Podcasts about organisations

In this important and thoughtful episode of Quietly Visible, host Carol Stewart is joined by employment discrimination attorney Brittany Stevens, a multi-award-winning partner at Phillips & Associates. Together, they explore the realities of sexual harassment and discrimination in the workplace — a topic that still affects a significant number of women globally.Brittany shares insights from her work advocating for employees who have experienced harassment, discrimination, and retaliation. The conversation explores why so many incidents go unreported, how power dynamics can make it difficult for women to speak up, and what steps individuals can take if they find themselves in this situation. Carol and Brittany also discuss the emotional impact of workplace harassment and the importance of creating environments where people feel safe to raise concerns.This episode offers practical guidance as well as reassurance for anyone navigating difficult workplace dynamics.Key TakeawaysSexual harassment remains widespread: Many women experience unwelcome behaviour at work, yet a significant number of cases go unreported due to fear of retaliation or damage to career prospects.Power dynamics matter: Harassment often occurs where there is a strong imbalance of power, making it especially difficult for early-career professionals to speak up.Documentation can be powerful: Keeping records, messages, and written complaints can help support a claim if someone decides to report harassment.Retaliation is unlawful: Employees have legal protections when they raise concerns about harassment, although retaliation can sometimes appear in subtle forms.Workplace culture matters: Organisations must actively enforce policies and create environments where employees feel safe reporting inappropriate behaviour.If you've ever wondered what your rights are, how to navigate a difficult workplace situation, or how organisations can better support their people, this episode provides valuable insight and encouragement.

How can technology be used in the fight against modern slavery? This week, Technology Now is exploring the impact of modern slavery and how technology can be used to try and reduce it. We ask what the scale of the problem is today, we examine what modern slavery can look like, and we discuss how organisations and consumers can work together to try and combat this practice. John Schultz, Executive Vice President, Chief Legal and Administrative Officer and Corporate Secretary for HPE, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About John:https://www.hpe.com/uk/en/leadership-bios/john-schultz.htmlSources https://www.hpe.com/us/en/newsroom/blog-post/2025/12/when-good-intentions-are-not-enough-the-importance-of-data-and-ai-in-solving-the-modern-slavery-epidemic.htmlhttps://www.hpe.com/uk/en/leadership-bios/john-schultz.html

In this episode of the Building Better Cultures podcast, Scott McInnes has an insightful conversation with Professor Peter Hawkins, a leading authority in systemic coaching and leadership development. They explore the essential elements organisations need to thrive in the 21st century, emphasising the importance of being purpose-led, stakeholder-centric, and fostering collective leadership. Hawkins discusses the critical role of organisational culture and learning, the dynamics of trust within teams, and the concept of WeQ—collaborative intelligence. The conversation also delves into the nature of connection in leadership and the need for organisations to discover their purpose rather than merely creating it. Hawkins shares practical examples and insights on how organisations can align their efforts to meet the needs of the future, ultimately highlighting the unique contributions that teams can make to drive meaningful change.     Takeaways:  Organisations must be purpose-led, not profit-led.  Stakeholder-centricity is crucial for modern organisations.  Partnership with stakeholders enhances organizational effectiveness.  Teams should be more than the sum of their parts.  Organisational learning must outpace external changes.  Trust is essential, but addressing mistrust is equally important.  WeQ, or collaborative intelligence, is vital for leadership.  Connection in leadership should focus on shared purpose.  Purpose should be discovered, not created.  Organisational culture is shaped by collective patterns.    Chapters:  00:00 Introduction to the Podcast and Guest  02:13 Essential Elements for Organisations in the 21st Century  05:42 The Importance of Purpose in Organisations  08:25 The Role of Organisational Culture and Learning  12:54 Collective Leadership and Team Dynamics  17:16 Trust and Mistrust in Teams  18:42 The Nature of Team Relationships  22:10 The Concept of WeQ and Collaborative Intelligence  23:13 Connection in the Age of Technology  27:40 Understanding and Defining Purpose  31:30 Leading Towards an Evolving Purpose  37:12 The Unique Contribution of Teams and Organisations  39:47 Organisational Culture and Its Habituated Patterns  41:06 Conclusion and Final Thoughts    Connect with us:  LinkedIn  |  YouTube  |  Instagram    Connect with Prof. Peter Hawkins:  LinkedIn  |  Website - Personal  |  Website - Company Keywords:  leadership, organisational culture, purpose, collaboration, team dynamics, coaching, stakeholder engagement, collective intelligence, trust, systemic coaching  

Delegation is one of the least understood leadership skills, yet it is one of the fastest ways to build team capability, free up executive time, and prepare future leaders. In complex organisations, especially in Japan, Australia, the US, and Europe where managers are stretched across people, process, and performance, leaders who fail to delegate usually become bottlenecks. The real point of delegation is not dumping work. It is developing people, expanding leadership bench strength, and making sure the boss is focused on the highest-value decisions only they can make. That is the difference between a busy manager and a scalable leader.  Why is delegation so important for leaders? Delegation matters because it builds future leaders while protecting the boss's time for high-level work. Leaders who keep everything to themselves slow the team down, reduce succession options, and trap themselves in operational detail. In companies from Toyota to Amazon, leadership depth matters because growth depends on having people ready to step up. If no one can replace you, the organisation often leaves you exactly where you are. That is why strong leaders treat delegation as a talent pipeline, not a convenience tool. In SMEs, this may look like handing over client management or reporting. In multinationals, it may mean giving emerging managers ownership of cross-functional projects. The goal is the same: grow capability and create readiness for promotion. Post-pandemic, with leaner teams and rising complexity, that is more important than ever. Do now: Look at your weekly workload and identify the tasks only you can do. Everything else is a candidate for development through delegation. Why do so many managers struggle to delegate properly? Most managers struggle with delegation because they were never taught a clear process. They either avoid it completely or they delegate badly, then blame the method instead of fixing their approach. A lot of bosses worry that giving responsibility away weakens their control or makes them replaceable. In reality, the opposite is usually true. Organisations promote leaders who produce other leaders. Another problem is confusion between delegation and abdication. Dumping a task on someone with vague instructions, no context, and no follow-up is not delegation. It is negligence dressed up as empowerment. In Japan, where role clarity and hierarchy can be strong, bosses may hesitate to stretch subordinates. In the US or Australia, the problem may be impatience and overconfidence. Either way, the breakdown is process failure. Without structure, leaders either micromanage or disappear. Do now: Stop treating delegation as instinct. Treat it as a repeatable leadership system with defined steps, outcomes, and follow-up points. What is the first step in effective delegation? The first step is identifying where delegation will create the most value. Before you assign anything, get clear on why this task matters and what success should look like. That means asking two practical questions. How will this delegation help the business, and how will it help the person taking it on? Smart leaders do not delegate random leftovers. They choose work that grows judgment, visibility, and confidence. That might include leading a client meeting, preparing a board paper, managing a vendor issue, or coordinating an internal initiative. In startups, delegation often accelerates learning because people wear multiple hats. In large corporates, it helps develop specialists into leaders. The key is intentionality. If the task has no developmental value and no strategic reason to transfer, think twice. Delegation should strengthen the system, not just lighten your inbox. Do now: Pick one task this month that develops another person's leadership capacity, not just their ability to follow instructions. How do you choose the right person to delegate to? Choose the person based on growth potential and fit, not on who looks least busy. Delegation is a strategic development decision, not a convenience-based handball. The right delegate is someone who can stretch into the assignment with support. They do not need to be perfect, but they do need the attitude, baseline skills, and motivation to grow. This is where many leaders get sloppy. They throw work at the nearest available person rather than selecting someone whose career development aligns with the opportunity. A high-potential team member may benefit from handling stakeholder communication, budgeting, or project ownership. Someone else may need smaller, bite-sized responsibilities first. In high-performance cultures such as consulting firms, tech companies, and professional services, this selection stage directly affects succession planning. Good delegation decisions become evidence in promotion discussions because the subordinate can point to work already done at the next level. Do now: Ask yourself, "Who would most benefit from doing work one level above their current role?" Start there. What should happen in a delegation meeting? A delegation meeting should clarify the outcome, standards, timeline, and personal benefit for the delegate. If the person does not understand what success looks like or why this helps them, the handover is already weak. This conversation is where leadership credibility shows up. The boss must explain the result required, the quality standard, the deadline, and the broader context. Just as important, they must explain what is in it for the delegate. Otherwise, it feels like the boss is offloading tedious work. In promotion-oriented environments, this point matters enormously. Panels and senior executives want examples of operating at a higher level. That is why the subordinate needs to see the assignment as a career-building opportunity. Whether you are in an SME in Brisbane, a multinational in Tokyo, or a sales team in Singapore, people commit more strongly when they see meaning, not just mechanics. Do now: In your next delegation conversation, explain the career value of the task before you explain the task itself. How do you avoid micromanaging after you delegate? You avoid micromanaging by letting the delegate design the action plan, then reviewing progress at agreed checkpoints. Ownership grows when people shape the method, not just receive instructions in painful detail. The temptation for many bosses is to prescribe every move. That kills initiative and turns delegation into supervised labour. A better approach is to ask the delegate to create the plan, then review it together. If parts are unrealistic, amend them through discussion. Once the plan is agreed, step back enough for genuine ownership while still following up at key stages. This balance is crucial. Too little oversight and the project drifts. Too much and the person never grows. Think of it as coaching rather than controlling. Across sectors from manufacturing to professional services, leaders who master this balance create better execution and stronger internal talent pipelines. Do now: Set two or three review points in advance, and use them to check direction, not to seize the project back. Final conclusion Delegation is not a mystery and it is not a soft skill reserved for naturally gifted leaders. It is a disciplined, eight-step process: identify the need, select the person, plan the delegation, hold the meeting, create the action plan, review the plan, implement, and follow up. When leaders use that system properly, they build stronger teams, create promotable talent, and focus themselves on the most strategic work. That is how leadership scales. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, he delivers leadership, communication, sales, and presentation programs globally, including Leadership Training for Results. He is also the author of Japan Business Mastery, Japan Sales Mastery, Japan Presentations Mastery, Japan Leadership Mastery, and How to Stop Wasting Money on Training. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he presents The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking practical strategies for succeeding in Japan and across international business environments.

Clement Manyathela speaks to Prof Patrick Bond, who is a Political Economist & Professor at University of Johannesburg’s Department of Sociology to discuss the World Bank, its role, its success and failures. The Clement Manyathela Show is broadcast on 702, a Johannesburg based talk radio station, weekdays from 09:00 to 12:00 (SA Time). Clement Manyathela starts his show each weekday on 702 at 9 am taking your calls and voice notes on his Open Line. In the second hour of his show, he unpacks, explains, and makes sense of the news of the day. Clement has several features in his third hour from 11 am that provide you with information to help and guide you through your daily life. As your morning friend, he tackles the serious as well as the light-hearted, on your behalf. Thank you for listening to a podcast from The Clement Manyathela Show. Listen live on Primedia+ weekdays from 09:00 and 12:00 (SA Time) to The Clement Manyathela Show broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/XijPLtJ or find all the catch-up podcasts here https://buff.ly/p0gWuPE Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

The NGO's had failed to co-operate with Israeli rules that required aid groups to register the names and contact information of employees.

When we lead on the path of courage, complex situations, confusion and apparent chaos don't deter us from our learning. From out heart we know there is deep order in what is happening.If we have the openness, the patience and the courage to ask questions and generate more and more information, we put ourselves and our organisations in the position to begin to see order in the chaos. We begin to see how how events and conditions relate to other events and conditions.....Good ReadingCan't See the Wood for the Trees?: Landscaping Your Life to Get Back on Track, Alison Smith, (Findhorn Press)We, Robert A. Johnson, (Harper Collins)HOT Leadership

Im Podcast „Organisations- und Psychodynamiken bei knappen Ressourcen“ geht es um Führung und Zusammenarbeit unter Druck. Holger Schlichting und Sabine Kröhn zeigen, warum knappe Zeit, Personal und Austausch Teams spürbar verändern. Kernidee: Organisationsdynamik (Kommunikation im System) und Psychodynamik (Erleben in Personen) nicht verwechseln. Unter Knappheit steigen Reibung, Rückzug in Silos und der Wunsch nach schnellen, einfachen Erklärungen. Der Podcast gibt Sprache und Tools, um Sorgen, Hilflosigkeit und Onmacht ansprechbar zu machen – ohne „Therapie-Ton“. Es geht um Prioritäten, Entscheidungsfähigkeit mit unvollständiger Information und realistische Zusagen in unsicheren Lagen. Szenario- und Paradoxiearbeit helfen, diffuse Angst in handhabbare Fragen und praktische Antworten zu übersetzen. Ein starkes Leitmotiv: Vertrauen aufbauen, wenn Sicherheit nicht mehr vollständig lieferbar ist. Mit Blick auf „Verliererkompetenz“ wird klar: Unter Knappheit kann nicht jede Einheit gewinnen. Eine Episode für Führungskräfte und Berater:innen, die in Restrukturierung, Kostendruck oder Wachstum handlungsfähig bleiben wollen.

In this follow-up to “How AI Empowers Organisations to Operate Smarter and Decide Faster,” our webinar hosts come together to answer your questions. Building on the live session, they dive deeper into the topics that matter most, sharing practical insights, real-world experiences, and honest advice to help organisations use AI with clarity and confidence.Join Aaron and Johann, experienced accountants and entrepreneurs weekly on Ask the Accountant, where they discuss various topics revolving around the accounting industry and give business advice and updates.Every Monday from 8:30 am.Don't forget to check out all our other content such as our 'Cool Friends', 'Pitstop Podcasts' and more!https://linktr.ee/asktheaccountant#Accountant #Podcast #Bookkeeper

What's happening at Mobile World Congress Barcelona 2026? This week, Technology Now is on the ground in Barcelona at the 20th Mobile World Congress to delve deeper into the future of networking. We ask what are the big themes of this year's Mobile World Congress, we explore why events like this are important to organisations like HPE, and we examine why consumers should care about events like this. Rami Rahim, President and General Manager, HPE Networking tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations. This episode is available in both video and audio formats.About Rami:https://www.hpe.com/uk/en/leadership-bios/rami-rahim.html

In this week's episode of the Building Better Cultures Podcast, host Scott McInnes sits down with Joe Lalley, author of 'How Curiosity Can Transform Your Career, Your Team, and Your Organisation.' Together, they explore the power of curiosity in transforming careers, teams, and organisations. Tune in to discover practical insights on fostering curiosity, psychological safety, and innovative cultures.  Keywords:  Curiosity, innovation, psychological safety, organizational culture, design thinking, leadership, experimentation, learning from failure, AI, creative thinking  Key Topics:  The definition of curiosity as the desire to go from not knowing to knowing  The role of psychological safety in encouraging curiosity  Patterns of questions that drive innovation and learning  The importance of being close to customers for effective curiosity  The impact of organisational culture on curiosity and experimentation  The risks and rewards of curiosity in the workplace  Practical strategies for leaders to foster curiosity  The influence of childhood and education on curiosity development  The relationship between curiosity and AI in learning and work  How to balance curiosity with decision-making and focus  Takeaways  Curiosity is simply the act of wanting to go from not knowing to knowing.  Psychological safety is essential for fostering curiosity in teams.  Ask open-ended questions that challenge assumptions and explore possibilities.  Being close to the customer enhances the effectiveness of curiosity.  Organisational culture should be built around experimentation and learning.  Shortening feedback cycles accelerates learning and innovation.  Celebrate failures as first attempts in learning to encourage risk-taking.  Leadership modeling of curiosity and experimentation sets the tone.  Use examples and data to demonstrate the value of iterative work.  Encourage questioning and exploration as core organisational behaviours.  Chapters  00:00 Introduction to Curiosity in Organisations  02:53 Defining Curiosity and Its Importance  05:34 Psychological Safety and Curiosity  08:47 Curiosity in Meetings and Organisational Culture  11:29 Learning from Customers and Iterative Processes  14:48 Creating Space for Curiosity in Organisations  17:36 Embedding Curiosity into Organisational Culture  20:29 The Balance of Curiosity and Action  23:27 Practical Steps for Leaders to Foster Curiosity  26:32 The Impact of Technology on Curiosity  29:08 The Future of Curiosity in the Age of AI    Link to Joe's book:  Joelalley.com/book    Connect with us:  LinkedIn YouTube Instagram     

Organisations helping house rough sleepers are relying on private landlords to open their doors. Lauren Crimp reports.

Guest post Martin Petrov, Chief Technology Officer, Payments Compliance at Integrity360 It is tempting to view payments compliance as the finish line, a signal that a business is secure. But in practice, compliance is just the starting point. It provides a baseline security level, not a digital fortress. Standards are designed to raise the floor and eliminate obvious vulnerabilities, but they cannot cover every emerging threat or nuance – such as a supplier getting breached or a shortcut taken by an engineer at 2 a.m. That is where organisations risk becoming complacent or overly literal in their interpretations. True security demands a harder question than: "Are we compliant"? It demands: "Would this stop an attacker today?" That demands understanding not just what control requirements state, but why they exist. Multi-factor authentication (MFA), for example, is not just a checkbox; it is a concept rooted in stopping unauthorised access. Compliance must be interpreted in context: against the weakest vendor, the most exposed system, the riskiest business process, and the evolving threat landscape. Too many breaches have exploited gaps that audits never covered because compliance became the ceiling, not the floor. Regional and cultural factors also play a part. In Northern Europe, payments compliance frameworks like PCI DSS are often seen as a baseline to exceed, with layered defences added beyond the minimum. In other regions, standards such as PCI DSS or ISO/IEC 27001 are treated more as a destination. Certification becomes the end goal – a badge to display, not a baseline to exceed. These differences matter because they determine whether compliance protects you or just protects your reputation. The supplier slip-up that could cost you everything One of the most urgent blind spots is the supply chain. You can harden and patch all of your own systems, mandate MFA, and lock down every endpoint. But a vendor's default service account, an abandoned test tenant, or an over-permissioned API can undermine everything. As integrations and dependencies grow, so does the potential blast radius. And while many organisations know who their suppliers are, far fewer know what access they have, how often they are reviewed, or whether they follow the same standards. Supplier risk must now be managed as rigorously as internal operations; tiered, tested, and tightly controlled. The three-body problem: when PCI DSS, GDPR, and the EU AI Act collide Then there is the pace of innovation, particularly in areas like artificial intelligence (AI). For European compliance officers, this creates a three-body problem: the EU AI Act, PCI DSS, and GDPR orbiting each other with overlapping – but misaligned – requirements. And unlike physics, there is no elegant equation to solve it. Meanwhile, global response remains inconsistent, and the tension between innovation and oversight is only going to grow. The organisations that succeed in this environment will not just meet standards; they will go further and question whether they are compliant on paper but vulnerable in practice. By treating compliance as a foundation, not a finish line, organisations will unlock new ways to stay secure and trusted. The question is, what does that really look like? What good is a lock if no one checks the door? One of the easiest traps for modern security teams is assuming that tools alone provide protection. But no matter how advanced the platform or how rigid the policy, it is people and processes that hold it all together – or let it fall apart. This is especially true in payments compliance, where new platforms and integrations emerge faster than policies can adapt. Organisations that treat compliance as a checklist often over-rely on technology, by trusting automated scans, secure settings, or third-party certifications to keep them safe. But without context and human judgement, these defences can create a false sense of security and leave the business exposed. In the b...

One hundred of Ireland's top teenage problem solvers gathered on Wednesday in Dublin City University (DCU) for the national final of the ADAPT All Ireland Linguistics Olympiad (AILO). The finalists represent 56 secondary schools from 20 counties across the whole island and are competing for the chance to represent Ireland at the International Linguistics Olympiad in Bucharest, Romania, this July. AILO is run by ADAPT, the Research Ireland Centre for AI-driven Digital Content Technology. The competition challenges students to apply logic and reasoning to decode unfamiliar languages by analysing the language data they are given to work out the 'rules' of the new language. These transferable skills are critical in preparing young people for a wide range of careers in computing, linguistics and language. Speaking about the event, Director of ADAPT, Professor John Kelleher said: "AILO is a showcase of the analytical ability, curiosity and capability of Ireland's young people. The students who have reached the final have demonstrated exceptional problem-solving skills. The skills developed here are directly transferable to the real world, and we hope they will give them a love of computing and data-driven research. We are very proud to host the final at DCU and to support an all-island initiative that opens up these futures to students from every background." Today's finalists progressed through a preliminary round, involving nearly 1,000 competitors, held in schools earlier this year. Competing in individual and team rounds, they will vie for the honour to be one of the four winners who will represent Ireland on the international stage in Bucharest this summer. The results of the AILO final will be released in mid-March. For those who want to try the challenge, sample puzzles can be downloaded from https://ailo.adaptcentre. ie/sample-puzzles/ AILO Sponsor Call Having engaged over 60,000 students over the past 18 years, the All-Ireland Linguistics Olympiad is now seeking a key sponsor to help secure the future of this unique programme and to support its mission of building problem-solving confidence and STEM pathways for thousands of secondary students nationwide. Organisations interested in sponsorship are invited to contact the AILO team at ailo@adaptcentre.ie. More details at https://ailo.adaptcentre. ie/sponsor/ More about Irish Tech News Irish Tech News are Ireland's No. 1 Online Tech Publication and often Ireland's No.1 Tech Podcast too. You can find hundreds of fantastic previous episodes and subscribe using whatever platform you like via our Anchor.fm page here: https://anchor.fm/irish-tech-news If you'd like to be featured in an upcoming Podcast email us at Simon@IrishTechNews.ie now to discuss. Irish Tech News have a range of services available to help promote your business. Why not drop us a line at Info@IrishTechNews.ie now to find out more about how we can help you reach our audience. You can also find and follow us on Twitter, LinkedIn, Facebook, Instagram, TikTok and Snapchat.

Artificial intelligence isn't just changing how work gets done, it's rewriting the rules of business. Organisations are scrambling to redefine processes and job descriptions, while employees are grappling with new tools and new ways of thinking that are transforming the way they approach their daily tasks. In this episode of the TechCentral Show, Antony Makins, acting CEO at TForge and chair of the special group on AI and robotics at the Institute of IT Professionals South Africa, unpacks the skills revolution unfolding alongside the AI one. Makins delves into the patterns emerging across organisations and the broader labour market as AI adoption accelerates. He also explores the mindset shift it's imposing on the workforce, and which roles are being hit hardest by AI-driven changes to how we work. He delves into the opportunities that exist despite the very real threat AI poses to jobs – and what government can do to create an enabling environment for workers to adapt to a labour market increasingly shaped by AI, machine learning and data analysis. Don't miss it the conversation! TechCentral

Logicalis, the leading global technology service provider, has released its annual CIO Report, revealing that 43% of CIOs globally, and 38% of CIOs in Ireland and the UK, often wish AI had never been invented, reflecting the mounting pressure on IT leadership to manage an adoption curve that is outpacing the frameworks needed to support it. The new report, Harnessing AI: IT Leadership in the Next Era of Enterprise Technology, was conducted by Vanson Bourne on behalf of Logicalis, surveying more than 1,000 CIOs across the globe, including Ireland. It paints a picture of organisations caught between ambition and preparedness. While 94% of CIOs report that their organisation's appetite for AI has increased over the last 12 months, more than half (51%) believe adoption is moving too fast. The research reveals a series of critical gaps in how organisations are managing AI at ground level, with 66% of CIOs believing their organisation does not provide sufficient employee training on AI risk, or the responsible use of it. Just 37% say their organisation has full visibility of the AI tools and services being used within teams. With governance gaps widening, it is perhaps unsurprising that 57% believe employees are already putting data security at risk through AI tools, while 34% say AI has created new security blind spots. Meanwhile, 59% believe they are too reliant on a single AI vendor for critical functions. CIOs admit that the pace of change has led to trade-offs in their own roles too, with 62% saying they have compromised on AI governance due to a lack of knowledge and understanding. Taken together, these findings point to an industry-wide reckoning with the true cost of moving fast on AI without the foundations in place to do so responsibly. Despite concerns, CIOs are clear about AI's potential. Innovation remains the strongest driver of continued investment, with the top three cited benefits being: strengthening predictive analytics, data-driven forecasting and actionable business insights (56%); improving day-to-day service delivery (45%); and enhancing customer experience (45%). Bob Bailkoski, CEO, Logicalis, said: "This year's report reveals a complex challenge for CIOs navigating the biggest innovation of our lifetime. Organisations are not short of ambition or appetite for AI, they are short of the frameworks, skills and confidence to deploy it at scale. The challenge right now is not whether to invest in AI, but how to build the foundations that will make that investment effective, safe and sustainable. Today's CIO is no longer just a technology operator, they are strategically coordinating risk, ensuring accountability and driving value creation throughout the entire organisation." Mairead Malone, Ireland Country Lead, Logicalis UK&I states: "CIOs in Ireland and worldwide are rapidly shifting and evolving their priorities to keep pace with the acceleration of AI adoption. While they see the benefits, CIOs have legitimate concerns, focusing on the vital requirement for robust AI governance to support responsible deployment. Globally, CIOs are sending a warning sign: while the benefits of AI warrant widespread adoption, we must be prepared for that revolution. It is one that will bring immeasurable benefits to business, but one that must be managed with great caution." To view the full report, visit https://www.logicalis.com/cio-report See more stories here.

For those in the automotive industry, namely suppliers working with European OEM's, you're likely familiar with TISAX but not necessarily with the Standard that many of its requirements originate from. ISO 27001 is the leading Information Management Standard, and its Annex A forms the basis of TISAX, however there are many differences between the two. For Automotive suppliers looking to create a more holistic Information Security Management System, it can be beneficial to implement elements of both even if you don't intend to certify to both. In this episode, Ian Battersby is joined by Emma Coxhill, isologist at Blackmores, to explore the differences between TISAX and ISO 27001, how existing ISO 27001 compliant management systems can be leveraged for TISAX compliance and the benefits of implementing both Standards for automotive suppliers. You'll learn ·      How does TISAX differ from ISO 27001? ·      How does the recertification / annual surveillance for TISAX and ISO 27001 differ? ·      Can a company have TISAX without ISO 27001 and vice versa? ·      How can an existing ISO 27001 certification be leveraged for TISAX? ·      What are the additional benefits of implementing both TISAX & ISO 27001? ·      What is a reasonable timeframe for implementing TISAX? ·      The key role of Internal Audits ·      How can Blackmores support companies in implementing TISAX? Resources ·      Register for our TISAX webinar here ·      ENX ·      Isologyhub   In this episode, we talk about: [02:05] Episode Summary – Emma Coxhill joins Ian to dive into the key differences between ISO 27001v Information Security and TISAX, including the benefits of implementing both and how each can be leveraged to assist in the implementation of the other.   [03:10] What is TISAX? TISAX was developed for the automotive industry by the German Association of the Automotive Industry, VDA, and it's managed by the ENX Association. It's based on the ISO 27001 Annex A controls, and was created for the automotive industry because they were looking to standardise the framework for assessing and sharing information security results between manufacturers and their suppliers. [04:20] How does TISAX differ from ISO 27001? ISO 27001 is a general Information Security management Standard, it can be applied to any business, whereas TISAX is only applicable to the automotive industry. ISO 27001 includes a framework of requirements that everyone must implement, whereas TISAX has a more customisable element. With TISAX you can select an applicable level and relevant subject areas for your operations. The last main difference is the fact that ISO 27001 certification ends in a certificate which can be shared and displayed wherever you want. TISAX in comparison has Labels, which are only available through the ENX portal where you have control over who can access them. [05:15] How does the recertification / annual surveillance for TISAX and ISO 27001 differ? The good news is that TISAX is a bit more forgiving than ISO when it comes to a recertification cycle. TISAX does not require an annual Surveillance like ISO 27001, instead once you've earned a Label it remains valid for 3 years. ISO 27001 in comparison requires an annual Surveillance for each year until the 3rd when you have your Recertification Audit. If you have a significant change to scope part way through your 3 years of TISAX, you will need to have a chat with your auditor to see if extra work is required. This will depend on your level, with higher levels likely to require some additional work and for you to adjust your scope within the ENX portal. Overall, a TISAX label is less of a burden than traditional Management System Standards like ISO 27001. However, TISAX is a lot more strict and will require more upfront preparation ahead of earning your Label. [07:30] Are Internal Audits required for TISAX? They are, but the amount and frequency are a lot more flexible than ISO 27001. You can do as many as you like, but at a bare minimum we recommend you conduct internal audits 6 months ahead of your TISAX label expiring to ensure you're ready for re-certification. You can of course carry on with annual internal audits to make sure you're on track. This can be handy if specific clients ask for further evidence of you following processes in accordance with TISAX requirements.   [08:35] Can a company have TISAX without ISO 27001 and vice versa? You can! Both are independent Standards, however they do compliment each other. Organisations that hold both have a competitive advantage, as ISO 27001 applies to all industries and is more widely recognised. However, if you only operate in the automotive space, TISAX may be sufficient. If you supply to multiple sectors, it's worth considering implementing both TISAX and ISO 27001. [09:25] How can an existing ISO 27001 certification be leveraged for TISAX? If you already hold an existing ISO 27001 certification, than you're already 80% of the way there to TISAX compliance. As TISAX is based off of ISO 27001's Annex A controls, a lot of the requirements cross over, so you will already have most of the foundations in place to cover TISAX. It will just be the more automotive specific requirements that will require some additional work. These requirements include considerations for: ·      Data Protection ·      Prototype protection ·      Assets ·      3rd Party Suppliers The amount of additional work will also depend on the TISAX Level you're aiming for, with Level 3 being the most demanding for these specific requirements. [10:55] What are the additional benefits of implementing both TISAX & ISO 27001? Benefits include: Robust Information Security – Having both TISAX and ISO 27001 forms a strong and versatile information security infrastructure that will cover all of your operations. Easy Integration – These two Standards complement each other, and can easily be integrated. If you already have ISO 27001 in place, you have already completed a majority of the framework and will be familiar with what's required to earn and keep both your ISO certificate and TISAX Label. Customer Trust and Long-Term Resilience – TISAX is desired, if not an outright requirement for European based OEM's to work with suppliers. They require this because TISAX is a trusted Standard, a Label displays your commitment to information security within the automotive industry. It also helps to put you in a better position to both safeguard data as well as respond in the event of a data / security incident. Wider market access – If you supply to more than just the automotive industry, than having ISO 27001 in place will grant you access to the wider market that will recognise that Standard over TISAX. [12:05] What is a reasonable timeframe for implementing TISAX? This will depend on a number of factors including the type of organisation, the number of sites, resources available etc. The key thing to note is that this is note a 2 week project, it will take a number of months to get everything in place for your external assessment. A good measure of if you're ready is if you can score at least more than 2.71 on your self-assessment, and have completed a few internal audits to double check. If you already have ISO 27001 in place, than you're looking at between 3 – 6 months. If you do not have ISO 27001 in place than you're looking at 6 months minimum. For Level 2, you will need proof that ,you have everything in place, it's all been communicated and the relevant individuals have been trained. Level 3 requires everything to be in place and operating for a certain amount of time, typically around 3 months is ideal to start building a library of evidence ahead of your external assessment. Emma's top tip: Be honest in your self-assessment. It's there to be a benchmark, and you need to reflect on the reality of your position if you're to accurately assess what Level you are ready to be assessed against. [14:20] Core elements for success: As with any Standard, ISO or otherwise, TISAX will require leadership commitment in order to be successful. The requirements of TISAX need to come from the top down, just like with ISO 27001. The Leadership ultimately drive TISAX's success, by ensuring the relevant resources are in place, and involved individuals have the necessary time to implement and maintain the Label. For those within the Automotive Sector, TISAX is becoming an absolute requirement. It's being pushed as a tender requirement, so you may lose out on business if you opt to not earn a Label. [16:35] The key role of Internal Audits: As mentioned earlier, Internal Audits are a key part of the process for both TISAX and ISO 27001. It acts as a business health check to ensure you're on the right path. They can help identify areas which may be non-conforming or simply highlight opportunities for improvement. For TISAX, there is not outright requirement for 3rd party audits ahead of your assessment, however we would recommend them as a fresh pair of eyes can reveal things you may have overlooked. An external auditor will also be more unbias and can provide an honest review and feedback as to what TISAX Level you are ready for.   [18:25] How can Blackmores support you with TISAX Implementation?: We can provide as little or as much support as needed. This can include a fully guided implementation where we assist you through each step. This can apply to both TISAX and ISO 27001 if you wish to certify to both Standards. Other options include: ·      Assisting with your TISAX self-assessment (aka a Gap Analysis) ·      Conducting a Maturity Assessment ·      Conducting internal audits ·      On-site support during your TISAX assessment audit We are happy to provide whatever level of support you need. Blackmores do not provide a tick-box exercise, we pride ourselves on ensuring an implemented system works for you. [21:10] Upcoming TISAX Webinar – Join us on the 18th March 2026 at 2pm for a webinar where we'll dive into TISAX further and provide practical guidance on how to complete the VDA Self-Assessment. Attendees will also get access to some freebies. So don't delay, register your place here today. We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

Wenn dein Team nicht mehr kann – und du trotzdem liefern sollstIn dieser Folge der Case-Klinik widmen wir uns einer Situation, die viele Führungskräfte kennen – aber nur selten offen aussprechen:Was passiert, wenn zwei Leistungsträger langfristig ausfallen – die Deadlines jedoch bleiben?Ausgangspunkt ist eine anonyme Zuschrift einer Führungskraft, die sich in einem inneren Spannungsfeld erlebt:Zwischen Fürsorge und Ergebnisdruck.Zwischen Loyalität nach oben – und Verantwortung nach unten.Zwischen „Ich halte das schon“ – und der Angst, selbst zu kippen.Wir nehmen diesen Fall zum Anlass, um tiefer zu schauen:Wann ist Überlastung kein individuelles Problem mehr, sondern Ausdruck systemischer Fragilität?Warum planen Organisationen mit 100 % Auslastung – und wundern sich über den Schock, wenn etwas ausfällt?Was passiert unter Druck mit Klarheit?Wann wird sie zur Simplifizierung?Und wie entstehen Sündenbock-Dynamiken?Warum taucht in Krisen die Sehnsucht nach „starker Führung“ auf –und weshalb kann genau das psychologische Sicherheit untergraben?Wir sprechen über:Systemfragilität statt Einzelfall-Logik.Den Antreiber „Sei stark“.Passivitäts- und Aktionismus-Dynamiken im Team.Psychologische Sicherheit.Effort-Reward-Imbalance.Und organisationale Resilienz jenseits von Feigenblatt-Trainings.Und wir fragen uns:Wo endet meine Verantwortung als Führungskraft?Wie sichere ich Leistung, ohne mein Team – und mich selbst – zu verheizen?Wie gelingt Klarheit, ohne Druck oder Schuldzuweisung?Und was braucht es wirklich, damit Organisationen tragfähig bleiben?

Clement Manyathela speaks to Professor David Monyae, a Professor of Political Science and International Relations at the University of Johannesburg and the Director of the Centre for Africa-China Studies about the role of the United Nations as a multilateral organisations. The Clement Manyathela Show is broadcast on 702, a Johannesburg based talk radio station, weekdays from 09:00 to 12:00 (SA Time). Clement Manyathela starts his show each weekday on 702 at 9 am taking your calls and voice notes on his Open Line. In the second hour of his show, he unpacks, explains, and makes sense of the news of the day. Clement has several features in his third hour from 11 am that provide you with information to help and guide you through your daily life. As your morning friend, he tackles the serious as well as the light-hearted, on your behalf. Thank you for listening to a podcast from The Clement Manyathela Show. Listen live on Primedia+ weekdays from 09:00 and 12:00 (SA Time) to The Clement Manyathela Show broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/XijPLtJ or find all the catch-up podcasts here https://buff.ly/p0gWuPE Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702See omnystudio.com/listener for privacy information.

Andrew Douglas and Tom Daly explore one of the most pressing and complex challenges facing Australian workplaces today: overseas workers, racism, and safety.As public debate continues to be shaped by anti-immigration rhetoric, it is critical for organisations to focus on the facts. Australia’s economy depends on both skilled and unskilled migrant labour. Beyond filling workforce gaps, overseas workers contribute to innovation, productivity, and cultural strength within our organisations.Creating a safe and respectful workplace is not just a moral obligation — it is essential to operational stability, legal compliance, and long-term success. Organisations that fail to foster inclusive and culturally safe environments risk reputational damage, regulatory scrutiny, and workforce disengagement.Join us for a clear, practical discussion on how employers can lead with integrity, strengthen culture, and ensure every worker — regardless of background — is treated with dignity and respect.Watch this week’s Friday Workplace Briefing Video here.See omnystudio.com/listener for privacy information.

Old clothes that are unfit for resale are being collected from Northland charity shops to be turned into mattresses and insulation for families in need. 

Capability Unboxed Mini Series (powered by CIAB+) #3Ever heard someone say, “We don't have the capability,” when what they really meant was, “We don't have the person”?In this episode of Capability Unboxed, Fatimah Abbouchi tackles one of the most persistent structural mistakes in organisations: equating capability with headcount. It sounds harmless — but it quietly fractures delivery, inflates estimates, and creates governance bloat.She resets the foundations by clearly separating capability from function, role, and capacity. Capability is the enduring what of the business. Functions are groupings. Roles carry accountability. Capacity is available effort. When those concepts blur, execution suffers.From restructures and portfolio planning to regulatory programs and new product development, this episode explores what really happens when capability is reduced to a person or team label. Delivery fragments at handoffs. Estimates inflate inside silos. Steering committees default to “who owns it?” instead of “what system enables it?” Governance grows heavier, not clearer.Fatimah shares a practical cross-functional model for anchoring capability properly — mapping it across outcomes, processes, tools, and data; assigning ownership for decisions; and planning capacity against capabilities rather than departments. The result is a more resilient system that holds steady even when leadership, teams, or priorities shift.If you're leading transformation, managing a portfolio, or trying to reduce rework and single points of failure, this episode gives you the language and structural clarity to re-anchor execution.

Au sommaire de l'émission : La Cour suprême des États-Unis a jugé illégaux les droits de douane réciproques instaurés par le président Trump, qui a réagi en imposant de nouveaux tarifs douaniers de 15% sur tous les produits.La croissance économique aux États-Unis a nettement ralenti au quatrième trimestre 2025, notamment à cause du shutdown de l'administration fédérale.Amélie de Montchalin prend ses fonctions de première présidente de la Cour des comptes en France, un poste qu'elle peut occuper jusqu'en 2054.L'assurance maladie française tente de renouer le dialogue avec les syndicats de médecins, notamment sur la question du plafonnement des dépassements d'honoraires.Les organisations patronales françaises, comme le MEDEF, entendent se faire entendre dans la campagne des élections municipales à venir, en publiant notamment un sondage sur l'importance des entreprises dans les territoires.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

In Heart Leadership if we are to lead with courage we have to Learn. Learn why we may be 'missing the mark'. Learn whay we do very well sometimes and not so well at other times. We need to undersatnd the sources of our fears.Understand what disguises them from us so that we believe we are angry, frustrated, irritated or confused. WE need to be conscious of what is driving us. WE should also understand our own spirits and the nature of spirit if we are to know how to respect the spirits of others.....Dream Dare Dazzle

This week, our presenters Kim McLagan and Monnette Samo look forward to sharing key insights and developments from the past week, including an important and timely discussion on workplace sexual harassment.Courts and Tribunals are continuing to take an increasingly firm approach to sexual harassment claims. Recent decisions demonstrate a clear expectation that employers must take proactive, meaningful steps to prevent harassment before it occurs — not simply respond after a complaint is made. Organisations that fail to implement adequate policies, training, reporting mechanisms, and cultural safeguards are facing significant financial penalties, reputational damage, and heightened regulatory scrutiny.Prevention is no longer optional — it is a legal and commercial imperative. Taking early, well-documented action not only protects your people but also safeguards your organisation’s reputation and long-term success.Watch this week’s Friday Workplace Briefing Video here.See omnystudio.com/listener for privacy information.

Leadership quality and organisational culture are emerging as nearly equal priorities to compensation when professionals choose and stay with employers, according to the Cpl Salary Guide for Ireland 2026. The findings reveal a fundamental shift in talent priorities, as employees increasingly evaluate opportunities based on values, work environment, and leadership behaviours alongside financial rewards. The key findings from this year's report are as follows: While compensation and benefits remain the top priority at 35%, leadership and culture follow closely at 24% as the most important factor when choosing an employer. When examining both first and second most important factors combined, leadership and culture reaches 54% (24% first choice, 30% second choice), narrowing the gap with compensation and benefits at 62% (35% first choice, 27% second choice). Within the leadership and culture category, employees prioritise culture, values and ethics (27%), work environment (25%), and leadership behaviours (24%). Cpl's findings reinforce that leadership quality remains a critical driver of employee attrition. Flexible Working: The Essential Benefit Flexible working arrangements have evolved from a perk to a critical component of employee packages. After remuneration (32%), flexible working ranks as the second most important compensation and benefit factor at 26%. The research shows that 70% of employees now utilise some form of flexible working, with previous studies indicating that one in four candidates would not proceed with a job opportunity lacking flexibility. The predominant flexibility model is hybrid working (over 54%), typically with a 3/2 or 2/3 home/office split. However, next-generation arrangements are emerging, with 12% working fully remote and over 7% utilising compressed work weeks. Organisations offering structured, design-led flexible working strategies gain a significant competitive advantage, particularly when recruiting for high-skilled roles where talent is scarce. Work-Life Balance Takes Centre Stage Within employee experience priorities, work-life balance dominates at 40%, followed by meaningful and stimulating work at 21%. While not yet surpassing compensation in importance, work-life balance, when considered alongside flexible working, represents a core pillar of any successful talent strategy. AI Transitions from Specialist to Mainstream Capability Cpl's analysis found that, between 2022 and 2024, AI references in job titles and descriptions increased year-on-year, peaking in 2024. However, 2025 saw a correction as organisations moved beyond experimentation toward strategic implementation. AI demand remains concentrated in IT (55% of AI-related hiring), Life Sciences (17%), and Customer Service (13%). Business Intelligence has emerged as a distinct growth category since 2023, signalling a shift toward insight-led decision-making. Regulatory roles now account for 3% of AI positions, reflecting growing governance requirements. Cpl found that AI is becoming embedded within existing roles rather than creating new specialist positions. By 2024-2025, AI-related roles comprised just 3% of all jobs, yet within those roles, under 50% of job titles still referenced AI. References to AI in job descriptions have doubled compared to job titles, indicating that employers increasingly expect baseline AI literacy as a standard competency rather than a differentiator. Limited Company Growth Signals Workforce Evolution Ireland experienced near-record limited company incorporations in 2025, with approximately 25,000 new companies registered (a 5-6% increase on 2024). This growth reflects layoffs and slower permanent hiring for experienced professionals, prompting many to establish their own businesses providing specialist services across technology, life sciences, and financial services. This trend signals a structural shift toward self-employment, fractional leadership, and contingent workforce models, offering organisa...

Employee disengagement is one of the greatest threats to organisational performance. In this executive leadership podcast, Niels Brabandt interviews Kevin Patrick, ERP transformation expert and certified Dream Manager, on why organisations must invest in employees' aspirations. You will learn: Why disengagement undermines organisational performance  How leadership decisions impact employee engagement  How the Dream Manager framework strengthens organisational culture  Why investing in employees creates measurable financial returns  How executives can reduce turnover and improve performance  This episode is essential listening for executives, founders, and decision-makers committed to organisational excellence. Host: Niels Brabandt / NB@NB-Networks.com Contact with Niels Brabandt: https://www.linkedin.com/in/nielsbrabandt/ Niels Brabandt's Leadership Letter: https://expert.nb-networks.com/ Niels Brabandt's Website: https://www.nb-networks.biz/ 

New data published by LinkedIn has revealed that despite Europe showing lower levels of hiring and signs of candidate fatigue in major markets, the Irish jobs market remains competitive. Trends in LinkedIn's December jobs data illustrated the candidate fatigue in Europe, with applications per jobseeker falling, with the largest drops in activity recorded in the United Kingdom (down -7.9% YoY), France (-5.7% YoY), and Germany (-3.7% YoY). In contrast, Ireland saw a +2.4% year-on-year rise in applications per candidate. An applicant's network is becoming more important than ever, with LinkedIn data showing that applicants are 3.6× more likely to get hired if connected to an employee at the organisation they are applying for a role at. Ireland A Magnet For AI Talent LinkedIn's latest data also showed signs of how the global labour market is evolving as a result of AI becoming more prevalent in the workplace and broader industry trends. In the near term, AI is creating more jobs globally than it is replacing. In the past two years, employers across the world have created at least 1.3 million "new collar" AI-related job opportunities, including data annotators, AI engineers, and forward-deployed engineers. Demand for AI talent is outstripping supply in Ireland, with the country becoming a net importer of skilled workers. AI engineering talent is 8x more likely to move across borders than the average LinkedIn member. The LinkedIn data showed a +2.2 net increase in net migration of AI engineering talent (per 10k members) to Ireland, placing Ireland second in terms of net beneficiaries globally. The UAE (+4.2) was the biggest AI talent magnet globally, with the top five rounded out by Germany (+2.1), Australia (+1.5) and Singapore (+1.2). Finding The Talent For "New Collar" Jobs Many "new collar" jobs did not exist five years ago, and demand for talent outstrips supply. Organisations having the greatest success in filling their AI talent bench are those that are upskilling existing staff. Skills, not degrees, are becoming the differentiator. Companies can grow their internal AI-capable talent pipeline 8.2× by focusing on skills over job titles or degrees. Interest in AI skills among employees is there, as demonstrated by the time spent on AI-related learning courses on LinkedIn, accelerating over the past year. Commenting on the data, LinkedIn Ireland Country Manager Cara O'Leary said: "While many European countries are showing clear signs of jobseeker fatigue, Ireland is moving in the opposite direction. At a time when applications per candidate are falling in the likes of Germany and the UK, Irish jobseekers are switched on and still confident of finding their next role regardless of economic uncertainty." "Our data shows who you know is just as important as what you know, with candidates significantly more likely to be hired when they know someone at the organisation, reinforcing the importance of relationships alongside experience. For employers, this highlights the growing influence of their own people in attracting talent, with referral schemes one option to incentivise staff." "Demand for 'new collar' jobs continues to outpace supply, but Ireland is proving to be an AI talent magnet, successfully attracting more AI engineers to these shores than those departing. Given that many of these jobs simply didn't exist five years ago, with the pipeline from the education system playing catch-up as a result, companies need to realise that upskilling is the solution. We have never seen higher levels of interest in AI content on LinkedIn, so people are clearly eager to learn. It is in employers' best interests to give their workforce the opportunity if they are to seize a competitive advantage."

Three of our major national sporting organisations are searching for new leadership at the very top. Former chief executive of New Zealand Cricket, Martin Snedden spoke to Corin Dann.

Irish CEOs are entering 2026 with urgency and focus, responding to rising cost pressures, geopolitical uncertainty, and accelerating expectations for transformation, according to the latest EY CEO Outlook, which surveyed 1,200 executives globally – including 40 leading CEOs in Ireland. Irish companies are transforming at a fast pace, with 50% of CEOs reporting their organisations are already in significant enterprise-wide transformation programmes and a further 50% planning to initiate one in the year ahead. These programmes are increasingly focused on reshaping the core of the business. In Ireland, 50% of CEOs cite cost reduction as a key priority; 46% are prioritising improvements in customer engagement; 44% are working to accelerate progress on sustainability; and 20% are driving operational optimisation and productivity, including digitisation, as a top priority. The research also shows that Irish CEOs believe that transformation is no longer optional but essential, as Irish organisations seek to strengthen performance and build more resilient, future-ready business models. CEOs are acting with urgency amid mounting pressures Rising costs, geopolitical friction, and regulatory complexity are intensifying operating pressures for Irish businesses. 65% of CEOs expect operating costs to rise this year, reflecting ongoing wage inflation, energy volatility and increased regulatory demands. Geopolitical uncertainty is also reshaping strategic decisions: 46% have stopped or delayed an investment due to geopolitical or trade dynamics, 28% accelerated one, 5% exited a country, and 40% shifted suppliers to different markets. These shifts demonstrate how CEOs are balancing caution with decisive action as they prepare their organisations for a more unpredictable economic landscape. Helena O'Dwyer, Partner and Head of Strategy at EY Parthenon Ireland, said: "Irish CEOs are dealing with rising costs, geopolitical uncertainty and increasing regulatory demands, yet they are responding with real urgency. Leaders are pushing ahead with major transformation programmes, from adopting AI to strengthening cyber security and redesigning how their organisations work. Their focus is simple and practical: reduce costs, drive growth and improve productivity through smarter use of technology. It is a challenging environment, but Irish businesses are showing strong momentum, and many are already seeing the benefits." AI has moved from experimentation to core strategy AI is also at the centre of Irish CEOs' strategic agendas. 30% of leaders say their AI initiatives have delivered significantly above expectations, with another 55% reporting results somewhat above expectations. Early benefits identified are emerging across customer operations, software development, risk and compliance automation and forecasting. Looking ahead, 98% expect AI to have a transformative or significant impact on their business model within two years, with generative AI (48%) and machine learning (45%) expected to play the largest roles. Cybersecurity remains the biggest concern when prioritising AI investments, cited by 30% of Irish CEOs. New skills are becoming essential for performance AI and digital transformation are also reshaping workforce plans. Despite cost pressures, 60% of CEOs plan to maintain or increase hiring in 2026, particularly in roles that support AI, data, cyber and technology integration. Organisations are accelerating reskilling and redeployment to meet transformation demands. Priority skills include data and AI, cyber resilience, cloud engineering, transformation, and regulation. Carol Murphy, Partner and Head of Markets at EY Ireland, said: "Irish CEOs see the scale of change ahead and are acting now. Many are already deep into major transformation programmes, and almost all expect AI to reshape how their organisations work within the next two years. The focus is on practical steps, adopting the right technologies, strengthening skills and forming par...

THE STATE OF TALENT INTELLIGENCE 2026   As we barrel through the year 2026, labour markets are being redefined by emerging technologies, shifting skills demand, and data-driven workforce strategies. Organisations worldwide are adopting sophisticated talent intelligence tools to forecast skills gaps, optimise hiring, and build resilient workforces — but staying ahead requires deeper insight and expert foresight. Drawing on the latest research and real-world experience from leading platforms like TalentNeuron, Lightcast, Horsefly, Gartner and Korn Ferry, The State of Talent Intelligence 2026 will provide practical, actionable perspective on where the industry is headed and how you can lead in your organisation.   Our expert panel will dive into the trends transforming talent strategies, from the rapid evolution of AI skill demand and skills-based hiring to the integration of internal and external workforce analytics for strategic planning.   The evolving role of talent intelligence platforms and how continuous labour market data is powering strategic workforce planning and skills forecasting. AI skills demand and compensation shifts, including insights showing AI-related roles commanding premium salaries in a competitive market. Transitioning from job titles to skills-based hiring as organisations seek quality and fit over traditional credential-based approaches. Balancing automation with human strategic insight as AI reshapes recruiting workflows and recruiter roles. Data analytics driving talent decisions, from predictive labour market insight to internal mobility optimisation. Employer branding and candidate experience in the age of intelligent hiring, aligning organisational value with talent expectations. Future workforce challenges and opportunities, including leadership pipelines, hybrid work models, and evolving HR capabilities for 2026.   We're on Friday 6th February, 2pm GMT. Register by clicking on the green button (save my spot) and follow the channel here (recommended)       Ep360 is sponsored by Joveo   As the global leader in AI-powered, high-performance recruitment marketing, Joveo is transforming talent attraction and recruitment media buying for the world's largest employers, staffing firms, RPOs, and media agencies. The Joveo platform enables businesses to attract, source, engage, and hire the best candidates on time and within budget.   Powering millions of jobs every day, Joveo's AI-led recruitment marketing platform uses advanced data science and machine learning to dynamically manage and optimize talent sourcing and applications across all online channels, while providing real-time insights at every step of the job seeker journey, from click to hire.   For more information about Joveo's award-winning platform and solutions, visit www.joveo.com.

How are hospitals using AI and HPC to assist them in helping save lives? This week, Technology Now is joined by Keith Perry, Senior Vice President and Chief Information Officer at St. Jude Children's Research Hospital to explore how St Jude uses the latest technologies to help treat and prevent illness and catastrophic disease, giving patients and families more time, and more hope, when it comes to diagnosis.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Keith:https://www.linkedin.com/in/keith-perry-8562347/Sources:Hernigou P. Ambroise Paré III: Paré's contributions to surgical instruments and surgical instruments at the time of Ambroise Paré. Int Orthop. 2013 May;37(5):975-80. doi: 10.1007/s00264-013-1872-y. Epub 2013 Apr 12. PMID: 23580029; PMCID: PMC3631503.https://www.surgicalholdings.co.uk/history-of-surgical-instruments.htmlSmith-Bindman R, Kwan ML, Marlow EC, et al. Trends in Use of Medical Imaging in US Health Care Systems and in Ontario, Canada, 2000-2016. JAMA. 2019;322(9):843–856. doi:10.1001/jama.2019.11456https://caferoentgen.com/2023/10/07/a-tale-of-two-hands-the-story-behind-the-two-famous-radiographs-captured-by-wilhelm-roentgen/https://www.orau.org/health-physics-museum/collection/shoe-fitting-fluoroscope/index.html

In this episode, we chat with Aymone Schendel, a connector, community builder, and one of the most influential voices shaping the future of mining networks in the UK and beyond.   She is an inspiration behind The Oxford Mining Club, a global network designed to connect students, professionals, and leaders around thoughtful discussion, innovation, and responsible development in the sector. She also plays a key role in Women in Mining UK, an organisation dedicated to advancing gender diversity, visibility, and leadership across the industry. She is also behind MinSouth, a fast-growing initiative focused on connecting mining professionals and investors with opportunities across the Global South.   What sets her apart is her ability to bring people together across disciplines, generations, and geographies to create spaces where ideas, opportunities, and leadership can thrive. She has focused her career on building platforms that strengthen collaboration and inclusivity in mining, and we'll explore what inspired her to build these communities and the impacts they've had. What achievements she's most proud of, and the lessons she's learned along the way, including the advice she would give her younger self starting out in this career. KEY TAKEAWAYS Individuals from non-technical backgrounds can successfully enter the mining industry, as demonstrated by Aymone's journey from medical instrumentation to mining through various roles. Building impactful networks is crucial in the mining industry. Quality connections and active listening are emphasised as key components of effective networking. Organisations like the Oxford Mining Club and Women in Mining UK focus on creating inclusive spaces for professionals to connect, share ideas, and foster collaboration New entrants to the mining field are encouraged to seize opportunities, engage with industry professionals, and not shy away from networking events, as these can lead to valuable relationships and career advancements. BEST MOMENTS "I'm proof that anyone can work in the industry, even if you do not have a technical background. Don't let anyone tell you you can't work in mining." "Networking with impact requires focusing on quality connections, not quantity. Create spaces of value. It's your time. It's their time. It's precious." "If the opportunity is presented to you to work in the mining industry, don't dismiss it. Get all the facts, get out there, network, talk to people." "We strive to make the industry as rewarding and fulfilling a place to start and grow a career, especially now, creating safe spaces for women to come together." GUEST RESOURCES The Oxford Mining Club: Website: http://www.oxfordminingclub.com/LinkedIn: https://www.linkedin.com/company/oxford-mining-club-limited/?viewAsMember=true  Women in Mining UK: Website: https://www.womeninmining.org.uk/LinkedIn: Women In Mining UK (WIM UK) MinSouthWebsite: https://minsouth.org.uk/LinkedIn: MinSouth Aymone Schendel:LinkedIn: https://www.linkedin.com/in/aymone-schendel-48202a3/  VALUABLE RESOURCES Mail:        ⁠rob@mining-international.org⁠ LinkedIn: ⁠https://www.linkedin.com/in/rob-tyson-3a26a68/⁠ X:              ⁠https://twitter.com/MiningRobTyson⁠  YouTube: ⁠https://www.youtube.com/c/DigDeepTheMiningPodcast⁠  Web:        ⁠http://www.mining-international.org⁠ CONTACT METHOD ⁠rob@mining-international.org⁠ ⁠https://www.linkedin.com/in/rob-tyson-3a26a68/⁠ Podcast Description Rob Tyson is an established recruiter in the mining and quarrying sector and decided to produce the “Dig Deep” The Mining Podcast to provide valuable and informative content around the mining industry. He has a passion and desire to promote the industry and the podcast aims to offer the mining community an insight into people's experiences and careers covering any mining discipline, giving the listeners helpful advice and guidance on industry topics.  This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

How much AI do you think is used by New Zealand media? All the big newsrooms here have guidelines around the use of AI but as readers, watchers and listeners do you know what they are? After interviewing journalists and news editors, researchers at the Auckland University of Technology, has found the use of AI tools is widespread. So should you be worried? Author of the study, Dr Merja Myllylahti chats to Jesse.

Lucinda discusses the critical importance of employee communication with Sally Pritchett, CEO of Something Big, a creative communications agency.  Sally shares her insights on the evolving landscape of workplace communication, the challenges of information overload and the changing expectations of employees who seek transparency and authenticity from their leaders. They also explore the significance of trust in organisations, the need for two-way dialogue rather than one-sided communication, and the role of HR in fostering a culture of engagement KEY TAKEAWAYS Effective employee communication is crucial in today's workplace, where employees expect to be engaged and informed about the organisation's purpose and values, rather than just being told what to do. Transparency and authenticity in communication are essential for fostering trust between leaders and employees. Leaders should acknowledge uncertainties and focus on the organisation's core values to provide stability during challenging times. Organisations should prioritise genuine conversations over monologue-style communication. Engaging employees in dialogue can lead to better understanding and collaboration, rather than simply broadcasting messages. The choice of language in communication can significantly impact employee perception. Using inclusive and relatable language helps employees feel acknowledged and valued, while jargon or corporate speak can create disconnect and distrust. BEST MOMENTS "We need to bring people on the journey. They don't just come because we gave them a job and we're paying them at the end of the month." "I think the best thing [leaders] can do is to say, we don't have a crystal ball. We don't have the answers to what the future looks like." "If you keep telling your kids to stop bickering, what you get is more bickering. Look at what is the main conversation going on in your business." "Treating employees like adults is an absolute must, in my opinion. I think that's often where we fail." VALUABLE RESOURCES Something Big - https://somethingbig.co.uk/our-story/ The HR Uprising Podcast | ⁠Apple⁠ | ⁠Spotify⁠ | ⁠Stitcher⁠   ⁠The HR Uprising LinkedIn Group⁠ ⁠How to Prioritise Self-Care (The HR Uprising)⁠ ⁠How To Be A Change Superhero - by Lucinda Carney⁠ HR Uprising Mastermind - ⁠https://hruprising.com/mastermind/⁠   ⁠www.changesuperhero.com⁠ ⁠www.hruprising.com⁠            Get your copy of How To Be A Change Superhero by emailing at ⁠info@actus.co.uk⁠ CONTACT SALLY LinkedIn: https://www.linkedin.com/in/somethingbig/ ABOUT THE HOST Lucinda Carney is a Business Psychologist with 15 years in Senior Corporate L&D roles and a further 10 as CEO of Actus Software where she worked closely with HR colleagues helping them to solve the same challenges across a huge range of industries. It was this breadth of experience that inspired Lucinda to set up the HR Uprising community to facilitate greater collaboration across HR professionals in different sectors, helping them to ‘rise up' together. “If you look up, you rise up” CONTACT METHOD Join the LinkedIn community - ⁠https://www.linkedin.com/groups/13714397/⁠ Email: ⁠Lucinda@advancechange.co.uk⁠ Linked In: ⁠https://www.linkedin.com/in/lucindacarney/⁠ Twitter: @lucindacarney Instagram: @hruprising Facebook: @hruprising This Podcast has been brought to you by Disruptive Media. ⁠https://disruptivemedia.co.uk/

On Friday, the Government increased grants to small businesses from €20,000 to €100,000. In a new approach, hundreds of Red Cross volunteers have been knocking on doors alerting people impacted by flooding about their entitlements. Eithne Dodd reports from Enniscorthy with some of those volunteers.

The Disability Confident Scheme is a government programme that aims to help employers recruit and retain disabled people. Organisations can volunteer to sign up and move through three tiers that have varying levels of commitments. As part of a series of measures to try to help with the recruitment of disabled people, the government are planning to overhaul the scheme and make certain criteria more robust. Minister for Social Security and Disability, Sir Stephen Timms tells In Touch about their plans.GBR Blind Sailing recently achieved great success at the World Sailing Inclusion Visually Impaired Championships in Oman. Lucy Hodges MBE is commodore of GBR Blind Sailing and nine-time World Champion and she, along with long-term sailor Vicki Sheen, tell In Touch about their success in Oman and about their aims to get more visually impaired people involved in the sport and to get blind sailing into the Paralympics in its own class. Presenter: Peter White Producer: Beth Hemmings Production Coordinator: Helen SurteesWebsite image description: Peter White sits smiling in the centre of the image and he is wearing a dark green jumper. Above Peter's head is the BBC logo (three separate white squares house each of the three letters). Bottom centre and overlaying the image are the words "In Touch" and the Radio 4 logo (the word ‘radio' in a bold white font, with the number 4 inside of a white circle). The background is a bright mid-blue with two rectangles angled diagonally to the right. Both are behind Peter, one is a darker blue and the other is a lighter blue.

Send a textWe've revamped for 2026 with new branding, featuring presenters Sharon Gregory and Alasdair Stewart marking our 4th year of chatting about Railways.In this episode Alasdair meets a couple of UK Railway volunteers Dan Holbrook & Caleb Lovegrove, They, and a group of friends and colleagues have recently been on what we could refer to in the UK as a bus man's holiday, taking a tour of railways in India. Sharon travels to Oswestry this time to catch the steam train on the Cambrian Heritage Railway.Alasdair calls in at a Locomotive  Club of Great Britain Meeting and we hear about a delightful Dapol model launched to celebrate #WorldBookDay.#CambrianHeritageRailway #Darjeeling #railwaymodelling #Dapol #Oswestry#railwayenthusiast #railwayhistory #Railways #trainsHere are links to the Railways and Organisations mentioned in this episode:The Cambrian Heritage RailwayThe Darjeeling Himalayan Railway Nilgiri Mountain Railway (Wikipedia link)The Dapol Model Railway Company  including links to the World Book Day fundraising wagons.Browsers Book Shop,  Porthmadog Facebook PageWorld Book Day CharityThe Locomotive Club of Great BritainThis podcast is produced by Laura Raymond and presented by Alasdair Stewart and Sharon Gregory. Our 'Making Tracks' music is with kind permission of composer and musician Richard Durrant. It is a unique piece inspired by the rhythm of the historic rolling stock on the Ffestiniog Railway on the scenic journey from Harbour Station to Tan y Blwch. You can listen and download the full 'Tan y Bwlch' Ukulele Quartet here: Thank you to voice artist David King - for the Railway Ride outs voice over. Ukulele Quartet No. 1 "Tan y Bwlch" Ukulele Quartet No. 1 "Tan y Bwlch" Richard Durrant · Single · 2019 · 3 songs.

Selon les Nations unies, 2,2 milliards de personnes n'avaient toujours pas accès à une eau potable gérée en toute sécurité, soit environ 25% de la population dans le monde. En Afrique subsaharienne, la statistique grimpe à 70% avec des disparités selon les régions et les zones rurales et urbaines. Si des progrès ont été faits, force est de constater que l'objectif de développement durable numéro 6, fixé par les Nations unies à l'agenda 2030 « garantir l'accès de tous à l'eau et à l'assainissement et assurer une gestion durable des ressources en eau » est encore loin d'être atteint. Derrière les chiffres, les conséquences sont concrètes pour les populations souvent obligées de se déplacer pour accéder aux puits et aux bornes fontaines. L'eau est à la jonction de nombreux domaines tels que la sécurité alimentaire, la santé, la lutte contre la pauvreté, mais aussi l'accès à l'énergie et la préservation de l'environnement. Garantir l'accès à l'eau à la population a donc de nombreux impacts. C'est aussi un investissement rentable. Toujours selon les Nations unies, pour chaque dollar investi dans les infrastructures sanitaires et liées à l'eau, l'effet multiplicateur est estimé à 2 pour l'eau potable et grimpe à 5,5 pour l'assainissement.   En Afrique, où l'accès à l'eau potable progresse trop lentement, faute notamment d'investissements, les défis sont grands pour améliorer la situation. Le continent doit, en effet, faire face aux effets du changement climatique, avec la multiplication des inondations et des vagues de chaleur qui aggravent le risque de pénurie d'eau. L'urbanisation galopante et l'étalement des villes qui se font de manière anarchique compliquent également la mise en place de point d'eau et les raccordements. Enfin le manque de financement, la multiplicité des acteurs du secteur freinent aussi les travaux d'infrastructures.   Face à ce constat et si tout le monde s'accorde sur l'objectif, quels sont les moyens à mettre sur la table ? Faut-il une politique africaine unique de l'eau ? Et concrètement sur le terrain, quelles sont les solutions qui fonctionnent pour répondre aux besoins en eau des populations ? Sont-elles reproductibles à grande échelle ?   Émission enregistrée à Dakar à l'occasion de la réunion préparatoire de haut niveau de la Conférence des Nations unies sur l'eau de 2026 qui se déroule les 26-27 janvier 2026.   Avec : • Cheikh Tidiane Dieye, ministre de l'Hydraulique et de l'Assainissement du Sénégal  • Pedro Arrojo Agudo, rapporteur spécial des Nations unies sur les droits humains à l'eau potable et à l'assainissement   • Sareen Malik, secrétaire exécutive du Réseau africain de la société civile pour l'eau et l'assainissement (ANEW) et vice-présidente de Assainissement et Eau pour tous (SWA) • Aziz Faye, coordonnateur de la Plateforme des Organisations de la Société Civile de l'eau et de l'assainissement du Sénégal (POSCEAS) et président de l'Alliance Africaine de Faitières pour l'Eau et l'Assainissement (AAFEA).   Programmation musicale :  ► Ya Nob Bandit Bi - Jahman X-Press ► Out of orbit - Flox.

Selon les Nations unies, 2,2 milliards de personnes n'avaient toujours pas accès à une eau potable gérée en toute sécurité, soit environ 25% de la population dans le monde. En Afrique subsaharienne, la statistique grimpe à 70% avec des disparités selon les régions et les zones rurales et urbaines. Si des progrès ont été faits, force est de constater que l'objectif de développement durable numéro 6, fixé par les Nations unies à l'agenda 2030 « garantir l'accès de tous à l'eau et à l'assainissement et assurer une gestion durable des ressources en eau » est encore loin d'être atteint. Derrière les chiffres, les conséquences sont concrètes pour les populations souvent obligées de se déplacer pour accéder aux puits et aux bornes fontaines. L'eau est à la jonction de nombreux domaines tels que la sécurité alimentaire, la santé, la lutte contre la pauvreté, mais aussi l'accès à l'énergie et la préservation de l'environnement. Garantir l'accès à l'eau à la population a donc de nombreux impacts. C'est aussi un investissement rentable. Toujours selon les Nations unies, pour chaque dollar investi dans les infrastructures sanitaires et liées à l'eau, l'effet multiplicateur est estimé à 2 pour l'eau potable et grimpe à 5,5 pour l'assainissement.   En Afrique, où l'accès à l'eau potable progresse trop lentement, faute notamment d'investissements, les défis sont grands pour améliorer la situation. Le continent doit, en effet, faire face aux effets du changement climatique, avec la multiplication des inondations et des vagues de chaleur qui aggravent le risque de pénurie d'eau. L'urbanisation galopante et l'étalement des villes qui se font de manière anarchique compliquent également la mise en place de point d'eau et les raccordements. Enfin le manque de financement, la multiplicité des acteurs du secteur freinent aussi les travaux d'infrastructures.   Face à ce constat et si tout le monde s'accorde sur l'objectif, quels sont les moyens à mettre sur la table ? Faut-il une politique africaine unique de l'eau ? Et concrètement sur le terrain, quelles sont les solutions qui fonctionnent pour répondre aux besoins en eau des populations ? Sont-elles reproductibles à grande échelle ?   Émission enregistrée à Dakar à l'occasion de la réunion préparatoire de haut niveau de la Conférence des Nations unies sur l'eau de 2026 qui se déroule les 26-27 janvier 2026.   Avec : • Cheikh Tidiane Dieye, ministre de l'Hydraulique et de l'Assainissement du Sénégal  • Pedro Arrojo Agudo, rapporteur spécial des Nations unies sur les droits humains à l'eau potable et à l'assainissement   • Sareen Malik, secrétaire exécutive du Réseau africain de la société civile pour l'eau et l'assainissement (ANEW) et vice-présidente de Assainissement et Eau pour tous (SWA) • Aziz Faye, coordonnateur de la Plateforme des Organisations de la Société Civile de l'eau et de l'assainissement du Sénégal (POSCEAS) et président de l'Alliance Africaine de Faitières pour l'Eau et l'Assainissement (AAFEA).   Programmation musicale :  ► Ya Nob Bandit Bi - Jahman X-Press ► Out of orbit - Flox.

Matt Poepsel, PhD is author of "Expand the Circle: Enlightened Leadership for Our New World of Work", VP of Talent Optimization at The Predictive Index, and part-time faculty at Boston College. Matt discusses how leaders must prioritise human systems to adapt their approaches amid ongoing turbulence and disruption. Drawing from his military background and psychology expertise, Matt breaks down how to shift from control to connection, fostering hope, mutual trust and commitment. He offers clear guidance on managing through volatility, aligning teams in hybrid settings, exploring how to sustain motivation, rethink productivity, and embrace the opportunities.     KEY TAKEAWAYS   CHAPTER 1: Psychology, Empathy, and the Foundation of Leadership [01:19] During a Marine deployment, Matt is drawn to human behaviour and psychology. [02:49] For high performance and intense situations, military entities have psychology wired in. [03:37] Empathy and cohesion are underappreciated drivers of military agility and effectiveness. [05:15] High stakes work recognise 'softer' factors. Employers often miss the essential social glue.   CHAPTER 2: Transitioning to Human-Centred Tech-based Coaching [06:21] Matt leaves the military focused on product but is drawn to team leadership dynamics. [07:27] After a PhD on technology-assisted coaching, Matt starts a company to scale the concept. [08:05] Early coaching efforts centred on behaviour change, connection building and achievement orientation. [08:40] Millennials', and later Gen Zers, arrival highlighted need for new leadership approaches. [09:12] Even early technologies held innovation possibilities to improve human connection.   CHAPTER 3: Technology Acceleration and the Human Impact [10:45] Today's technology has increased convenience and productivity as well as disassociation.   [13:10] Mandated and mismanaged tech rollouts generate fear and resistance in employees. [13:55] Leaders can push productivity too fast, miss reactions showing people aren't yet on board. [15:37] First Principles are vital to understand actionable and effective priorities.   [16:10] Leaders need to counter employees withdrawing and reverting to self-interest. CHAPTER 4: Core Leadership Strategies for Unstable Times   [17:05] Hope acts as social gravity for leaders to bring teams back together. [18:58] Mutual understanding and trust between employers and employees needs cultivating. [20:35] Empathising with others reduces people the misjudgement of motives that increase fear. [22:40] Hierarchical org structure and career progression are outdated and block upward mobility. [24:00] Organisations need to be creative, evolve structures and upskill workers for adaptability. [25:03] Commitment to shared goals builds cohesion and counters fragmentation [28:45] Leadership training must emphasize empathy and collaboration skills [30:47] Leaders who aren't supported must proactively learn and adapt.   CHAPTER 5: Building Cohesive Teams in a Fragmented World     [31:50] Synchrony—aligned workflows—strengthens team connection and performance [32:52] Poor communication and decisions often isolate rather than unify [34:54] Redesigning how work gets done can restore belonging and efficiency [35:56] Leaders must assess cohesion and identity to guide 2026 planning [36:58] Focus on collective progress as the pace of change increases [38:00] Strong teams come from intentional connection, not just output   IMMEDIATE ACTION TIP: "To manage successfully through 2026, first take stock of your team, You need to know how things are. Then focus on cohesion because the way you're going to get through it is together."       RESOURCES   Matt Poepsel on LinkedIn Matt Poepsel's website The Predictive Index website Matt's Book "Expand the Circle: Enlightened Leadership for Our New World of Work"       QUOTES   "We can't succumb to the transactionalisation, the reductionism that's affecting the modern workplace. Because there are real economic consequences in terms of performance, but also human consequences in terms of our lived experience."   "The only way out is through."   "We have to take our people with us."   "I have to be the magnet rod that kind of draws us all back together through the way that I show up, the way that I diagnose problems, the way that I provide my coaching."   "Our human systems evolution is falling woefully behind our technology evolution."   "Let's try to get more creative… Let's emphasize those things that AI can't do and let's help our employees remain competitive and more valuable as a result."   "We have to check in with our teams and basically do that temperature check."

As organisations navigate the rapid rise of AI, the challenge is no longer simply acquiring technology; it's preparing people to use it effectively. Many companies are realising that access to AI tools alone doesn't translate into business impact. Employees need meaningful opportunities to develop skills that can be applied immediately, helping teams work smarter and make better decisions.In this episode of Tech Transformed, Christina Stathopoulos, Founder of Dare to Data, speaks with Gary Eimerman, Chief Learning Officer at Multiverse, about the pressing challenge of closing the AI and data skills gap in the workforce. They explore how organisations can build an AI-ready workforce, focusing on non-technical employees and the importance of a skills-first approach to learning.The Skills-First ApproachMultiverse champions a skills-first approach to upskilling employees in AI and data, asserting that this targeted training drives measurable business impact, including increased productivity, revenue growth, and time savings. This strategy moves beyond general AI literacy to focus on practical, applied learning. By diagnosing both organisational needs and individual skill levels, the approach identifies gaps and prescribes tailored, project-based learning experiences. Employees don't just complete modules in isolation; they work on real-world projects that apply the skills they are learning from day one, reinforcing retention and ensuring that training contributes to tangible outcomes.Learning in the AI EraGary explains that learning in the AI era is not simply about providing tools or access to content; it's about driving behaviour change, aligning learning with business outcomes, and embedding a culture of continuous skill development. As AI reshapes both the work we do and the way we learn, organisations that invest in people-first strategies position themselves to thrive rather than merely adapt. This conversation demonstrates that the future of work is always on learning, and that meaningful investment in AI and data skills is no longer optional; it's a critical driver of business success.Unlocking Workforce PotentialBy combining practical, applied training with ongoing support and measurable outcomes, companies can not only close the AI skills gap but also unlock the full potential of their workforce in an era defined by rapid technological change.TakeawaysTechnology alone is never enough; people must be invested in.Reskilling is a necessity due to technological disruption.Organisations must focus on human behaviour change, not just software deployment.A skills-first approach is critical for effective learning.Learning should be project-based and applied immediately.Non-technical roles are increasingly adopting AI tools.Creating time and space for learning is essential.Highlighting success stories builds confidence in using AI.Measuring impact through metrics like revenue per employee is vital.The future of work requires a cultural shift towards continuous learning.Chapters00:00 Closing the AI and Data Skills Gap02:02 Challenges in Building an AI-Ready Workforce06:06 The Skills First Approach to Learning10:04 Supporting Non-Technical Employees in AI13:46 Measuring the Impact of AI Skills...

“Collective stupidity is fairly common in organisations. Firms full of very smart individuals who act in reckless ways that destroy them. Governments and nations that engage in acts of self-harm, descending into economic decline or civil war. Armies that repeat failed tactics. It's easy to see collective stupidity as something others slip into because of their own idiocy or moral failings. But this perspective misses much. We are all party to such follies.”So wrote our guest today, Professor Sir Geoff Mulgan, in a recent paper on the focus of our conversation: Collective Stupidity and its implications for individuals, organisations and society.About our guestSir Geoff Mulgan CBE is Professor of Collective Intelligence, Public Policy and Social Innovation at University College London (UCL). Prior to that he was Chief Executive of Nesta, the UK's innovation foundation, between 2011 and the end of 2019. From 1997 to 2004 Geoff had roles in the UK government including director of the Government's Strategy Unit and head of policy in the Prime Minister's office. From 2004 to 2011 he was the first Chief Executive of The Young Foundation. He was the first director of the think-tank Demos; and has been a reporter on BBC TV and radioThe article discussed in the interview is open access and is available here:Mulgan, G. (2025). A Theory of Collective Stupidity in Organisations–and Possible Remedies. Organization Studies, 46(9), 1331-1335.https://journals.sagepub.com/doi/pdf/10.1177/01708406251349313 Hosted on Acast. See acast.com/privacy for more information.

Regional Victoria has been severely impacted by bushfires, driven by heatwaves and high-speed winds. Amid the crisis, some members of migrant communities, including those from Punjabi backgrounds, are extending help. From delivering meals to opening their spaces as shelters, Punjabi migrants are leading relief and rescue efforts. SBS Punjabi spoke with Manpreet Singh from Sikh Volunteers Australia and Gurjeet Singh from Australian Sikh Support, both of whom are at the forefront of these community-driven operations. - ਵਿਕਟੋਰੀਆ ਦੇ ਕਈ ਖੇਤਰੀ ਇਲਾਕੇ 2019-2020 ਦੀ ਬਲੈਕ ਸਮਰ ਤੋਂ ਬਾਅਦ ਹੁਣ ਤੱਕ ਦੀ ਸਭ ਤੋਂ ਭਿਆਨਕ ਬੁਸ਼ਫਾਇਰ ਵਿੱਚ ਝੁਲਸ ਰਹੇ ਹਨ। ਐਮਰਜੈਂਸੀ ਅਧਿਕਾਰੀਆਂ ਦੇ ਮੁਤਾਬਿਕ, ਵਿਕਟੋਰੀਆ ਵਿੱਚ 1,500 ਤੋਂ ਵੱਧ ਐਮਰਜੈਂਸੀ ਚੇਤਾਵਨੀਆਂ ਜਾਰੀ ਕੀਤੀਆਂ ਗਈਆਂ ਹਨ ਅਤੇ 17 'ਵਾਚ ਐਂਡ ਐਕਟ' ਨੋਟਿਸ ਪੂਰੇ ਰਾਜ ਵਿੱਚ ਲਾਗੂ ਹਨ। 20 ਸਥਾਨਕ ਸਰਕਾਰੀ ਖੇਤਰਾਂ ਵਿੱਚ ਐਮਰਜੈਂਸੀ ਦੀ ਸਥਿਤੀ ਦਾ ਐਲਾਨ ਕੀਤਾ ਗਿਆ ਹੈ। ਇਸ ਭਿਆਨਕ ਘੜੀ ਵਿੱਚ ਵਿਕਟੋਰੀਆ ਦੇ ਪੰਜਾਬੀ ਪਰਵਾਸੀ ਭਾਈਚਾਰੇ ਦੇ ਲੋਕ ਬਚਾਅ ਕਾਰਜਾਂ ਵਿੱਚ ਆਪਣਾ ਸਹਿਯੋਗ ਦੇਣ ਵਾਲਿਆਂ ਵਿੱਚ ਮੋਹਰੀ ਬਣੇ ਹੋਏ ਹਨ। ਇਸ ਪੌਡਕਾਸਟ ਰਾਹੀਂ ਸੁਣੋ, ਵਿਕਟੋਰੀਆ ਦੇ ਖੇਤਰੀ ਇਲਾਕਿਆਂ ਵਿੱਚ ਮੌਜੂਦ ਪੰਜਾਬੀ ਵਲੰਟੀਅਰਾਂ ਨਾਲ ਐਸਬੀਐਸ ਪੰਜਾਬੀ ਦੀ ਗੱਲਬਾਤ।

2025 could be described as having been a rather eventful year in the world of visual impairment. In Touch has assembled a panel of guests with varying personal and professional experience of visual impairment, to discuss the events of the past year. This programme is part two of our discussion, which focuses on sight loss organisations and the direction of travel regarding representation and where the money goes. Presenter: Peter White Producer: Beth Hemmings Production Coordinator: Helen Surtees Website image description: Peter White sits smiling in the centre of the image and he is wearing a dark green jumper. Above Peter's head is the BBC logo (three separate white squares house each of the three letters). Bottom centre and overlaying the image are the words "In Touch" and the Radio 4 logo (the word ‘radio' in a bold white font, with the number 4 inside of a white circle). The background is a bright mid-blue with two rectangles angled diagonally to the right. Both are behind Peter, one is a darker blue and the other is a lighter blue.

Israel is revoking the licences of 37 aid organisations working in Gaza, saying they failed to meet the requirements of new registration rules. The UK government is among those warning of the humanitarian impact the move could have. One resident of Gaza tells us of her fears. Also on the programme: With drones increasingly lighting up the skies at New Year's celebrations, we hear a defence of the old-fashioned firework.And looking back as punk turns 50.

In this Dog Walk Diary episode, I explore a powerful metaphor about bananas and talent selection to unpack why traditional coach education falls short, and argue that we need to think ecologically about the environments coaches operate within rather than just pumping them full of content.Three Key Takeaways:1.The knowing-doing gap isn't about lack of education – We can't expect coach education alone to change behaviour when coaches operate within systems that constrain them through competitive pressures, selection policies, and performance metrics that reward short-term outcomes over long-term development.2.Competition systems drive coaching behaviour more than content does – When policies prioritise win rates and early selection, coaches naturally choose “ripe bananas” over “green ones” because the environment punishes developmental thinking. We need to redesign the ecological niche coaches inhabit, not just their knowledge base.3.Sport needs a philosophical conversation before a technical one – Organisations must first answer whether they're serving participation or performance, recognise it's a false dichotomy, and then align their policies, resources, and competitive structures to support both—creating the “broccoli burger” that's both appealing and nutritious.If you're interested in exploring these ideas further and connecting with other practitioners who think differently about coaching and development, join The Guild of Ecological Explorers by heading to www.thetalentequation.co.uk and clicking the ‘join a learning group' button.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-talent-equation-podcast--2186775/support.Ready to explore these ideas further? Join The Guild of Ecological Explorers – a community of practitioners committed to deepening their understanding of ecological dynamics and constraints-led approaches. Head to www.thetalentequation.co.uk and click the 'Join a Learning Group' button to become part of this transformative conversation