectivity becomes extremely valuable. TROND: It's a big trend. And it's about time there's some justice to it. I mean, you speak with passion about this. It's almost unbelievable to me, and it should be [laughs] unbelievable to a lot of people, that we've invested billions of dollars in office software, in kind of automation for efficiency's sake. But we haven't, until this point almost, invested, certainly not the same amount of dollars and euros and yen, in human-centric technologies that are augmenting people at the same time. Because there's nothing wrong with these other technologies or if they're benefiting office workers, but as you point out, billions of workers could be enabled, knowledge workers. They just need somewhat different tools, and they're harder to make. This is not like making a desktop software program. These things have to work in a real rugged context. Andrew, thank you so much for enlightening me on the challenges and the exciting not future anymore. Andrew, it's the exciting presence of this technology in the industrial workplace, and what that bodes for the future when I guess, people see the picture and are willing to truly roll this out to every frontline worker who needs this kind of amplification. ANDREW: Well, Trond, thank you so much for having me. And I think when your listeners think and hear about AI, I know the first thing that crosses their mind is going to be this artificial intelligence, the compute power that's being built into the cloud to solve all these technical problems. But I'd like them to also begin to think about that as augmented intelligence, the way human-centric technology can make those workers better able to do the work that has to be done by people. And we're so excited to be able to talk about this. Thank you for the invitation to explore this topic. I really appreciate the chance to share some of the things that RealWear's done in this regard. And I'd love to come back next time and expand our conversation. TROND: You have just listened to another episode of the Augmented Podcast with host Trond Arne Undheim. The topic was Augmenting Workers With Wearables. Our guest was Andrew Chrostowski, Chairman and CEO of RealWear. In this conversation, we talked about industrial wearables now and in the future. My takeaway is that industrial wearables have come a long way. There is a big need for assisted reality in many workforce scenarios across industry. There are now companies taking good products to market that are rugged enough, simple enough, and advanced enough to make work simpler for industrial workers. On the other hand, we are far away from the kind of untethered multiverse that many imagine in the future, one step at a time. Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like Episode 92: Emerging Interfaces for Human Augmentation. Hopefully, you'll find something awesome in these or in other episodes, and do let us know if you do so. The Augmented Podcast is created in association with Tulip, the frontline operation platform connecting people, machines, devices, and systems in a physical location. Tulip is democratizing technology but also, importantly, empowering those closest to operations to solve problems. Tulip is also hiring, and you can find Tulip at tulip.co. Please share this show with colleagues who care about where industrial tech is heading. You can find us on social media; we are Augmented Pod on LinkedIn and Twitter and Augmented Podcast on Facebook and YouTube. Augmented — industrial conversations that matter. See you next time.

For Kyle Bambu, age is just a number when it comes to his real estate investing career. The 24 year old didn't originally mean to get into the real estate game, he graduated with an aerospace degree from Penn tate and immediately starting working on jet engines for Honeywell. His engineering/analytical background paid off for him, however, when some friends were talking about the wealth building possibilities of real estate. When he moved to Arizona and bought his first property he was hooked. It hasn't all been easy (who could imagine losing their AC the first day you own a property in Arizona?) and sometimes it's been downright difficult (2 people shot on his property?), but it's clear that Kyle is focused on the prize and he's got experience and perspective beyond his years. For the video interview, click here: https://youtu.be/7XBLotojwfI Key Takeaways: It all comes down to your mindset. In real estate, there are a lot of potential hurdles, but there's almost always a way around them. If you have to work a little harder, just keep telling yourself it's possible to achieve your goals. Be flexible. As Kyle's found his way in real estate, his strategy has changed along with the opportunities and the markets. Network, network, network. Develop mentors, reach out to people and ask questions, keep seeking things out that you've never done before and it will pay off. Contact Kyle: Phone: (484) 767-7331 Email: kylebambu@gmail.com Are you REady2Scale Your Multifamily Investments? Learn more about growing your wealth, strengthening your portfolio, and scaling to the next level and visit www.bluelake-capital.com. To connect with Jeannette & her team directly & find out how to invest alongside Blue Lake, email them at info@bluelake-capital.com or just complete our potential investor form at https://www.bluelake-capital.com/new-investor-form and they'll be in touch with you. If you'd like to be on our podcast or know someone who should, visit https://www.bluelake-capital.com/podcast and click the link to submit a guest. Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to The Vault Of Startling Monster Horror Tales Of Terror in which your hosts,  Luke and Jason Jaconetti  and  Chris Tyler and Honeywell – suit up in their jean jackets to watch Jordan Peele’s NOPE!

On today's episode of Everything About Hydrogen, we speak with Raffi Garabedian, CEO and Co-Founder of Electric Hydrogen (EH2), a deep decarbonization company pioneering new technology for low cost, high efficiency, fossil free hydrogen systems. By using electrolyzers many times larger than the industry standard, EH2 aims to help eliminate more than 30% of global GHG emissions from difficult to electrify sectors like steel, ammonia, and freight.Raffi was previously the CTO of First Solar, the pioneering thin-film solar company, and before joining First Solar in 2008, he was founder and CEO of Touchdown Technologies. He has a long history of innovation and entrepreneurship in "hard-tech" ranging from automotive components to telecommunications subsystems. He holds over 20 issued patents and has learned a lot over the years about strategy, business development, product, manufacturing operations, leadership, and most importantly, building great teams.The EH2 leadership has revolutionized other clean energy sectors at Tesla and First Solar and they are backed by world-class climate tech investors like Breakthrough Energy Ventures, Prelude Ventures, Capricorn Investment Group, Energy Impact Partners, Fifth Wall Climate Tech, and S2G Ventures. The company also has partnerships with strategic investors that are leaders in their target sectors, including the Amazon Decarbonization Fund, Cosan, Equinor Ventures, Honeywell, Mitsubishi Heavy Industries, and Rio Tinto.We are excited to learn more from Raffi about the EH2 technology, lessons learned by scaling First Solar, and what we might expect to see next. ----LinksCompany Website: www.eh2.com EH2 Fundraising Press Release: https://www.businesswire.com/news/home/20220622005258/en/Electric-Hydrogen-Secures-198M-in-Financing-to-Decarbonize-Global-Industries-With-Fossil-Free-HydrogenElectric Hydrogen on LinkedIn: https://www.linkedin.com/company/electric-h2/Reach Raffi on LinkedIn: http://linkedin.com/in/raffigarabedian

➡️ Like The Podcast? Leave A Rating: https://ratethispodcast.com/successstory   ➡️ About The Guest⁣ Bill George is a senior fellow at Harvard Business School, where he has taught leadership since 2004. He is the author of four best-selling books: 7 Lessons for Leading in Crisis, True North, Finding Your True North, and Authentic Leadership, as well as True North Groups. His newest book, Discover Your True North, was published in August of 2015 along with its companion workbook, The Discover Your True North Fieldbook. Mr. George is the former chairman and chief executive officer of Medtronic. He joined Medtronic in 1989 as president and chief operating officer, was a chief executive officer from 1991-2001, and was board chair from 1996-2002. Earlier in his career, he was a senior executive with Honeywell and Litton Industries and served in the U.S. Department of Defense. Mr. George currently serves as a director of Goldman Sachs and The Mayo Clinic. He has recently served on the boards of ExxonMobil, Novartis, Target Corporation, and Minnesota's Destination Medical Center Corporation. He is currently a trustee of the World Economic Forum USA. He has served as board chair for Allina Health System, Abbott-Northwestern Hospital, United Way of the Greater Twin Cities, and Advamed. ➡️ Show Links https://twitter.com/Bill_George/  https://www.linkedin.com/in/williamwgeorge/  https://billgeorge.org/  ➡️ Podcast Sponsors HUBSPOT - http://hubspot.com/successpod/  ➡️ Talking Points⁣ 00:00 - Intro 01:45 - Bill George's origin story 04:33 - How many people pursue careers that they're not fulfilled or happy with? 06:24 - The concept of True North 10:49 - How to effectively action authentic leadership in an organization 12:28 - Leading an organization 30 years back vs now 15:24 - How and when should a leader take a stand? 17:32 - When should a CEO take a social stand? 20:10 - Advice for people who want to expand their business overseas 22:35 - Bill George on leading without True North 24:57 - What is Mark Zuckerberg trying to accomplish as a leader? 27:05 - Is there a place for a leader to be charismatic? 31:05 - Challenges leaders are going to experience in the next ten years 34:29 - What businesses are actually making a difference in the world? 35:56 - What can the new generation of leaders learn from the last generation of leaders? 37:57 - Advice for emerging leaders 39:41 - Where can people connect with Bill George? 40:47 - What does success mean to Bill George? Learn more about your ad choices. Visit podcastchoices.com/adchoices

As Vice President of Sales and Marketing, Mark Falahee is responsible for Solential's business development, applying a consultative approach to customers' energy needs that is collaborative in nature and leads to creative solutions. With over thirty five years of experience in the energy services industry, Mark understands the big picture of energy use. Mark launched his career developing and implementing complex energy and energy-related solutions with Honeywell. Prior to Solential, Mark was with Trane Technologies, working with cities, schools, county correctional facilities, and water/wastewater utilities on various energy projects. Mark earned a bachelor's degree in Social Science from Michigan State University. Our services for both our clients and candidates can be found below✔️For Employers: https://www.nenniandassoc.com/for-employers/✔️For Candidates: https://www.nenniandassoc.com/career-opportunities/✔️Consulting: https://www.nenniandassoc.com/consulting-services/✔️Executive Search: https://www.nenniandassoc.com/executive-search/Nenni and Associates on Social Media:► Follow on LinkedIn: https://www.linkedin.com/company/nenni-and-associates/► Like on Facebook: https://www.facebook.com/nenniandassoc/► Email Listing: https://www.nenniandassoc.com/join-email-list/► Subscribe to our YouTube channel: https://www.youtube.com/c/NenniAssociates 

As a Keynote Speaker, Consultant, and Coach to organizations around the world, Matt Beaudreau's clients have ranged from Wells Fargo, Honeywell, and Lockheed Martin to American Eagle, Cedars-Sinai and the United States Air Force. Matt has a reputation as a provocative thought leader in educational and personal development practices. He is a two-time featured TEDx speaker and he was named Corporate Trainer of the Year at Stanford University, having spoken to over 250,000 people across the world. In 2017, Matt Beaudreau Founded Acton Academy Placer Schools; schools that utilize the Socratic method, with an emphasis on self-direction and cultivating confident, independent young people with a strong sense of character and personal responsibility. He has since helped to open multiple campuses around the world. Pulling from his experience in the Acton model, in January of 2021, Matt co-founded Apogee Strong with Tim Kennedy, a mentorship program designed for young men from 12 to 22 to take on challenges presented by men who have come before them, in order to learn to lead. It is a right of passage through mentorship, action, and self-discovery so that young men can become true leaders. This has blossomed into a mission to bring back classic masculinity in the home, and fueled the launch of the Apogee Strong Dads Program in 2023. His podcast, The Essential 11, is also geared towards emerging leaders, garnering advice from the world's leaders in business, sports, music and entertainment. Last, but certainly not least; Matt is the founder of the Apogee Strong Foundation, which is a 501(c)3 that provides scholarships for school, experience, camp, and leadership opportunities for young men around the world. Follow Matt through these links: https://www.instagram.com/mattbeaudreau/ OR @mattbeaudreau https://www.instagram.com/apogeeprogram/ OR @apogeeprogram https://apogeestrongdads.com https://apogeestrong.com https://apogeestrongfoundation.org

Our guest on this week's episode is Jenny Vander Zanden, chief operating officer of Breakthrough. Shippers are facing many challenges today. There is the world's political situation for one. Another is inflation and the need to diversify. Our guest today offers some insights into the challenges of shippers and what they can be doing to mitigate their risks.The air cargo sector was one of the supply chain transport modes that was the most disturbed by the pandemic. While most of that chaotic period is hopefully behind us, the air freight market continues to see a turbulent path forward. We report on some of the latest numbers and what they mean for the remainder of the year. A recent survey found that most companies remain committed to investing in their environmental sustainability goals, despite economic challenges like inflation and a potential recession in 2023. We look deeper into the research to find out what business leaders are thinking and whether current economic conditions will affect their future commitments to sustainability. DC Velocity's sister publication CSCMP's Supply Chain Quarterly  offers a podcast series called Supply Chain in the Fast Lane.  It is co-produced with the Council of Supply Chain Management Professionals. The third season of eight episodes has fully launched  and focuses on attracting and retaining labor in our supply chains.  Go to your favorite podcast platform to subscribe.Articles and resources mentioned in this episode:BreakthroughAir cargo demand slumped in 2022 after extraordinary levels in 2021Companies to grow investments in energy-transition solutions and emissions reductionVisit DCVelocity.com for the latest news. Visit Supply Chain QuarterlyListen to CSCMP and Supply Chain Quarterly's Supply Chain in the Fast Lane podcastListen to Supply Chain Quarterly's Top 10 Supply Chain Threats podcastSend feedback about this podcast to podcast@dcvelocity.com.Podcast is sponsored by:  TGWOther linksAbout DC VELOCITYSubscribe to DC VELOCITYSign up for our FREE newslettersAdvertise with DC VELOCITYTop 10 Supply Chain Management Podcasts

Scott Gravelle has now raised well over $200M to forge the future of manufacturing automation and the next generation of the supply chain. His venture, Attabotics, has attracted funding from top-tier investors like Export Development Canada, Teachers' Venture Growth, Strategic Innovation Fund (SIF), and Honeywell.

Honeywell President and Chief Operating Officer Vimal Kapur joins the podcast to discuss the 2023 World Economic Forum Annual Meeting, the critical technologies expected to enable the global energy transition, and the role of co-innovation for climate action.Watch this podcast on YouTube:  https://www.youtube.com/watch?v=UFDPPQy-4HQFind more stories that explore the future of life and business: https://www.honeywell.com/us/en/newsLet's connect! Follow Honeywell on LinkedIn: https://www.linkedin.com/company/honeywell/Follow Honeywell on Instagram: https://www.instagram.com/honeywell/

Stephen Fritz is the Executive Design Director at JPMorgan Chase & Co. Stephen talks about his path of growth spanning over 20 years as a Design leader shaping some of the world's largest brands. He is an expert in Design Thinking, Human Centered Design, and Agile. He shares how he combined his interest in sketching and music to bring order to his creativity which brought him amazing opportunities to advance his design career with brands like Viacom, MTV, Comedy Central, AMC, Nickelodeon, Honeywell, Deloitte, SONY, and many more. His failures thought him that finding great criticism is highly invaluable in one career path if you can get over the hurt. He shares a lot about where the market is heading and how designers have to shift their mindset to stay relevant. 

On this episode of GRC & Me, Andy Ruse and Mike Curl, former Regulatory Data Manager at Honeywell, discuss the benefits of building dashboards from the bottom up, how to get organizational buy- in when it comes to change management, and Mike's unique culinary approach to executive reporting.

There's an old saying: Good fences make for great neighbors. If you didn't have fences, there would be no boundaries, and your neighbors could come over whenever they wanted. You need to set up those similar types of fences in your organization. Setting up fences is healthy both at work and in your personal life. It allows you to protect your time and figure out the things you should be working on. One strategy for setting boundaries is to ponder and write down the answers to these questions: 1. What are your goals? 2. What projects and tasks do you enjoy doing? 3. What projects or tasks really drain you? 4. What times during the day do you feel most productive? 5. What do you need to do during the day to feel most fulfilled? 6. What are your biggest distractions? 7. What do you want your day to look like? ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

In this episode, host Michael Volkov takes a closer look at the Honeywell FCPA case. The Justice Department and the FCC had a strong year in FCPA enforcement; they closed out the year with two important cases, ABB and Honeywell. Last week's episode covered the ABB case, and this episode will focus on the Honeywell UOP case, which resulted in a $160,000,000 settlement. Honeywell was involved in a bribery scheme in Brazil and Algeria to secure contracts with state-owned oil companies.Honeywell conspired to offer a $4 million bribe to a high-ranking executive of Petrobras in Brazil in an attempt to secure a valuable $425 million contract to design and build a refinery.Honeywell's use of third-party agents, such as sales agents, to facilitate bribery payments was done without proper controls and oversight, leading to a lack of proper invoicing, description of services, and confirmation of payment arrangements which facilitated illegal payments.Honeywell's senior management was complicit in the scheme and there was a lack of commitment to corporate ethics and compliance culture within the company.The case serves as a reminder of the risks to companies of engaging in bribery and the importance of having a strong compliance culture and third-party risk management program.KEY QUOTE:"Honeywell's actions occurred in an environment where no one raised a question about the bribery scheme. The … narrow focus on winning the project through whatever means possible was clear." - Michael VolkovRESOURCESHoneywell UOP to Pay Over $160 Million to Resolve Foreign Bribery Investigations in U.S. and BrazilSEC Charges Honeywell with Bribery Schemes in Algeria and BrazilEmail Michael: mvolkov@volkovlaw.com

Dave Gilboa is the co-founder and co-CEO of Warby Parker. An online retailer of glasses, sunglasses, and contact lenses which was founded in 2010. Today Warby Parker is a publicized traded company with a market cap of almost $2 billion and over 3,000 employees.  In today's discussion we look at the importance of values and vision in growing and running a business, how to turn an idea into a product or service, and how Dave sets personal and professional goals. Subscribers to Leading the Future of Work + will also get a bonus episode where Dave talks about how to create trust, the importance of vulnerability, and the one hack he uses to stimulate creative ideas. ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

Welcome to The Vault Of Startling Monster Horror Tales Of Terror in which your hosts,  Luke and Jason Jaconetti  and  Chris Tyler and Honeywell – get KNEE DEEP IN THE SHIT with the 1995 anthology TALES FROM THE HOOD!                

I don't like every part of my job. I don't like if I'm working with a difficult client, don't get a speaking gig that I was excited for, or am working on a project I don't like. But that doesn't mean I don't love my job. It's ok to not like some parts of your job. You don't need to love every minute of your job. It's ok to have bad days where you're frustrated, feel a little bit disengaged, or are tired. ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

Get the Heart of Freedom III Replay here: https://hof3replay.thefuturegen.com/hof3recording Join the Future Generations Community here: https://community.thefuturegen.com   Remember to Rate, Review and Subscribe on iTunes and Follow us on Spotify Follow us on Instagram: @futuregenpodcast   San Diego area residents, take advantage of our special New Patient offer exclusively for podcast listeners here. We can't wait to experience miracles with you!   Show your eyes some love with a pair of daylight or sunset (or both!) blue-light blocking glasses from Ra Optics. They have graciously offered Future Generations podcast listeners 10% off any purchase. Use code FGPOD or click here to access this discount, and let us know how your glasses are treating you!   Are you a fan of cold plunges? Did you know you can get your hands on a PORTABLE ice bath? Check out the Edge Theory Labs website to learn more about the benefits of cold plunges. Future Generations podcast listeners can enjoy $150 off any tub by using code THEFUTUREGEN. Happy plunging!   In this week's episode, Dr. Stan sits down with Matt Beaudreau to discuss the importance of men and parents stepping into leadership roles to protect and preserve the sovereignty of humanity for our children and for future generations to come.  You won't want to miss this episode, especially  if you are a parent or dad interested in homeschooling.   As a Keynote Speaker, Consultant, and Coach to organizations around the world, Matt Beaudreau's clients have ranged from Wells Fargo, Honeywell, and Lockheed Martin to American Eagle, Cedars-Sinai and the United States Air Force. Matt has a reputation as a provocative thought leader in educational and personal development practices. He is a two-time featured TEDx speaker and he was named Corporate Trainer of the Year at Stanford University, having spoken to over 250,000 people across the world. In 2017, Matt Beaudreau Founded Acton Academy Placer Schools;  schools that utilize the Socratic method, with an emphasis on self-direction and cultivating confident, independent young people with a strong sense of character and personal responsibility. He has since helped to open multiple campuses around the world.  Pulling from his experience in the Acton model, in January of 2021, Matt co-founded Apogee Strong with Tim Kennedy, a mentorship program designed for young men from 12 to 22 to take on challenges presented by men who have come before them, in order to learn to lead. It is a right of passage through mentorship, action, and self-discovery so that young men can become true leaders. This has blossomed into a mission to bring back classic masculinity in the home, and 2023 will be the launch of the Apogee Strong Dads Program, as well.  His podcast, The Essential 11, is also geared towards emerging leaders, garnering advice from the world's leaders in business, sports, music and entertainment.  Last, but certainly not least; Matt is the founder of Apogee Strong Foundation, which is a 501(c)3 that provides scholarships for school, experience, and leadership opportunities for young men around the world. Tap the link in bio @futuregenpodcast for the full episode. Stay Connected with Matt:  IG: https://www.instagram.com/mattbeaudreau IG: https://www.instagram.com/apogeeprogram Linktree: https://linktr.ee/apogeestrongtribes __________________________________________________________   Stay Connected with the Future Generations Podcast:  Instagram: @futuregenpodcast, @thefuturegensd  and @drstantonhom_  Facebook: Future Generations Podcast and Future Generations | Clinic of Chiropractic  Website: Future Generations | Clinic of Chiropractic    Remember to Rate, Review and Subscribe on iTunes and Follow us on Spotify!

Rita McGrath  is a best-selling author and long-time professor at Columbia Business School. She received the #1 award in strategy from Thinkers50 and is one of the top 10 management thinkers in the world. When it comes to strategy and innovation you won't find anyone smarter than Rita. In today's discussion we look at what Elon Musk is doing with Twitter and if it's a good idea, the current strategy for Meta and if they are on the wrong track, what really happened to Kodak, and how to identify and act on personal inflection points. ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

Our guest on this week's episode is Brett Williams, a retired Major General from the United States Air Force and one of the nation's leading consultants and experts on cybersecurity. Williams is the former director of operations at the United States Cyber Command, where he led a team of 400 people responsible for the global operations and protection of all Department Of Defense computer networks. After retiring from a 33-year military career, General Williams co-founded a business called IronNet Security. He discusses the threats our computer systems face, why supply chains are critical to our national defense, and what supply chain managers can do to better safeguard their data.A slowing economy continues to affect the trucking sector. We've seen falling demand for services since the end of last year, driven by inflation, concerns of a recession, and a general sense of uncertainty in the economy. An industry report out this week shows that carriers will continue to compete for limited demand–at least through the first quarter.The latest tech was on display this week at the National Retail Federation show in New York. We'll tell you about some of the newest technology designed for retail fulfillment and in-store sales.DC Velocity's sister publication CSCMP's Supply Chain Quarterly  offers a podcast series called Supply Chain in the Fast Lane.  It is co-produced with the Council of Supply Chain Management Professionals. The third season of eight episodes has fully launched  and focuses on attracting and retaining labor in our supply chains.  Go to your favorite podcast platform to subscribe.Articles and resources mentioned in this episode:IronNet SecurityCarriers will continue to compete for limited demandWalmart boosts investment in GoLocal delivery as a service platformVisit DCVelocity.com for the latest news. Visit Supply Chain QuarterlyListen to CSCMP and Supply Chain Quarterly's Supply Chain in the Fast Lane podcastListen to Supply Chain Quarterly's Top 10 Supply Chain Threats podcastSend feedback about this podcast to podcast@dcvelocity.com.Podcast is sponsored by:  BeckoffOther linksAbout DC VELOCITYSubscribe to DC VELOCITYSign up for our FREE newslettersAdvertise with DC VELOCITYTop 10 Supply Chain Management Podcasts

Deb Muller is the founder and CEO of HR Acuity. Driven by an obsession to do things right, particularly in employee relations, she has spent her career championing excellence and effectively managing workplace investigations. After serving in executive HR roles at numerous Fortune 500 companies like Honeywell, Citibank, and Marsh & McLennan, Deb launched HR Acuity to create technology with built-in expertise and equip organizations to strategically manage employee relations.

Have you ever noticed that when we have a problem with technology, we often turn to our kids? In today's world, every company is a technology company. That means that every leader needs to be a technology-driven leader. This doesn't mean you should learn how to create your own AI or be able to build your own blockchain. But you need to understand the different technologies, how they might impact your business, team, and career, and where the potential opportunities might be. You need to master the skill of the technology teenager. You need to embrace technology. ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is "Post Lean." Our guest is Frode Odegaard, Chairman and CEO at the Post-Industrial Institute (https://post-industrial.institute/). In this conversation, we talk about the post-industrial enterprise going beyond digital and higher-order organizations. If you like this show, subscribe at augmentedpodcast.co (https://www.augmentedpodcast.co/). If you like this episode, you might also like Episode 102 on Lean Manufacturing with Michel Baudin (https://www.augmentedpodcast.co/102). Augmented is a podcast for industry leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (https://trondundheim.com/) and presented by Tulip (https://tulip.co/). Follow the podcast on Twitter (https://twitter.com/AugmentedPod) or LinkedIn (https://www.linkedin.com/company/75424477/). Trond's Takeaway: Lean is a fundamental perspective on human organizations, but clearly, there were things not foreseen in the lean paradigm, both in terms of human and in terms of machine behavior. What are those things? How do they evolve? We have to start speculating now; otherwise, we will be unprepared for the future. One of the true questions is job stability. Will the assumptions made by early factory jobs ever become true again? And if not, how do you retain motivation in a workforce that's transient? Will future organizational forms perfect this task? Transcript: TROND: Welcome to another episode of the Augmented Podcast. Augmented brings industrial conversations that matter, serving up the most relevant conversations on industrial tech. Our vision is a world where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Post Lean. Our guest is Frode Odegard, Chairman and CEO at the Post-Industrial Institute. In this conversation, we talk about the post-industrial enterprise going beyond digital and higher-order organizations. Augmented is a podcast for industrial leaders, process engineers, and for shop floor operators hosted by futurist Trond Arne Undheim and presented by Tulip. Frode, welcome to Augmented. How are you? FRODE: Pretty good. TROND: Yeah. Well, look, talking to Norwegians living abroad that's become a sport of mine. You were born in Norway, software design from there, became an entrepreneur, moved to Silicon Valley. I also know you have an Aikido black belt; we talked about this. This could have become its own podcast, right? There's a long story here. FRODE: [laughs] Absolutely, yeah. TROND: But you're also the CEO of the Post-Industrial Institute, which I guess used to be called the Post-Lean Institute. But in any case, there's a big connection here to lean, which is a global community for leaders that are driving transition towards something post-lean, post-industrial, post-something. So with that context, tell me a little about your background and how you ended up doing what you're doing. FRODE: Born in Norway, as you pointed out. My folks had a process control company, so that was kind of the industry I was born into was industrial controls, which included visiting factories as a child and installing process control systems. So I was doing, you know, circuit board assembly at age eight because when you grow up in a family business, that's what you get to do. And I quickly gravitated towards software. I think I was 13 when I was working on my first compiler. So my first passion was really programming and language, design, implementation, and that sort of got me interested in theoretical computer science. So very far from what I do today, in some ways, but I think theoretical computer science, especially as a software architecture and all that, teaches you how to think and sort of connect the dots, and that's a good life skill. At 17, I started a software company in high school. And when I was 22, I immigrated to the United States after some trips here. I was on a Standards Committee. I was on the Sun User Group board of directors as a European representative. It was a weird story in itself, how that happened. So yeah, 1990, 1991, I'm in Silicon Valley. TROND: So you jumped ship, essentially. Because, I mean, I've heard a lot of people who come to the U.S. and are inspired, but you just basically jumped off the airplane. FRODE: Yeah, I like to say I was here as an entrepreneurial refugee. Things are different now in Norway, but for a long time, they had strange taxation rules, and very difficult to start companies and scale them. But also, they didn't really have the fancy French word. They didn't really have the milieu. They didn't have a community of people trying to build companies in tech. So tech was very much focused on either military applications, that was its own little industry and community, or the energy industry, the oil industry in particular. TROND: All of that seems to have changed quite a bit. I mean, not that you or I, I guess, are experts on that. As ex-pats, we're outside, so we're looking in, which is a whole other story, I guess. But I'm curious about one more thing in your background so Aikido, which, to me, is endlessly fascinating, perhaps because I only ever attended one Aikido training and, for some reason, decided I wasn't going to do it that year, and then I didn't get back to it. But the little I understand of Aikido it has this very interesting principle of using the opponent's force instead of attacking. That's at least what some people conceptualize around it. But you told me something different. You said there are several schools of Aikido, and one of them is slightly more aggressive, and you belong to that school. I found that quite interesting. FRODE: [laughs] Now I'm wondering about my own depiction of this, but the Aikido that I study is known as Iwama-style Aikido, and it's called that because there was an old town in Japan, which has been absorbed by a neighboring city now, but it was called Iwama, and that's where the founder of Aikido moved during the Second World War, and that's where he sort of completed the art. And that's a long technical story, but he included a fairly large weapons curriculum as well. So it's not just unarmed techniques; it's sword-knife stuff. And it's a really beautiful art in that all of the movements with or without weapons are the same, like, they will follow the same principles. In terms of not attacking, of course, on a philosophical level, it calls itself the art of peace. In a practical sense, you can use it offensively to, for example, if you have someone who is grabbing your child or something like that, this person is not attacking you, but you have to step in and address the situation, and you can use it offensively for sure. TROND: Very interesting. I was going to jump straight to what you're up to now, then, which is, I guess, charting this path towards a different kind of industrial enterprise. And you said that you earlier called your efforts post-lean, and now you're calling them post-industrial. It's this continuity in industry, Frode. Tell me a little bit more about that. FRODE: I think a good way to think about approaches to management and understanding the world around us is that various management practices, and philosophies, and ideas, and so on, have been developed in response to circumstances that were there at the time. So if you think about Frederick Taylor and the problems that he was trying to solve, they initially had a lot to do with just getting work organized and standardized. And then, in 1930s, you start seeing the use of statistical methods. Then you start seeing more of an interest in the psychology of work and so on. And lean kind of melts all of these things together. A great contribution from Toyota is you have a socio-technical system and organizational design where you have a new kind of culture that emphasizes continuous learning, continuous problem solving using some of these ideas and tools that were developed much earlier. Now, in the post-war years, what we see is information technology making business more scalable, also contributing to complexity, but certainly making large companies more scalable than they would have been otherwise. And what we see in the mid-1990s leading up to the mid-2000s is the commercial internet, and then we get smartphones. That's the beginning of a new kind of industrial landscape. And what we see then is instead of an increasing tendency towards centralization in firms and business models, you start seeing this decoupling and decentralization. And what I discovered was that's actually a new thing for the human species. Ever since the invention of agriculture 10,000 years ago and then cities in the Bronze Age a little over 5,000 years ago, and then the industrial revolutions, we've seen a culmination of improved mastery of the world, adapting the world to our needs, which is technology and increasing centralization. You had to move to where the work was, and now we're sort of coming out of the pandemic (Let's hope it doesn't come back.) that has accelerated in the pandemic, so you have this decentralization, decoupling. And this continuity and the way I started using the term post-lean, and we can jump back and forth as you'd like, it was just because a lot of the assumptions behind the lean practices and how those practices were implemented were based on the idea that you had organizations that lasted a long time. You had long employee tenures. You had a certain kind of a...I don't like this term, but a social contract between the firm and workers and managers and workers. And they would come and do their work on-site in person at the factory, and this world is kind of disappearing now. And so there's all of this work now being done. I think manufacturing labor forces peaked at a third of the workforce some decades ago. But now it's down to about 11%, even though manufacturing as a share of the economy has remained fairly constant since the 1940s. It's gotten more productive. So there are also all these new jobs that have been created with people doing different kinds of work, and much of that work is knowledge work. And a lot of these industrial-era management practices and ideas have to be changed for knowledge work. And so that was sort of my initial discovery. That happened in the early 2000s. I started a company in 2004, which was called initially Lean Software Institute. I wanted to basically take these ideas and adapt them to software development. And that was generalized for knowledge work in general. And because we have big clients like Lockheed Martin in the aerospace defense sector, we rebranded the company to the Lean Systems Institute. And so for ten years, myself and a small team, we did organizational redesign work looking at not just workflow but also a bunch of these other factors, which we can talk about, that you have to take into consideration like knowledge management and so on. And then it was about 2014, 2015, when I discovered, hey, even though we kind of extended lean to look at all these other things, there's this decentralization happening. And maybe we should fundamentally revisit what firms should look like and how the external landscape outside the organization changes the way we think about designing companies. TROND: Yeah. I found it interesting, obviously, that you started from the software angle. And you told me earlier that, in some ways, your kind of Lean efforts are almost in parallel to, I guess, what could be called the lean movement, although there's such a variety of lean practitioners out there. They're obviously not all in the manufacturing industry. That's the whole point. Toyota managed to inspire a whole host of other companies that had nothing to do with automotive and nothing to do even with any kind of basic manufacturing. And I guess the software industry is no different; you know, the industry as such was inspired by it. And as you said, Lockheed Martin, and perhaps not only for their manufacturing side, were inspired by it when running their software or other types of maybe even office-based knowledge work. So as you're coming to these realizations, what sorts of things is it that you then start to think about that are the same and that are different in terms of the classic assumptions of lean, as you know, reducing waste or improving a process in a specific way with all the assumptions, so stable labor force like you said. FRODE: In that initial period from 2004 to 2014, that's when I really worked on adapting lean to knowledge work. And so you could see some people were trying to reduce knowledge work to kind of a simplified version of itself. They were trying...and so I call that the reductionist approach where they then could count documents as inventory, and they could have a Kanban system and all of that. And the agile movement in software became very enthused about doing just that. And I think what we did was we went the opposite route, so we took an expansionist approach. So we said, well, we got to keep adding practices and models to the original lean to deal with not just the value stream architecture of an organization but also its structure, so organization architecture, how it manages information, and the shape of that information, where it's stored, and how it's designed. And it's also that's information architecture. And, of course, what we know from wonderful people like Melvin Conway, who discovered that there's a direct relationship between your technology architecture and the shape of the organization, is we really need to also take into consideration what we then called product architecture. Because if your product architecture, and your organization architecture, and your workflow, your value stream architecture is mismatched in product development as well as in manufacturing, that leads to huge misalignment. And that's a cause of massive inventory problems and so on. And then the last of the five dimensions that we have in this model, which we call the lean systems framework, was a way to look at an organization's culture. So there are values that you explicitly promote, so we call them the organizational ideals. And then you have the actual behaviors that don't always live up to the ideals. And then you have people's beliefs about the past, the present, and the future, so we call all of that social architecture. And I think the last bit of work we did in this model, which is a pretty rich model or a metamodel of organizations, is we added the way to look at leadership styles and leadership effectiveness as a function of character and competence of perceived effectiveness. So this was used in a bunch of mostly large organizations over a period of 10 years, and Lockheed was able to get a 72, 73 production in lead time, largest subcontractor in the Future Combat Systems. I think that's the biggest defense project in the history of the United States. [laughs] It was canceled by Congress in the end, but yeah, they got some great results. And a lot of that was because workflow bottlenecks were caused by these other problems in these other four dimensions that had to be addressed, so that was kind of our initial realization. And then there's that big break where we look at decentralization, and how is that causing us to revisit the assumptions about organizational design? So it's not like we get new dimensions of organizational design as much as starting to think about what's the ideal design. And those answers turn out to be very different than they have been up till now. TROND: So that's interesting. So both...you were kind of discovering some...maybe not weaknesses, just, you know, some social change that was happening that is affecting organizations nowadays, you know, in America or anywhere else trying to implement lean principles. But also, what you were saying about the agile movement and what's happening in software industrial organizations that it doesn't reflect what needs to be happening in industries across the board and perhaps not even in their own organizations because it is, I guess, if I paraphrase you a little bit, the agile principles they are very valid for achieving a very smooth software development process. But they're not so valid for a lot of other aspects having to do with social and organizational phenomena that you also need to take into account eventually. So, I mean, if that's correct, it's interesting, right? Because everybody obviously focuses on what they are doing. So the agilists, I guess, they're optimizing a software development process. The lean folks, the classic lean folks, are optimizing a production line. But today's knowledge work is, I guess, over these years also, Frode, it has changed a bit. FRODE: It has changed, and there is more machine systems, software systems. We have more tools, although we're still in the early stages of what's going to come with the use of AI to make knowledge work more productive and so on. But I think one thing that's important, because I don't want to throw anyone under the bus here, is practitioners. There's a lot to be learned from practitioners. Often, they're kind of apologetic, "Oh, I'm not doing the pure X, Y, Z method. We have to adapt it a little bit." Well, guess what? That's what Toyota did. And so what happened is a lot of western companies they were just trying to copy what Toyota did without understanding why those things work there. And it's when you can adopt it, so that's also sort of martial arts. -- TROND: That's actually a fantastic point, Frode, because if you're very, very diehard lean, some people would say, "Well, lean is whatever Toyota does." But on the other hand, for Toyota, lean is whatever Toyota does, right? And it seems to have worked for them. That does not even mean that Toyota would tell you to do exactly what they are doing because they will tell you what makes sense for your organization. In a nutshell, that seems to be – FRODE: And I was there. I mean, I was, you know, I remember one time I was really thinking about standardizing work. And I was reading about the history of all this and reading about Frederick Taylor and the very early days of all of this. And I was coming up with a checklist for housework. I was trying to implement standard work for housework. And guess what? It didn't really work. My girlfriend was upset. [laughter] TROND: Implementing standards for housework. I like it. FRODE: Yeah. I mean, if you see something that needs to be cleaned, just clean it. I was like, "No, no, we need a checklist. We need your exit and entry conditions." [laughter] TROND: You should work at ISS, you know, the big cleaning professionals company. FRODE: There you go. And people have done that, right? But I like to tell this joke about how do you know the difference between a terrorist and a methodologist? And the answer is you can negotiate with a terrorist. TROND: Yeah, that's right. FRODE: So the methodologist believes that his or her methodology is the answer to all things. And so what we were trying to do with the Lean Systems Framework was not to say, "Ah, you know, all this lean stuff is invalid." We were trying to say, "Well, the methods that they had and the practices that they had that were available to us via the literature...because we never went to visit Toyota. We talked to a bunch of companies that were doing a lot of these things, and we were familiar with the literature. But we realized there's a whole bunch of other things that are not being addressed, so we have to add those. And that's why I called it the expansionist approach as opposed to the folks taking the reductionist approach, which is we have to shoehorn everything into making it look like manufacturing. But, you know, product development is not manufacturing. And Toyota's product development practices look nothing like their manufacturing processes. It's completely different. And that's a much less well-known area of lean...although the Lean Enterprise Institute has published good stuff on this book. Lean product development is completely different from lean production. And that was not as well-known and certainly not known by the people in the agile world. Our attitude was always, well, the circumstances change or even from one company to another, the tools might have to change. And so the skill you want to develop in our case as researchers, and advisors, and teachers, or in the case of practitioners, as leaders, or implementers, is keep learning about what other people are doing and what works for them and try to understand what the deeper principles are that you then use to construct a solution that's appropriate for that situation. That's really all it is. TROND: That's fabulous. So tell me then, apart from Lockheed Martin, what are some of the other organizations that you've worked with? How have they thought about these things? I mean, how does your community work? Is it essentially, I mean, before COVID at least, you met, and you discuss these things, and you sort of reflect on how they show up in your organizations and discuss best practices. Or do you kind of write papers together? How does this knowledge evolve in your approach? FRODE: It's important to point out here, like in the history of the company, which has been around now for (I'm feeling old.) 18 years, so after the first ten years, there was a big break because that's when we started working on okay, well, what comes after even the expansionist version of lean that we were doing, which was called the Lean Systems Framework? And that's when we started working on all of this post-lean stuff. And so the companies we worked with in the first decade were the likes of AT&T, and Sony, and Lockheed, and Honeywell, and mostly large companies, a few smaller ones too. But they had a lot of problems with complexity. And often, they were doing a combination of hardware and software. And they were in industries that had a lot of complexity. So in 2014, 2015, there was a big shift where I'd spent about six months to a year reading, talking to a bunch of people, trying to come up with what was going to be the next new thing. And that was kind of the journey for me as a founder as well because I felt like I'd done all this organizational redesign work, soup to nuts. And it wasn't just Kaizen. We did Kaikaku, which is much less known in the lean world, and that's radical redesign, basically. And we did this working on a board C-level with a lot of companies. TROND: Tell me more about Kaikaku. Because, like you said, it's not a vernacular that's really well-known outside of the inner circle of lean, I guess. FRODE: Yeah. So Kaikaku is where you look at an organization, and basically, instead of thinking about how do we put in mechanisms to start improving it incrementally, you say, "Well, there's so much low-hanging fruit here. And there's a breakthrough needed in a very short time. And we're just going to put together a design team, basically, a joint design team, and essentially redesign the whole thing and implement it. So it is a radical redesign. It hasn't been; at least, at the time we were doing it, there were not a lot of details available in the literature. And you heard stories like Ohno-san would walk into a factory and just say, "Well, this is completely unacceptable. Move this machine over here, and this machine over here. And can't you guys see..." So we didn't do it that way. We didn't tell the clients what the answer should be. We taught them. We had the executive spend a week with us learning about the Lean Systems Framework, and they mapped out the organization they had. And then, basically, we facilitated them through a process that could take sometimes a few weeks designing the organization the way it should be. And then there was an implementation project, and they put it in place, so... TROND: But Kaikaku basically is a bit more drastic than Kaizen. FRODE: Very much so. TROND: Yeah. So it's like a discontinuous sort of break. It's not necessarily that you tell people to do things differently, but you make it clear that things have to be different maybe in your own way. But you're certainly not going for continuous improvement without any kind of disruption. There will be disruption in Kaikaku. FRODE: I mean, it is disruption. And if you think of the Fremont Factory Toyota took over, that was a reboot. [laughs] And so now -- TROND: Right. So it's almost as if that's where you can use the software analogy because you're essentially rebooting a system. And rebooting, of course, you sometimes you're still stuck with the same system, but you are rebooting it. So you're presumably getting the original characteristics back. FRODE: So I think of it as sort of a reconfiguration. And in the case of the Fremont factory, of course, there were a bunch of people who were there before who were hired back but also some that weren't that we tend now to avoid just because the knowledge people had was valuable. And in most cases, the issue wasn't that people were malicious or completely incompetent. It was just that the design of the organization was just so wrong in so many ways. [laughs] And what we had to do, it was more of a gradual reboot in the sense that you had to keep the existing organization running. It had customers. It had obligations. And so it wasn't a shutdown of the factory, the proverbial factory, it wasn't that. But yeah, after I started looking at the effects of decentralization and starting to question these assumptions behind lean practices the way they had appeared in the mainstream, that was around the time, early 2015, I started to use the term post-lean. It wasn't because I thought I had all the answers yet or certainly, and still, I don't think I do. But it was clear that there was an inheritance from lean thinking in terms of engaging people in the organization to do things better. But the definition of better I thought would change, and the methods I thought would change. And the assumptions behind the methods, such as long-lasting organizations, long employee tenures, tight coupling between people in organizations, organizations taking a long time to grow to a large size, and human problem solving, which already was being eaten by software back then or elevated, I should say, by software, all of these assumptions needed to be revisited so... TROND: They did. But I have to say, what a gutsy kind of concept to call it post-lean. I mean, I co-wrote a book this year, and we're calling things Augmented Lean for the specific reason maybe that we actually agree with you that there are some things of lean that are really still relevant but also because it takes an enormous confidence, almost a hubris, to announce something post a very, very successful management principle. FRODE: It was the theoretical computer scientist in me. TROND: [laughs] FRODE: So I thought that surely from first principles, we could figure this out and not that it would be the same answer in every situation. But I think it was also, at that point, we had a decade of field experience behind us in doing customized organizational redesign with clients in many different industries. So we knew already that the answer wasn't going to be the same every time. And in a lot of the lean Literature, the assumption was that you weren't really going to dramatically change the organizational structure, for example, which we had a lot of experience with doing. And we already had experience with teams of teams, and just-in-time changes, and reconfigurations, and so on because we thought of organizations the way software people think of organizations which are, you know, they're computational objects that have humans, and then there are social, technical objects. And they're reconfigurable. And I think if you grew up in a manufacturing world, the shape of the organization is sort of attached to... there are physical buildings and equipment and all of that. So -- TROND: And this is so essential to discuss, Frode, because you're so right. And that's a real thing. And that's something we write about in our book as well. There is a very real sense that I think, honestly, the whole manufacturing sector but certainly the first automation efforts and, indeed, a lot of the digital efforts that have been implemented in manufacturing they took for granted that we cannot change this fact that we have infrastructure. We have people; we have machines; we have factories; we have shop floors. All of these things are fixed. Now we just got to figure out how to fit the humans in between, which is how they then interpreted waste, being let's reduce the physical waste so that humans can move around. But really, the overall paradigm seems to have been, and you correct me if I'm wrong, but it seems to have been that the machines and the infrastructure was given, and the humans were the ones that had to adapt and reduce all this waste. And no one considered for a second that it could be that the machines were actually wasteful themselves [laughs] or put in the wrong place or in the wrong order or sequence or whatever you have. But with other types of organizations, this is obviously much easier to see it and much easier to change, I mean, also. FRODE: Yeah, yeah, absolutely. And software is an example of this because now we take for granted that a large percentage of the population works from home and don't want to go back. But if you are part of that 10%, 11% of the population working in a factory and you have to show up at the factory because that's where the machine is that goes ding, that, you know, [laughs] it's not work that requires only a low level of education of course. That hasn't been the case for a while. And these are people with master's degrees. And they're making sure all of this equipment runs. This is fancy equipment. So what we learned in that 10-year period was this is not just about workflow. It's a five-dimensional model, so there's workflow, organization structure, and knowledge management, the technology, architecture, the product you're making, and the culture. And all of these are five axes if you will, So 5D coordinate system and you can reconfigure. You can make organizations into anything you want. Now, the right answer might be different in different industries at different lifecycle stages of companies. And basically, our thinking was that we weren't going to just teach our clients or even help our clients. We certainly weren't going to just tell them the answer because I always thought that was a terrible idea. We were going to help them redesign themselves for their emerging landscape, their emerging situation, but also help them think about things, or learn to think about these things in general, so that if their landscape changed again, or if they merged with another company, then they had the thinking skills, and they understood what these different dimensions were to be able to redesign themselves again. TROND: That makes a lot of sense. FRODE: That's kind of the whole – TROND: I just want to insert here one thing that happened throughout, well, I mean, it was before your time, I guess. But remember, in the '70s, there was this concept among futurists, Toffler, and others that, oh, we are moving into a service economy. Manufacturing the real value now is in services. Well, that was a short-lasting fad, right? I mean, turns out we are still producing things. We're making things, and even the decentralization that you're talking about is not the end of the production economy. You produce, and you are, I mean, human beings produce. FRODE: No, I never thought that we would see the end of manufacturing. And the term post-industrial, he was not the person that coined it, I think. It was coined 10 or 20 years earlier. But there's a book by Daniel Bell, which is called The Coming of Post-industrial Society, where he talks about both the sociological challenges and the changes in the economy moving to a more service-based knowledge-based economy. Of course, what happened is manufacturing itself became more knowledge-based, but that was kind of the whole idea of what Toyota was doing. MID-ROLL AD: In the new book from Wiley, Augmented Lean: A Human-Centric Framework for Managing Frontline Operations, serial startup founder Dr. Natan Linder and futurist podcaster Dr. Trond Arne Undheim deliver an urgent and incisive exploration of when, how, and why to augment your workforce with technology, and how to do it in a way that scales, maintains innovation, and allows the organization to thrive. The key thing is to prioritize humans over machines. Here's what Klaus Schwab, Executive Chairman of the World Economic Forum, says about the book: "Augmented Lean is an important puzzle piece in the fourth industrial revolution." Find out more on www.augmentedlean.com, and pick up the book in a bookstore near you. TROND: So, Frode, tell me a little bit about the future outlook. What are we looking at here in the lean post-industrial world? What will factories look like? What is knowledge work going to look like? FRODE: Yeah, so I think what we're going to see is that companies that do manufacturing are slowly but surely going to start to look like other kinds of companies or companies that do knowledge work. The content of manufacturing work has become more and more filled with knowledge work already. That's a process that's been going on for decades. As manufacturing technology improves, I think after many, many generations of new technology platforms, we are going to end up in a world where basically any product that you order is going to be either printed atom by atom in your home or in a microfactory, if it's a big bulky thing, in your neighborhood where you can rent capacity in a just-in-time basis. That's not going to happen overnight. This is going to take a few decades. But you can easily see how this kind of mirrors what happened to old chains like Kinko's and so on where if you needed something to be printed, I mean, I remember there were printers. [laughs] And then you had to go to the equivalent of a Kinko's, and you could, you know, if you wanted to print 100 copies of a manual back in the day when we still did that, you could get that done, and that was surely more efficient than doing it at home. And in your home office or at your office, you would have a laser printer. And now we have a $99 inkjet printer, or you just might get it included when you order your laptop, or you may not even care anymore because you have a tablet, and you're just looking at it on the tablet. So there's this phenomenon of some of the things getting smaller and almost disappearing. Now what has happened...this was underway for a while, but the relationship between people and companies has increasingly become more loosely coupled. So a big part of the post-industrial transition is that individuals are empowered, and organizations now become more of a means. They're not institutions that are supposed to last for a long time. I think that ideal is fading. And so they're in a means to an end to produce economic value. And every investor will agree it's just that they're going to be much more reconfigurable, a lot of management work. There's managing resources, tracking progress, tracking inventory, communicating with customers. A lot of that stuff is going to be eaten by software and powered by AI. That doesn't mean people go away. But I think that a lot of the repetitive management administrative work, much more than we can imagine today, will be eaten by software and AIs. TROND: But one of the consequences of that surely, Frode, is somewhat risky because there was a certain safety in the bureaucracy of any large organization, whether government or private, because you knew that, yes, they might be somewhat stiflingly and boring, I guess, or predictable, whatever you might want to call it, but at least they were around, and you could count on them being around. And if you wanted to know what approach was being applied, if you had experienced it once, you knew it. And if you were a government, you knew that this is the GE Way or this is the whatever way, and it was stable. But what you're charting here is something where the only stability might be in the configuration of machines but even that, of course, you know, evolves really rapidly. And even the algorithms and the AIs and whatever is put into the system will evolve. And then, the humans will move around between different organizational units a little quicker than before. So where do you control [laughs] what's happening here? FRODE: So one of the things to keep in mind...I'll answer this from a technical perspective but also from a sociological perspective. So I'll take the latter first. So we are used to a world of hierarchies. So from the invention of agriculture, that's when silos were invented. The first organizational silos were actually centered around corn silos [laughs] and so a shared resource, right? And we need governance for that, you know, who gets the corn and how much your family's already had enough this week and so on. And then, in the Bronze Age, you see more specialization of labor and more hierarchies. So the pyramids were built by determined organizations. [laughs] so just like Melvin Conway would tell us. And the same happened with The Industrial Revolution. So you had management; you had oversight. And then as we are thinking about this matured, you know, we developed this notion of organizational values. So that had to do with the day-to-day behavior so people, including managers, and how they should treat their people and what the employee experience should be like. And then kind of management is about organizing people or organizing people and resources to pursue short or long-term objectives. So, what happens if the AI goes crazy? What happens if there's a bug in the software if there is a flaw? On the technical side of this, what I would say is just like we have people who are concerned about safety with robots, industrial robots in factories, you're going to have people who look at the same kind of thing in organizations. You're also going to have AI watching AIs. So you're going to have a lot of software mechanisms that are there for safety. People also have the option to leave. The threshold for quitting your job now and you log out from your current employer if you're sitting in your home in the Caribbean somewhere [laughs] because you can live wherever you want and logging in somewhere else and taking a job, that threshold is lower than ever. So organizations have an incentive to treat their people well. TROND: Well, the interesting thing, though, is that Silicon Valley has been like that for years. I mean, that was the joke about Silicon Valley that you changed your job faster than you changed your parking space. FRODE: [laughs] TROND: Because your parking space is like really valued territory. It's like, okay, here's where I park. But you might go into a different part of the office building or in a different office building. So this has been part of some part of high tech for the industry for a while. But now I guess you're saying it's becoming globalized and generalized. FRODE: Yeah. And part of it it's the nature of those kinds of jobs, you know, of doing knowledge work that's where you're not tied to equipment or location as much. Now, of course, in Silicon Valley, you've had people go back and forth about, and not just here but in other innovation hubs too, about the importance of being together in the room. You're doing brainstorming. You are talking to potential customers. You're prototyping things with Post-it Notes. People have to be there. And I think there's an added incentive because of the pandemic and people wanting to work from home more to develop better collaboration tools than Post-it Notes on whiteboards. But the last data we have on this is pre-pandemic, so I can't tell you exactly what they are today. But the employee tenures for startups in Silicon Valley when we looked last was 10.8 months average tenure. And for the larger tech companies, you know, the Apples and the Googles and so on, was a little bit more than two years so between two and three years, basically. And so because more jobs in the economy are moving into that category of job where there's a lower threshold for switching, and there's a high demand for people who can do knowledge work, you're going to see average employee tenders going down just like average organization lifespans have been going down because of innovation. TROND: Which presumably, Frode, also means that productivity has to go up because you have to ramp up these people really fast. So your incentive is Frode started yesterday. He's already contributing to a sprint today, and on Thursday, he is launching a product with his team. Because otherwise, I mean, these are expensive workers, and they're only going to be around for a year. When is your first innovation? FRODE: It depends on where the company focuses its innovation. And this will not be the common case, but let's say that you are developing a whole new kind of computing device and a whole new operating system that's going to be very different. You have to learn about everything that's been done so far, and it takes a lot to get started. If what you are doing is more sort of applied, so you're developing apps to be used internally in an insurance company, and you're an app developer, and you know all of the same platforms and tools that they're already using because that was one of the criteria for getting the job, yeah, then you ramp up time is going to be much shorter. All of these companies they will accept the fact, have had to accept the fact, that people just don't stay as long in their jobs. That also gives some added incentive to get them up and running quickly and to be good to people. And I think that's good. I think it's nice that employers have to compete for talent. They have to have to treat their people well. I think it's a much better solution than unions, where you would basically try to have a stranglehold on employers on behalf of all the workers. And the less commoditized work is, the less standardized the work is in that sense. The less business models like those of unions, whether they're voluntarily or involuntarily, because the government sort of makes it easier for them to set up that relationship and sort themselves. The thing that surprised me is that now and as we're coming out of COVID, unions in the United States are making somewhat of a comeback. And I'm sort of scratching my head. Maybe this means that there are a lot of companies where they have scaled because of IT, Amazon being an example. They wouldn't have been able to scale the way they have without information technology. But they haven't yet gotten to the point where they have automated a bunch of these jobs. So they've hired so many people doing soul-sucking repetitive work, and they're doing their best to treat them well. But the whole mentality of the people who have designed this part of the organization is very Taylorist. And so people are complaining, and they're having mental health problems and so on. And then yeah, then there's going to be room for someone to come and say, "Well, hey, we can do a better job negotiating for you." But gradually, over time, fewer and fewer jobs will be like that. One of the sort of interesting aspects of the post-industrial transition is that you have industries...well, some industries, like online retail on the historical scales, is still a young industry. But you have industries that when IT was young, you know, I think the oldest software company in the U.S. was started in 1958. So in the aftermath of that, when you started seeing software on mainframes and so on, what software made possible was scaling up management operations for companies. So they made them more scalable. You could open more plants. You could open more offices, whether it was manufacturing or service businesses. And this happened before people started using software to automate tasks, which is a more advanced use. And the more complex the job is, and the more dexterity is required, physically moving things, the higher the R&D investment is required to automate those jobs. The technology that's involved in that is going to become commoditized. And it's going to spread. And so what you're going to see is even though more people have been hired to do those kinds of jobs because the management operations have scaled, fewer people are going to be needed in the next 10-20 years because the R&D investment is going to pay off for automating all of those tasks. And so then we're going to get back to eventually...I like to think of Amazon as just like it's a layer in the business stack or technology stack. So if I need something shipped from A to B or I need to have some sort of a virtual shopping facility, [laughs] I'm not going to reinvent Amazon, but Amazon has to become more efficient. And so the way they become more efficient is drone delivery of packages and then just-in-time production. And then, they take over everything except for the physical specifications for the product to be manufactured. TROND: It's interesting you say that because I guess if you are Amazon right now, you're thinking of yourself in much wider terms than you just said. But what I'm thinking, Frode is that I'm finding your resident Scandinavian. I'm seeing your Scandinavianhood here. The way you talk about meaningful work, and knowledge work, and how workers should have dignity and companies should treat people well, I found that very interesting. And I think if that aspect of the Scandinavian workplace was to start to be reflected globally, that would be a good thing. There are some other aspects perhaps in Scandinavia which you left behind, and I left behind, that we perhaps should take more inspiration from many other places in the world that have done far better in terms of either manufacturing, or knowledge work, or innovation, or many other things. But that aspect, you know -- FRODE: It's a big discussion itself. I mean, I was kind of a philosophical refugee from Norway. I was a tech-oriented, free-market person. I didn't like unions. I didn't like the government. TROND: [laughs] FRODE: But at the same time, that didn't mean I thought that people should not be treated well that worked into the ground. I thought people should just have healthy voluntary sort of collaborative relationships in business or otherwise. And I've seen technology as a means of making that happen. And I have no sympathy with employers that have trouble with employees because they treat people like crap. I think it's well deserved. But I also have no sympathy with unions that are strong-arming employers. TROND: You have just listened to another episode of the Augmented Podcast with host Trond Arne Undheim. The topic was Post Lean, and our guest was Frode Odegard, Chairman, and CEO at the Post-Industrial Institute. In this conversation, we talked about the post-industrial enterprise. My takeaway is that lean is a fundamental perspective on human organizations, but clearly, there were things not foreseen in the lean paradigm, both in terms of human and in terms of machine behavior. What are those things? How do they evolve? We have to start speculating now; otherwise, we will be unprepared for the future. One of the true questions is job stability. Will the assumptions made by early factory jobs ever become true again? And if not, how do you retain motivation in a workforce that's transient? Will future organizational forms perfect this task? Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. And if you liked this episode, you might also like Episode 102 on Lean Manufacturing with Michel Baudin. Hopefully, you'll find something awesome in these or in other episodes, and if so, do let us know by messaging us; we would love to share your thoughts with other listeners. The Augmented Podcast is created in association with Tulip, the frontline operation platform that connects people, machines, devices, and systems in a production or logistics process in a physical location. Tulip is democratizing technology and empowering those closest to operations to solve problems. Tulip is also hiring, and you can find Tulip at tulip.co. Please go ahead and share this show with colleagues who care about where industrial tech is heading. To find us on social media is easy; we are Augmented Pod on LinkedIn and Twitter and Augmented Podcast on Facebook and YouTube. Augmented — industrial conversations that matter. See you next time. Special Guest: Frode Odegaard.

Himanshu Palsule is the CEO of Cornerstone, a 4,000 person talent experience platform with thousands of business customers and millions of users around the world. Himanshu and his wife came to the U.S. from Bombay in the 80's for a one year project at IBM that they both worked on, and they never left. In today's discussion we take a look at some pretty tough topics, including cancel culture, if workers today have a sense of loyalty, pride, and work ethic, if it's crazy that we have to entice people to go back to work, and how leadership and the workplace as a whole are both changing. We also explore some of the big trends Himanshu is paying attention to and why he is so fascinated with quantum physics. ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

Today we are joined by our very special guest, Bill George, making his second appearance on the show; he is a Professor over at Harvard Business School, the Former CEO of Medtronic, former EVP of Honeywell, and a former board member of Target, Goldman Sachs, Exxon Mobil, Novartis, and the World Economics Form USA. As one of the most recognizable leaders in the world, Professor George joins us to discuss how leaders and teams can effectively build during down markets, the leadership situation at Twitter, and how to coach your team.Learn More About the Emerging Leader Edition of True North :  https://amzn.to/3jYmoMP Twitter of Host (Shamus Madan): @mbitpodcastTwitter of Guest (Bill George): @Bill_George

If you were to write down your corporate values on a piece of paper and walk around your space, would you see these values come to life? In the eyes of your employees, your physical space acts as a symbol that represents what your organization stands for. If your employees are on the frontlines, the customer experience starts to mimic the employee experience because that is where employees are working. The physical space is 30% of the overall employee experience and should reflect the values of the organization. ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

Reality Bytes is back with a special trends and predictions episode from the team – who consider the future of workplace VR, industry-specific cloud services, IT automation and more in a hilarious and lively start to the new year.Journalist Sam Holzman delivers the predictions, while technologists Oriana Ott and Dina Elshawaf, alongside hosts Tom McGrath and Tim Flower, decide what to make of them…Watch Darren Wright on IT automation at Honeywell here.For more amazing DEX content, including podcasts, articles and exclusive research, head over to the DEX Hub (dex.nexthink.com)To hear more interviews like this one, subscribe to the Digital Employee Experience Podcast on Apple Podcasts, Spotify, or your preferred podcast platform.Listening on a desktop & can't see the links? Just search for Digital Employee Experience in your favorite podcast player.

Robert Mills, executive vice president and chief technology, digital commerce and strategy officer at Tractor Supply Company, and Karen Bomber, senior director of customer marketing in Honeywell's Productivity Solutions and Services division, discuss how US lifestyle retailer Tractor Supply is approaching digital transformation to upgrade its customer experience. They also share their thoughts on the latest consumer trends and the future of "phygital" - the blending of physical and digital - retail.Find more stories that explore the future of life and business: https://www.honeywell.com/us/en/newsLet's connect! Follow Honeywell on LinkedIn: https://www.linkedin.com/company/honeywell/Follow Honeywell on Instagram: https://www.instagram.com/honeywell/

Dr. Thomas Zurbuchen who is the Associate Administrator at NASA Science. He actually just stepped down from his role after leading NASA science for over 6 years. He's behind many of the space initiatives over the past few years including the Mars Lander InSight and the James Webb Telescope.  Today's episode we discuss how old the universe is and if there is intelligent life somewhere in space, if we are living in a computer simulation or parallel universe, and how big our universe really is. It's not all space talk though, Thomas also shares how he makes decisions and deals with failure,  and the difference between making a mistake versus almost making a mistake and why it's so crucial to talk about both of these things. ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

In this episode of the HR Leaders podcast I'm joined by Kathleen O'Driscoll to discuss how to build a sustainable culture of wellbeing, as well as the steps you can take to combine global strategy with local engagement when it comes to employee mental health coordination.Kathleen O'Driscoll is the current Vice President of Human Resources - Global Benefits, Wellbeing & HR Policy at Cognizant. Kathleen has over 20 years of experience in Human Resources, with a focus on benefits and global finance. Prior to her current role, she were the Vice President of Business Group on Health, where she oversaw the strategic direction and development of the Global Institute. Kathleen has also held senior HR positions at Honeywell and Seton Hall University.

Wednesday January 4, 2023 Honeywell to Pay $160 Million to Settle FCPA Charge

The skill of Yoda is one of the most important things to have for future leaders. This means having empathy and self-awareness. Empathy is about being able to put yourself in somebody else's shoes and understanding their perspective and where they're coming from. Self-awareness is about how you view yourself internally and how other people view you externally This is a crucial skill for leaders to master, especially in this virtual world where we're trying to connect with each other. The ability to connect on a human level is all about emotional intelligence, which comes down to empathy and self-awareness. ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

Ranked #2 in the World! Authored over 8 Books! Over 25 years of experience! Worked with over 1000 brands in 36 countries! My next guest Dr. Jerome Joseph has the winning formula to help you with your personal brand!Jerome Joseph, CSP s' experience as CEO a publicly listed Brand Agency, has led him to work with some of the biggest Global Brands. including Dell, Standard Chartered, Pfizer, BASF, and many more). He is an award-winning global speaker on Branding and in 2018, was recognized as one of the TOP 30 GLOBAL GURUS worldwide for Branding. He is the only Asian based in Asia on the list. He was ranked No. 2 as a Global Brand Thought Leader in 2020Dr. Joseph talks about creating strategic communications with certainty to drive the customer experience. He builds his brand message on four key pillars of Clarity, Credibility, Consistency, and Connection!   He has a clear focus on storytelling that ties in key points to involve his audience with high emotion to build brand trust.Dr. Jerome Joseph is a brand experience strategist, brand coach, and best-selling author. His experience with world-acclaimed brands has led him to become one of the early pioneers of internal branding – an employee and company culture-focused approach to branding as well as driving brand across people, customers, and organizations. With more than twenty years of branding experience under his belt, Jerome is a master in innovative brand differentiation and creating extraordinary branded experiences. Jerome runs programs and keynotes ranging from Internal Branding (Building Brand Champions in your organization), Brand Mastery (Strategies to Build a World Class Brand), Branded Customer Experience, Personal Branding, and Asian Brand Strategies based on Lessons from the top 30 Asian Brands.Dr. Jerome has impacted more than 1000 brands in over 36 countries, such as Pfizer, Dell, BASF, SENAAT, Prudential, AIA, Singapore Sports Council, QIAGEN, SAP, Asia Pacific Breweries, Singtel, Master Builder Solutions, Petronas, Honeywell, DBS and many more.His cutting-edge thinking, solid case studies, and systematic approach to brand building have enthralled audiences all around the world, making each of his programs a truly memorable one. His love for story-telling and talent for distilling experiences into succinct, bite-sized lessons has garnered rave reviews from clients.Dr. Jerome holds the Certified Speaking Professional (CSP) designation, which is held by the top 12% of speakers in the world as an award for speaking expertise. He was awarded the prestigious Global Speaking Fellow in 2015 as the 2nd Singaporean to earn this award and the 30th speaker in the world to achieve this. Currently, less than 1% of speakers globally hold this designation. He also holds the Practicing Management Consultant (PMC) designation awarded to experienced industry veterans in consulting.Let us Welcome Dr. Jerome Joseph to the Follow The Brand Podcast, Where we are Building a 5 STAR Brand That You Can Follow!

Chano Fernandez, Former Co-CEO of Workday, a software solution provider with 17,000 employees that supports 50% of the fortune 500 companies.  He grew up in one of the poorest regions of Spain, and has now lived in London for over 10 years. Chano is responsible for Workdays customer acquisition, and is also one of the companies board directors.  In today's episode Chano shares his experiences and the importance of having a strong work culture and values, difficult moments he has experienced in his career, the roles of and ethics between different work titles, and how he balances his time. ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

When David Cote started working in manufacturing, he was a self-described "wrench turner, the lowest on the totem pole." He worked his way up through the ranks of GE, and was eventually offered the helm of mega conglomerate Honeywell. At the time, Honeywell was losing employees, struggling with mounting debt, and facing major environmental liability suits. Inspired by the ultra-efficient operational structure of Japanese companies like Toyota, Cote righted Honeywell in what has been called one of the most historic turnarounds in manufacturing history.

Throughout history, we've created jobs that were perfect for AI. They were repetitive jobs that anybody could do. But we didn't have AI before. We didn't have bots and robots that could do these things. So what did we do? We put humans in those jobs. Now, we're at the point where we actually have the AI technology that can do the jobs that were designed for them. And that poses a very important question for us as humans. What does that mean for humans? What does that mean for work? --------------------- This episode is sponsored by Cornerstone. Cornerstone combines best-in-class learning with growth-centric talent capabilities and the power of AI to make talent leaders champions of engagement, growth, and transformation. Learn more about how Cornerstone TXP can help you build your future ready workforce at https://bit.ly/FOWCornerstone ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

Given the past couple of years, it is apparent that remote work is here to stay. People have been given a taste of what it is like to work from home, and they don't want to give that up. There is a current struggle happening with companies wanting to bring people back into the office after they have been remote for the past couple of years, but now that employees know they can do their job from home without getting fully dressed, rushing out of the house, and commuting to sit in a cubicle, people are pushing back and wanting to keep working from the comfort of their own home. They proved they could do their job this long, so why go back? If you are a business owner or an employee going through this struggle, you should know there are tons of ways you can have a positive, productive, and thriving work culture with a fully remote team.Sarah Fern has over 20 years of experience as a people leader of global remote teams for international high-growth brands like Honeywell and Mattel. Sarah is the Chief People Officer for Velocity Global, a company that helps connect other companies to remote employees. Sarah is helping businesses worldwide identify, hire, and train top talent from over 185 countries, all while giving employees the freedom to work from anywhere.In this episode, Sarah addresses the challenges that we are facing in today's world with people being laid off or leaving their jobs due to various changes and circumstances. Luckily, we still have so many options and one thing that we have gotten to see with the pandemic is that there is not just one way to run a team, and all team members don't need to be in the same office in order to run a successful company with a thriving work culture. With her extensive HR experience, Sarah shares how companies can foster a thriving work culture with fully remote teams. Tune in for more! Key highlights:How Sarah got started with Velocity GlobalWhat are the challenges that HR is facing globally?What does Velocity Global do?How to build trust with your remote employeesDoes this mean companies are more likely to outsource overseas where it is cheaper?What are best practices for companies to connect with their remote teams to help them hit their goals?What has Zoom done for company culture?What Sarah thinks of personality tests in the workplaceHow do people get noticed for remote positions?The importance of prioritizing mental health to avoid burn-outEpisode resources:Velocity Global website: velocityglobal.comConnect with Eric:Be sure to connect with me in the Lead Sell Grow - The Human Experience Mastermind Facebook Group: https://www.facebook.com/groups/leadsellgrow/Pick up your copy of B2B Sales Secrets HereLearn more about our services: www.TheGoalGuide.comImprove your sales and stay connected – Free Gifts Here https://shor.by/TheGoalGuide

Today's discussion is with Rick Hanson who is a psychologist, Senior Fellow at UC Berkeley's Greater Good Science Center, and New York Times best-selling author of seven books including his recent one, Making Great Relationships: Simple Practices for Solving Conflicts, Building Connection, and Fostering Love.  Today's conversation is fascinating and wide ranging. We look at the role that vulnerability plays in professional relationships, the causes of stress and anxiety and what actually happens in your body when you experience these things, how to control negative feelings when they arise, and recognizing and challenging the assumptions that we have of others and of ourselves. --------------------- This episode is sponsored by Cornerstone. Cornerstone combines best-in-class learning with growth-centric talent capabilities and the power of AI to make talent leaders champions of engagement, growth, and transformation. Learn more about how Cornerstone TXP can help you build your future ready workforce at https://bit.ly/FOWCornerstone ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

Curiosity is a key ingredient for innovation. According to research ‌by Dr. Todd Kashdan, there are four characteristics that highly curious people with the greatest ability to innovate possess. 1. Joyous exploration. It's the fun and excitement of trying to discover something new. 2. Deprivation sensitivity. There's a gap between what you know and what you want to know, and you have to try to close that gap. 3. Openness to other people's ideas. It's not just about getting feedback from other people, it's about actively seeking diverse opinions. 4. Stress tolerance. The ability to deal with stress. --------------------- This episode is sponsored by Cornerstone. Cornerstone combines best-in-class learning with growth-centric talent capabilities and the power of AI to make talent leaders champions of engagement, growth, and transformation. Learn more about how Cornerstone TXP can help you build your future ready workforce at https://bit.ly/FOWCornerstone ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

What is the purpose of education? This is a question many don't think to ask and instead trusts the standard system that is set up for our children. Matt Beaudreau breaks down the problems with our current school system, how the model of compulsory schooling came to be what it is today, and what to do instead. Matt is a provocative thought leader in educational and personal development practices and has an extensive qualification list. He not only has been both a public and private school teacher and administrator, he's also a keynote speaker, consultant, and coach to organizations around the world with clients who have ranged from from Wells Fargo and Honeywell, to American Eagle and the United States Air Force. He's a two-time featured TEDx speaker and was named Corporate Trainer of the Year at Stanford University. Sponsor: Bite: go to https://trybite.com/ellen or use the code ELLEN at checkout for 20% off your first order Thank you to our partner for sponsoring today's episode In this episode we cover: What is the purpose of education Unpacking what a successful life is How our model of compulsory schooling came to be what it is today and the problems with this model Is there anything the current education system is doing well? What makes an excellent education Why people are afraid of customizing their own education for their children Does conveyor belt schooling create quality socialization? Embodying the type of character and person you want your children to look up to Advice for those who would like to homeschool but feel they can't for a variety of reasons Can home schoolers go to college? Is college education necessary for everyone or even the majority of people to be successful? WHERE TO FIND MATT Instagram Educating Modern Day Hero Course Apogee Strong WHERE TO FIND ME Get my birth course Get my ebooks Instagram Watch the podcast

Sebastian Mallaby who has written several books including The Man Who Knew, More Money Than God, and his most recent book called The Power Law: Venture Capital and the Making of the New Future. He is also a senior fellow for international economics at the Council on Foreign Relations. In today's episode Sebastian shares how he's spent a lot of time exploring the world of venture capital, start-ups, and entrepreneurship, and it turns out that there's a lot of lessons and ideas we can bring from that world into the more traditional environment. These include how to think about and approach risk, developing innovation ecosystems, dealing with failure, and when creating an entrepreneurial culture can be a bad thing. --------------------- This episode is sponsored by Cornerstone. Cornerstone combines best-in-class learning with growth-centric talent capabilities and the power of AI to make talent leaders champions of engagement, growth, and transformation. Learn more about how Cornerstone TXP can help you build your future ready workforce at https://bit.ly/FOWCornerstone ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

We finally got to building automation!  This is just a world of voodoo to those who aren't in the know.  Luckily, we got a hold of Grant from Honeywell to get us started.  

Boundaries are crucial in a hybrid world As flexible work becomes a reality, one of the most important things we need to do is to set boundaries with our leaders, letting them know what's acceptable and what is not. Connectivity does not imply availability. --------------------- This episode is sponsored by Cornerstone. Cornerstone combines best-in-class learning with growth-centric talent capabilities and the power of AI to make talent leaders champions of engagement, growth, and transformation. Learn more about how Cornerstone TXP can help you build your future ready workforce at https://bit.ly/FOWCornerstone ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

Frank Blake, the former chairman and CEO of The Home Depot. Prior to this he worked for the U.S. Department of Energy and General Electric. He currently serves as Chairman of the Board of Delta Air Lines. Frank also spent several years working for the Bush White House administration. In today's episode Frank shares his experiences with being vulnerable, how he managed his role as CEO of Home Depot, a better approach to 360 interviews, and his view of the world of work in today's world. --------------------- This episode is sponsored by Cornerstone. Cornerstone combines best-in-class learning with growth-centric talent capabilities and the power of AI to make talent leaders champions of engagement, growth, and transformation. Learn more about how Cornerstone TXP can help you build your future ready workforce at https://bit.ly/FOWCornerstone ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob