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Networks of bots - automated social media accounts - have been found to be targeting European elections including, in the last year, those in Moldova, Poland and Germany. But could their real intention be to tie up news organisations with fact-checking? Damien Sharkov from BBC Monitoring has been looking at how they operate. Earlier this year, news reports circulated online that a Vietnamese-American scientist called Anh Duong had a hand in creating the bombs used by America in its June airstrikes on Iran. Those reports turned out to be untrue, but Thuong Le from BBC Vietnamese has the real story of the chemical engineer known as 'the Bomb Lady.'In India, pigeons are a much-loved part of city life for many, but a health risk for some.Sumedha Pal has the story. Presenter: Faranak Amidi Producers: Laura Thomas and Caroline FergusonPhoto: Faranak Amidi. Credit: Tricia Yourkevich
What is Chapel? This week, Technology Now explores the programming language, Chapel. We ask what it is, how it was designed, and we explore why people would use it instead of some of the more established languages.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Aubrey Lovell 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 Brad Chamberlain:https://www.linkedin.com/in/brad-chamberlain-3ab358105 Sourceshttps://www.britannica.com/biography/Ada-Lovelacehttps://www.adalovelaceinstitute.org/about/https://cdn.britannica.com/31/172531-050-E009D42C/portion-Charles-Babbage-Analytical-Engine-death-mill-1871.jpghttps://commons.wikimedia.org/wiki/File:PunchedCardsAnalyticalEngine.jpghttps://www.mpg.de/female-pioneers-of-science/Ada-Lovelace
Hi, it's Natalie here. This episode is an emotional and important one. I'm joined by Tim Royal, a television director known for his work on Coronation Street, Emmerdale, and EastEnders, who reached out to me to share the story behind his short film "It's the Hope That Kills You."If you've been listening for a while, you'll know that male factor infertility was part of my own fertility story. And this month on the podcast, we're shining the spotlight on male infertility and men's experiences, which often go unheard. Tim's story speaks to that silence and the emotional toll that fertility treatment can have on men.What we talk about:How Tim felt marginalised and overlooked throughout the IVF processThe emotional weight of never being called by name or offered therapyThe pressure of “sample day” and why language matters in the clinicThe cumulative trauma of repeated failed transfers and insensitive staff questionsA powerful idea: colour-coded patient folders to avoid retraumatising questionsThe stark contrast between treatment at St Mary's Hospital and CARE FertilityTim's experience of debilitating anxiety and his journey to seek therapyThe importance of recognising and challenging intrusive thoughtsHow IVF reshaped his relationships, identity, and day-to-day mental healthTim's reflection on IVF as a team effort, and how he supported his wifeThe impact of working on scripts about fertility while living through treatmentChoosing to use film as a tool for honesty, empathy, and social changeHow hope can both carry and crush us during infertilityThe moment everything changed: a final transfer, a fertility stone, and holding on to the “1 percent”About the filmIt's the Hope That Kills You is a 13-minute short film written and directed by Tim, based on his and his wife's seven-year fertility journey. It is raw, authentic, and quietly devastating, capturing the micro-aggressions, emotional weight, and relationship strain of infertility.Tim self-funded the film and created it to spark conversations and help others feel seen. It's especially powerful for those trying to support loved ones but unsure how.The film will be available to watch for free on YouTube on 30 November.It has a Christmas element and was inspired by their 11th and final transfer, which took place on Christmas Eve.You can follow the film's Instagram page for updates: @itsthehopethatkillsyoufilmSupport for Men and Mental HealthAs Tim shares, his anxiety became life-altering and the lack of support for men in the fertility space made it worse. If you're navigating something similar, please know there is help available.Organisations and initiatives that support men:ExamenLab – Sperm DNA Fragmentation TestingFertility for MenThe Male Fertility Coach testhim - Male Fertility SupportThe Male Fertility PodcastFertility Matters at WorkFertility Action – Regular support groups and workplace advocacyDon't forget to ask your clinic about advanced sperm DNA testing. Many men are told their semen analysis is “normal,” but tests like those offered by ExamenLab go deeper by detecting hidden DNA fragmentation that can impact conception,...
The new Grá Macroom Gift Card for the town of Macroom and neighbouring villages listed on the Grá Macroom Gift Card has gone live following an official launch event at the Castle Hotel in Macroom on the 29th October. Backed by Macroom Business Association, the Grá Macroom Gift Card replaces the previous paper Macroom shopping voucher and extends its reach from the town to its surrounding villages in the Lee Valley region, benefiting 15,000 people and around 100 businesses. Available in both physical and digital formats, the new Grá Macroom Gift Card is part of the award winning Town & City Gift Card initiative, and the first of its kind in County Cork. Cards are available to buy online and in person from Killian Auctioneers Macroom, Cooney's Garage in Coachford, Connections in Macroom, Dromeys Centra in Ballymakeera and Daybreak in Ballingeary and can be spent with around 100 participating local businesses. The Grá Macroom Gift Card is eligible to be used with the Small Benefit Exemption that allows organisations to gift their people up to five small non-cash benefits, tax free, each year up to the value of €1,500. Organisations can avail of a new corporate ordering site, with physical cards delivered securely by post, or the ability to send digital cards on a day/time of the organisation's choosing. Irish owned chain Connections has stores across County Cork, including in Macroom. The Macroom store is both a location to buy the new Grá Macroom Gift Card and a business which accepts the card. David O'Leary is CEO and founder of Connections and said: "It's the right time for Macroom to have its own high-tech gift card because the paper vouchers were dated. The new Grá Macroom Gift Card, being a physical and digital card, is more streamlined and easy to use. Since the pandemic, we've moved from around 40% card payments to 70% card payments. The Grá Macroom Gift Card is something recipients will have in their pocket or digital wallet. "Coming up to Christmas, employers can buy the Grá Macroom Gift Card for their staff in bulk. It's an easy, efficient way to reward staff. Why would you give a Perx or One4All Gift Card, when you can keep it local with the Grá Macroom Gift Card, and ensure that spend stays in the local economy. It makes more sense. "The extension of the Grá Macroom Gift Card beyond Macroom to its neighbouring villages will bring the benefits of the initiative to more people." Restaurants, pubs and hotels also accept the new Grá Macroom Gift Card, such as third generation family-owned The Castle Hotel. Manager, Rory Buckley, said: "The Castle is a four star hotel with 56 bedrooms and a leisure club. The launch of the new gift card is a great move for Macroom. Every community wants money to circulate and keep spend local, and that's what the Grá Macroom Gift Card will do. We accept the card at the hotel, and I think in today's economy, a card that can be used to pay for annual leisure club membership, swimming lessons for the kids or on an ongoing basis to enjoy lunch out is a real positive, easing the cost of living. "The ease of purchase and use of the Grá Macroom Gift Card will also bolster tourism. With the card, people can enjoy a night away and a full experience of Macroom, spending over and above what's on the card as they enjoy Macroom and its surrounding villages. A former Macroom resident now living in Australia recently commented that they see the card as a great gift to give to family still living at home in Macroom. So as well as locking spend into Macroom, it'll bring new money in too." Third generation business Matt Murphy's Pharmacy in Macroom is part of the new card. Henry Murphy commented: "The pharmacy is a family run, third generation business that has been located in the centre of Macroom for over 100 years. We used to purchase the paper vouchers for our staff and this year, we'll be purchasing the new card. It's nice that there's the option of the physical or digital card, and I like the fact ...
"A flaw of warehouses is that you need to move all your data into them so you can keep it going, and for a lot of organisations that's a big hassle,” says Will Martin, EMEA Evangelist at Dremio. “It can take a long time, it can be expensive, and you ultimately can end up ripping up processes that are there."In this episode of the Don't Panic It's Just Data podcast, recorded live at Big Data LDN (BDL) 2025, Will Martin, EMEA Evangelist at Dremio, joins Shubhangi Dua, Podcast Host and Tech Journalist at EM360Tech. They talk about how enterprises can enable the Agentic AI Lakehouse on Apache Iceberg and why query performance is critical for efficient data analysis. "If you have a data silo, it exists for a reason—something's feeding information to it. You usually have other processes feeding off of it. So if you shift all that to a warehouse, it disrupts a lot of your business," Martin tells Dua. This is where a lakehouse comes into play. Organisations can federate their access through a lakehouse data approach. They can centralise access to the respective organisation's lakehouse while keeping their data in its original location. Such a system helps people get started quickly.In terms of data quality, if you access everything from one location, even with separate data silos, you can see all your data. This visibility allows you to identify issues, address them, and enhance your data quality. That's beneficial for AI, too, Martin explains. Lakehouse Key to AI Infrastructure?Lakehouse has been recognised for unifying and simplifying governance. An imperative feature of a lakehouse is the data catalogue, which helps an organisation browse and find information. It also secures access and manages permissions."You can access in one place, but you can do all your security and permissions in one place rather than all these individual systems, which is great if you work in IT,” reflects Martin. "There are some drawbacks to lakehouses. So, a big component of a lakehouse is metadata. It can be quite big, and it needs managing. Certain companies and vendors are trying to deal with that."With AI and AI agents, it's become even harder to optimise analytics on a lakehouse. However, this has been improved as technical barriers are disappearing. Martin explains that anyone can prompt a question; for instance, an enterprise CEO could ask questions about the data and demand justifications directly. In the past, a request would have to be submitted, and then a data scientist or engineer would create the dataset and hand it over. Now, engineers' roles have changed to focus on better optimisation. They help queries run smoothly and ensure tables are efficient. Agents cannot assist with that.Also Listen: Dremio: The State of the Data LakehouseOptimise LakehouseVendors such as
Wie können Menschen ihre beruflichen und persönlichen Kompetenzen sichtbar machen – und damit zum Beispiel schneller einen Lehrabschluss erwerben?In dieser Folge sprechen Armin Ziesemer und Thomas Böhlefeld mit Franz Fuchs-Weikl, Geschäftsführer des BFI Salzburg, über die Potenziale der Validierung von Kompetenzen.
New Deloitte research across 15 countries shows that Ireland is emerging as a major AI investment hub, ranking number one for AI strategy integration in Europe, the Middle East and Africa (EMEA). Deloitte's latest survey reflects the perspectives of nearly 2,000 C-suite executives when it comes to AI adoption. The findings, which include perspectives from 105 senior leaders of large enterprises in Ireland, show that Ireland is punching above its weight in AI leadership, with one in four Irish firms now having a Chief AI officer. This is compared to one in five (19%) in the 15 EMEA countries surveyed. Ireland is the second highest in this regard, only behind Belgium (29%). The data also signals that Ireland is showing leadership in formalising AI governance and accountability, with four in five (81%) companies integrating AI into their corporate vision, the highest number of the 15 countries surveyed. AI investment in Ireland is both sustained and accelerating, with nearly half (46%) of Irish companies seeing a return within two years on their most successful use case, and more than half (52%) have seen an ROI of greater than 41%. Over the next 12 months, 91% of organisations in Ireland plan to increase financial investment in AI, with 27% saying it will increase significantly or drastically. 87% have already increased AI spending in the last year. Organisations favour a hybrid investment approach - 38% plan to buy more tools, 33% plan to build more, while 28% will do a mix of both. "What we are seeing is that Ireland is emerging as a true leader in AI value realisation," points out Ita Langton, Head of Technology and Transformation at Deloitte Ireland. "This is being driven by C-Suite leadership in Ireland, with 30% of AI use cases being identified by this group. This is one of the highest in Europe following the UK (36%), Belgium (33%) and Germany (32%). "With nearly half of organisations already reporting returns within two years from their most successful AI use case, it means investment is no longer speculative, it's delivering real business impact and reinforces Ireland's position at the forefront of AI maturity across EMEA. At Deloitte, we're seeing Irish clients move from exploration to execution, making sure innovation happens responsibly and at scale." Other findings include: Over half (51%) of organisations are investing 11%-20% of their total technology budget in AI initiatives, 28% are spending over 21% of their budget. Nearly half (49%) say AI initiatives have created revenue growth opportunities, and a similar number (46%) have made a return on investment on their most successful AI use case in two years or less. More than one-third (35%) say between 6% and 10% of their total revenue is attributable to the successful implementation of AI. This rises to 53% in financial services. While 23% overall attribute a higher 26%-50% of their revenues to AI use, this rises to 33% and 38% in the consumer and energy, resources and industrial sectors, respectively.
A new report commissioned by Scale Ireland and undertaken by labour market experts, David Collings, Professor of Sustainable Business at Trinity Business School, and Dr. Shirley Kavanagh, an executive adviser and consultant specialising in talent management, workforce development, and organisational strategy has found that Ireland faces a considerable challenge to meet the future skills needs of its indigenous IT sector. How to Future Proof Ireland's Talent Supply Scale Ireland is the not-for-profit, independent representative organisation for Irish tech start-up and scaling companies. It is the biggest representative organisation for the sector with 800 members. The report which it commissioned found that notwithstanding that Ireland performs creditably in international skills comparisons surveys, we face a serious challenge to meet the skills demands of a growing tech sector. Key points raised include: Ireland performs well in producing ICT graduates, but current supply models suggest that supply will be insufficient to meet future demand. Reskilling and upskilling of employees is likely to be critical. As skills evolve some skills will reduce in importance while others will emerge or become more valuable. Organisations must invest in continuous learning, upskilling and reskilling to meet emerging skills needs. A key risk is that SMEs including indigenous tech start-ups and scaling companies are less likely to have a talent development strategy in place. It is unlikely that third level institutions alone will provide sufficient supply to meet the growing skills demands of the ICT sector. We recommend a greater focus on other routes to entry to the labour market such as apprenticeships. The sector (indigenous and multinational) is already highly reliant on migrant labour with as much as 40% of employment in the sector already undertaken by non-Irish labour. The authors point to the importance of targeted global messaging about employment opportunities and the importance of an efficient employment permit system. Barriers to international migration include high personal tax rates, cost of living, personal safety, and infrastructure, particularly housing and transport. The overall ICT sector (indigenous and multinational) may require as many as 89,590 new positions by 2030. The skills profile will be impacted by additional demand for AI and machine learning skills, network, cybersecurity and technological literacy. In calculating these growth figures, and noting the potential that some work will be automated by AI potentially reducing employment, the authors assume that any efficiencies will be supplemented by higher growth in the medium term. Indeed, while we have witnessed some disruption in the labour market with some job reductions attributed to improved productivity in the context of AI, in line with broader reports and historical trends, the analysis in the report assumes this will level out in the relatively short term. The report also suggests that attracting critical talent may pose a greater challenge to start-up and scaling companies that often lack the human resources capacity of larger firms. Sectoral level initiatives will be critical to upskilling, and bodies such as Skillnet Ireland and SOLAS are likely to play a key role in this regard. It also calls for additional inward diversity paths for the sector. Notwithstanding indicators of a strong commitment to inclusion and the empowerment of women, female employment in ICT remains relatively low. Ultimately, the report states that Ireland will be competing against other jurisdictions for skills talent and we must engage proactively to address this challenge. See more breaking stories here.
What is Chat HPE? This week, Technology Now dives into the world of workplace assistants and examines what must be considered when designing them. We explore why businesses want them, how they are created, and ask how good Chat HPE could be when designing a podcast... Jose M Mejias, a Distinguished Technologist working in the Data Office tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Aubrey Lovell 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 Jose: https://pr.linkedin.com/in/jose-mejias-1233b323Sources:Joseph Weizenbaum. 1966. ELIZA—a computer program for the study of natural language communication between man and machine. Commun. ACM 9, 1 (Jan. 1966), 36–45. https://doi.org/10.1145/365153.365168https://www.ibm.com/think/insights/eliza-effect-avoiding-emotional-attachment-to-aihttps://www.theguardian.com/technology/2023/jul/25/joseph-weizenbaum-inventor-eliza-chatbot-turned-against-artificial-intelligence-ai
Dieses Special bei Carl-Auer Sounds of Science fokussiert in der heute beginnenden vierten Staffel auf Organisation und Leadership respektive Führung. Mag.a Dr.in Maria Spindler hat gemeinsam mit Mag.a Dr.in Ruth E. Lerchster ein Buch herausgegeben, das dieser Special-Serie ihren Namen gibt: Gruppen:Dynamik – Die Gestaltung dynamischer Prozesse für Leadership, Beratung, Teams und Organisationen im 21. Jahrhundert. Erschienen ist das Buch bei Carl-Auer in der Reihe Management / Organisationsberatung. Herausgegeben wird diese Reihe von Torsten Groth, der heute Maria Spindlers Gesprächs-Gast ist. Entstanden ist ein spannender und agiler Austausch – mit Bezügen zu Beiträgen von Erving Goffman, Niklas Luhmann, George Spencer-Brown, Fritz B. Simon und anderen – zu einem ganzen Bündel von interessanten Fragestellungen, insbesondere zu Bezügen und gegenseitigen Dienstleistungsmöglichkeiten von Systemtheorie und Gruppendynamik: • Warum erschien das Buch in dieser Reihe? • Wie ist es in Systemtheorie und verwandten Richtungen zu verorten? • Was leistet Gruppendynamik für Konzepte zu und Praxis in systemischer Organisations-, Führungs- und Beratungsarbeit? • Was leistet Systemtheorie, um besser zu verstehen, was in Gruppendynamik möglich ist und „sich zeigt“? • Wie verstehen wir das Verhältnis Innendynamik / Außendynamik, Organisations- und Team- bzw. Gruppendynamiken, von Situation und Interaktion? • Wie organisiert sich Beobachtung auf mehreren Ebenen von sich selbst, von Situationen, Organisationskultur und gesellschaftlicher Kontexte? • Was passiert gleichzeitig und wirkt gleichzeitig auf uns ein? • Was ist die Kompetenz „basissoziologischer Beobachtungsfähigkeit“ (Groth)? Wie kann diese in Gruppendynamischen Trainingsgruppen geschärft werden? • Und wie bedeutsam ist die Leitunterscheidung System/Umwelt mit Fokus auf Relevanz von Umwelt(en)? _____________ Folgt auch den anderen Podcasts von Carl-Auer: autobahnuniversität https://www.carl-auer.de/magazin/autobahnuniversitat Blackout, Bauchweh und kein` Bock https://www.carl-auer.de/magazin/blackout-bauchweh-und-kein-bock Cybernetics of Cybernetics https://www.carl-auer.de/magazin/cybernetics-of-cybernetics Genau Geschaut: https://www.carl-auer.de/magazin/genau-geschaut Frauen führen besser https://www.carl-auer.de/magazin/frauen-fuhren-besser Formen (reloaded) Podcast https://www.carl-auer.de/magazin/formen-reloaded-podcast Heidelberger Systemische Interviews https://www.carl-auer.de/magazin/heidelberger-systemische-interviews Zum Wachstum inspirieren https://www.carl-auer.de/magazin/zum-wachstum-inspirieren Zusammen entscheiden https://www.carl-auer.de/magazin/zusammen-entscheiden-2
EDIT: This episode has been edited after broadcast to accurately reflect the input of the author of the petition to Mandate Trauma-Informed Training for All NSW Police Officers, Claudia Kuper. Over ten thousand people have signed a legislative assembly petition calling for mandated trauma-informed training for NSW Police. Producer Pongyada Sootthipong speaks to lead petitioner Claudia Kuper and solicitor Sam Lee about trauma-informed responses and what systemic reforms are needed to implement them. Cameron Francis, the CEO of not-for-profit drug testing service organisation The Loop joins us to discuss Queensland's recent ban on public and private pill testing operations. We unpack the impacts of keratoconus (a chronic eye condition) on young people with Dr Jingjing You, a senior lecturer at the University of Sydney's School of Medical Sciences. Have raves lost their meaning? Producer Bec Cushway investigates the history of raves and how Sydney's rave scene is being diluted. The National Association of Renters' Organisations and National Shelter have released their second report card on renting in Australia. Producer Sana Shaikh speaks to CEO of the Tenants' Union of NSW Leo Patterson Ross on how New South Wales fared and what the results mean for Sydney renters. This episode of Backchat was produced by Pongyada Sootthipong, Nyaboth Chuol, Elise Papaioannou, Sana Shaikh and Bec Cushway. Executive produced by Bec Cushway. Hosted by Dani Zhang and Bec Cushway. Aired 27 September 2025 on Gadigal land. Want to support our show? Follow us on Spotify and Apple Podcasts, leave us a five-star review, and share an episode with a friend. See omnystudio.com/listener for privacy information. See omnystudio.com/listener for privacy information.
This week on our Live Show we discussed the problems facing the World's Youth Join my PodFather Podcast Coaching Community https://www.skool.com/podfather/about Start Your Own SKOOL Community https://www.skool.com/signup?ref=c72a37fe832f49c584d7984db9e54b71 Donations https://www.awakeningpodcast.org/support/ #awakening #adloesence #youngpeople #futureyouth About my Co-Host:Arnold Beekes Innovator, certified coach & trainer and generalist. First 20 years in technology and organizational leadership, then 20 years in psychology and personal leadership (all are crucial for innovation). Join his Brain Fitness SKOOL Grouphttps://www.skool.com/brainfitness/about What we Discussed:00:00 What the Show is about today 01:15 Who are we Talking about when we say Youth?02:25 What % of Youth are the World Population04:45 Are the Youths Happy07:00 Problems with Water in Countries09:30 The Price of Education creates a class of Poverty 12:00 The Youth are demonstrating around the World13:35 Two Countries have had a change in Government because of Protests15:50 People can not buy houses anymore17:00 Organisations paying people to Protest 19:50 People can not afford to pay for therapy21:45 Health and Social Security does not work24:22 Refugee camps in Uganda have 1.9 Million people28:50 How many people are in Refugee Camps Worldwide34:00 Do not think that we can not do anything to improve the World36:40 Our SKOOL Groups and how to connect with us Substack Subscriptionhttps://substack.com/@podfatherroy How to Contact Arnold Beekes: https://braingym.fitness/ https://www.linkedin.com/in/arnoldbeekes/ Donations https://www.awakeningpodcast.org/support/ https://www.podpage.com/speaking-podcast/support/ All about Roy / Brain Gym & Virtual Assistants athttps://roycoughlan.com/
Bronto, a proprietary log data platform company, has announced it has raised $14 million in seed funding led by Cercano Management - alongside Heavybit and Conviction Capital - to re-invent logging from end to end. Bronto enables mid-market and enterprise customers to fully leverage an AI native logging platform while also lowering their existing egregious logging costs with traditional observability solution providers. Bronto's AI native logging platform removes the toil experienced by users of existing platforms and opens up valuable new use cases combining AI and logging domain specific expertise. It means companies do not have to discriminate between hot and historic log data and get real value from all of their logs rather than tradeoffs between data volume and cost. Founded by serial entrepreneurs Noel Ruane (co-founder Voysis, acquired by Apple in 2020) and Trevor Parsons (co-founder LogEntries, acquired by Rapid7 in 2015), Bronto addresses a critical infrastructure bottleneck as companies deploy AI at scale. "The shift to AI represents the biggest transformation in computing infrastructure requirements ever, but even pre-AI, logging solutions have not kept pace", commented Bronto Co-Founder and Co-CEO, Noel Ruane. Organisations continue to be forced into painful tradeoffs: pay astronomical bills for 'just-adequate' retention, or delete critical data needed for debugging, security, and compliance. And now, in an agentic world - where intelligence meets data - maintaining all of your log data has never been more critical for companies to leverage and reap the real benefits of AI. "Our goal is to be the world's number 1 logging platform for all users and use cases", continued Bronto Co-Founder and Co-CEO, Noel Ruane. "And with Cercano and Heavybit, we believe we have selected the perfect combination of breath and depth in our first capital partners to help us achieve that goal." "Logging is fundamentally broken, unfit for the volume of data the AI-era has brought, and Bronto fixes that," said Trevor Parsons, Co-Founder and Co-CEO. "Our team has a combined 150+ years of experience building and operating proprietary log-engines and platforms at global scale in both private, venture-backed and public companies. I don't believe you could handpick a better group of engineers than our team at Bronto. Both Noel and I couldn't be more excited to lead this incredible team." Speaking on the announcement Lauren Glatter, Cercano Management Venture Capital said "We believe Bronto is well-positioned to build a category-defining company in the logging and observability market. We're thrilled to support Noel and Trevor's vision and to partner with team-Bronto through our lead investment." As a developer tools and infrastructure-focused investor and a former founder and operator in both private and public observability companies, well-known industry expert Joseph Ruscio said:"I've seen countless attempts to modernize log management, and they all fall short in some way - whether efficiency, scale, or usability. What Bronto has created is revolutionary and represents a true disruption in this space. Everyone at Heavybit is incredibly excited to partner with such an experienced pair of entrepreneurs already executing at this level". Bronto is using the proceeds of this raise to build a world-leading GTM function as it continues to expand its already world-leading engineering function. Headquartered in Dublin, Ireland with a presence on both coasts of the US, Bronto is a people-first, location second hirer. See more stories here. 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...
For CISOs and technology leaders, AI is reshaping business process management and daily operations. It can automate routine tasks and analyse data, but the human element remains critical for workforce oversight, customer interactions, and strategic decision-making.In this episode of Tech Transformed, Trisha Pillay talks with Anshuman Singh, CEO of HGS UK, about AI in the workplace. They discuss how AI can support employees, improve customer service, and require careful oversight. Singh also shares insights on preparing organisations for AI integration and trends leaders should watch in the coming years.Questions or comments? Email info@em360tech.com or follow us on YouTube, Instagram, and Twitter @EM360Tech.TakeawaysAI is reshaping workforce needs, not just replacing jobs.Routine tasks are increasingly being automated by AI.AI can free up capacity for more meaningful work.The narrative around productivity is changing with AI.AI will create new job opportunities, often better-paying.Human oversight is crucial in AI decision-making.AI can assist in customer service, enhancing empathy.Organisations should not wait for perfect AI solutions.Training and hands-on experience with AI are essential.A psychological safety net is necessary for AI experimentation.Chapters00:00 Introduction to AI and Human Element03:03 AI's Impact on Workforce Dynamics08:29 The Role of Human Oversight in AI10:46 AI Innovations in Customer Service16:34 Positioning for Growth in Business Process Management20:01 Preparing the Workforce for AI Integration25:35 Emerging Trends in AI and Workforce29:19 Final Thoughts on AI and Ethics
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Dokumentation des Zeit zu Denken Kongress. (Selbst-)kritischer Antifa-Kongress in Erfurt vom 10.-11.10.2025. Zum aktuellen Stand revolutionärer Stadtteilarbeit Gruppe: Vogliamo Tutto Info: In den letzten Jahren sind in mehreren Städten in Deutschland Stadtteilgewerkschaften entstanden, die versuchen, Menschen im Stadtteil über Beratung zu existenziellen Themen (Bürgergeld, Aufenthaltsrecht, Arbeitsrechte, Mietfragen) für eine Organisierung mit revolutionärer Perspektive zu gewinnen. Diese Form der Stadtteilarbeit ist eine Antwort auf die Frage, wie es gelingen kann, die Isolation der radikalen Linken zu überwinden, breiter in die Gesellschaft hineinzuwirken und langfristig tragfähige Organisations- und Beziehungsformen aufzubauen. In der Diskussionsrunde wollen wir zunächst einen Input zum aktuellen Stand dieser Bewegung geben und im Anschluss daran mit euch darüber sprechen, vor welchen offenen Fragen, Problemen und längerfristigen Aussichten der Praxisansatz der Stadtteilgewerkschaften steht. Moderiert wird die Diskussion von der Gruppe Vogliamo Tutto, die in dem Interviewband „Revolutionäre Stadtteilarbeit“ fünf Stadtteilgruppen zu ihren Praxiserfahrungen und strategischen Überlegungen befragt hat und den Praxisansatz seitdem solidarisch begleitet. Einzelpersonen aus der Gruppe sind zudem in der Stadtteilgewerkschaft „Lichtenrade Solidarisch“ in Berlin aktiv.
La fabrication d'un ordinateur portable de 2 kg mobilise 600 kg de matières premières, 200 kg d'énergie fossile et 1,5 tonnes d'eau. Ces chiffres illustrent l'ampleur des enjeux environnementaux du numérique, de la conception jusqu'à la fin de vie des équipements. Pour comprendre comment les DSI peuvent piloter la réduction de ces impacts, nous accueillons Matthieu Poulard, co-fondateur d'Aguaro, plateforme SaaS qui accompagne les organisations dans la mesure et la réduction de leur empreinte.Notre invité démontre que performance et responsabilité ne s'opposent pas, mais convergent vers l'efficience et l'innovation sous contrainte. Il partage les expériences de grandes organisations comme dans la rationalisation du portefeuille applicatif, où l'angle environnemental permet de valoriser à la fois des gains écologiques et des économies substantielles. De la gestion de projets IA aux bonnes pratiques de cybersécurité durable, il présente les méthodologies concrètes pour faire de chaque collaborateur un éco-comptable et transformer le numérique responsable en atout stratégique.
Human resources (HR) administrative overload is a hidden drain on productivity and profits for small and medium-sized enterprises (SMEs) across Ireland. That is according to The Irish SME HR Report 2025, released today by Ireland's leading HR platform provider, HRLocker, which surveyed 400 SMEs in August. The findings reveal that organisations are, on average, spending nine hours per week - equivalent to 58.5 days each year - on manual HR administration tasks. Widespread inefficiencies and frustration The report indicates that this significant time, budget and engagement sink, which equates to 22% of a full-time employee's work week, speaks to widespread inefficiencies. Findings suggest that nearly half (48%) of SMEs spend even more than the average nine hours on manual tasks, with some losing over 16 hours weekly. Based on a 40-hour work week at the national average rate of €51,000, these companies are incurring costs exceeding €22,000 per year. Further, a concerning three-quarters (73%) of respondents frequently enter the same employee data multiple times, indicating a clear waste of effort due to duplication. Organisations across all industries report duplication rates at 70% or above, signifying the prevalence of the issue. However, the problem is particularly pronounced in the Retail & Wholesale sector, where 83% report issues with duplicated efforts. The research also reveals admin drag as a major source of frustration for HR professionals, with 85% agreeing that time spent on manual processing is not an effective use of their time. The findings suggest that the disproportionate time spent on low-value tasks is taking away from more strategic, people-centred initiatives. In fact, most feel they lack the time required to build a positive company culture (84%) and the opportunity to ensure a good employee experience (72%). Smaller SMEs (20-49 employees) spend slightly more time on manual processing, averaging 9.3 hours per week, compared to those with 50-99 employees (8.9 hours) and 100-249 employees (8.8 hours). Still, the relatively equal distribution across SME sizes shows that manual processing hours do not scale in line with the number of employees, implying that a certain level of admin is inherent to all operations. However, as the report indicates, larger companies are more likely to have efficient processes and specialised tools in place that cut down excessive manual work. A clear need for better tools and processes The findings underscore a critical need for better tools and streamlined processes to alleviate this administrative burden. The data indicates that companies utilising fully fit-for-purpose HR information systems (HRIS) are significantly less likely to experience data duplication (69%) than those mainly using manual processes or a mix of generic tools (75%), demonstrating the tangible benefits of investing in appropriate technology. "Our research clearly exposes a silent, yet significant, challenge facing Irish SME owners and leaders in their HR operations," says Crystel Robbins Rynne, CEO of HRLocker. "Despite advancements in technology, valuable time and resources are being diverted to repetitive, low-value administrative tasks, such as updating employee records, attendance tracking, and leave management. This not only impacts the bottom line but also prevents HR teams from focusing on strategic initiatives that drive employee engagement, bolster talent attraction and retention, and boost business growth." HRLocker's The Irish SME HR Report 2025 provides crucial insights for SME owners and leaders in Ireland looking to reclaim lost time, reduce unnecessary costs, and empower their HR teams to contribute more strategically to business success. It is available to download from: https://www.hrlocker.com/downloads/irish-sme-hr-report-2025 See more stories here.
Artificial intelligence (AI) is rapidly reshaping the cybersecurity landscape across Ireland. While it's unlocking new efficiencies and accelerating innovation, it's also giving cybercriminals new evasive tools to launch faster and more sophisticated attacks. Across Ireland, organisations are navigating a new era of cyber risk defined by speed, sophistication, and AI. As Dell Technologies continues to work closely with Irish businesses to modernise their digital infrastructure, it's clear that cybersecurity must evolve in tandem, as a strategic enabler of trust and resilience. Threat actors are using AI to enhance ransomware, zero-day vulnerabilities, Distributed Denial of Service (DDoS) all making advanced spear-phishing much harder to identify, outpacing conventional security measures. According to the latest Dell Technologies Innovation Catalyst Study, 84% of Irish organisations view security as a key part of their business strategy, yet many continue to struggle with balancing innovation and security. Almost all respondents (96%) admitted that integrating security into wider business strategies is proving difficult. These figures highlight that organisations must rethink their cybersecurity strategies to adopt proactive, intelligent, and resilient approaches that keep pace with the evolving threat environment. Here are five ways to stay resilient against cyber threats: 1. Adopt zero trust for AI Security As threat actors use AI to scout, steal credentials and adapt attack techniques, traditional perimeter-based defences fall short. That's why more Irish organisations are adopting a Zero Trust model built on the principle of "never trust, always verify" ensuring that every user, device, and application is continuously authenticated, regardless of location. The benefits are clear; the latest Innovation Catalyst Study revealed a 100% increase in confidence levels among Irish organisations that have adopted zero trust principles, underscoring its growing value as a security framework. By implementing zero trust principles, organisations can help reduce risk by continuously verifying every access request and implementing strict authentication processes. Using role-based access controls (RBAC) and network segmentation, organisations can minimise the risk of an attack and reduce the impact radius if an attack occurs. Zero trust is more than a security philosophy. It's a unified and adaptive strategy for identity and access management. Through a zero trust approach, organisations not only reduce their attack surface, but also strengthen their ability to detect, respond to and contain threats. 2. Reduce the attack surface In an environment where AI-powered threat actors are constantly probing for weaknesses, reducing the attack surface is a critical line of defence. Every exposed endpoint, unsecured API, or overlooked supply chain vulnerability represents an opportunity for adversaries to infiltrate systems, deploy malware and exfiltrate sensitive data. To mitigate these risks, Irish organisations should begin with assessing and understanding their attack surface and related vulnerabilities. From there, they should have a layered defence strategy focused on securing entry points and minimising exposure. This includes strengthening authentication, encrypting data, regularly testing for vulnerabilities and actively monitoring endpoints. Keeping systems patched and devices hardened further limits risks. By reducing the attack surface, organisations make themselves a harder target, thereby decreasing the likelihood of an attack. 3. Continuously detect and respond to threats AI-powered attacks are capable of mimicking legitimate behaviour and evading traditional security tools, and organisations need to combine advanced threat detection with rapid response capabilities. Leveraging AI and machine learning, organisations can monitor operational data, detect anomalies, and trigger automated responses in real time. This AI-powered threat...
Anonymity in workplace investigations is a double-edged sword: it can protect whistleblowers but also complicate investigations and fairness. In the recording of our recent IFSEA webinar, we were joined by: - Rachida el Johari, Sagiure Legal, Amsterdam - Mathilde Houet Weil, Weil & Associés, Paris - Colleen Cleary, Simmons & Simmons, Dublin - Andrew Pavlovic, CM Murray LLP, London - Emma Bartlett, CM Murray LLP, London (Chair) The key highlights covered in this webinar include: Jurisdictional Differences: - In Ireland, anonymous complaints may not require action, risking procedural issues. - In France, anonymous statements are allowed but must be supported by other evidence; cultural sensitivities are significant. - In the UK, anonymous complaints are accepted if detailed, but pose evidentiary challenges. The Netherlands emphasises fair trial rights, making anonymous reporting complex. Investigator & Regulator Challenges: - Anonymous reports protect identities but make evidence gathering and transparency harder. Regulators like the SRA and BSB struggle to act on such complaints. Practical Guidance: - Investigators should build trust, follow clear protocols, and explain the process to all parties. Policies should discourage anonymity where possible, ensuring fair hearings and due process. Bystander Role: - Employees must be empowered to report misconduct, with clear escalation routes and cultural support. - Organisations should review their investigation policies to balance confidentiality, fairness, and legal compliance. If you have any questions relating to this recording or if you would like discuss work place investigations in further detail, please contact Partners Emma Bartlett or Andrew Pavlovic.
How do we know if our AI… is really AI? This week, Technology now goes under the hood of AI products when Baradji Diallo, an AI Innovation Architect in Technology Strategy and Evaluation working in the office of the CTO joins us to tell us more about how he and his team investigate whether AI products are really what they claim to be.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Aubrey Lovell 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 Baradji Diallo: https://www.linkedin.com/in/baradji-diallo/Sources:https://www.statista.com/outlook/tmo/artificial-intelligence/worldwidehttps://www.historyofdatascience.com/ai-winter-the-highs-and-lows-of-artificial-intelligence/https://www.techtarget.com/searchenterpriseai/definition/AI-winterFunding a Revolution: Government Support for Computing Research. National Academy Press. Archived from the original on 12 January 2008. Retrieved 08 September 2025https://web.archive.org/web/20080112001018/http://www.nap.edu/readingroom/books/far/ch9.htmlhttps://www.birow.com/az-elso-ai-telhttps://www.holloway.com/g/making-things-think/sections/the-second-ai-winter-19871993https://www.forbes.com/sites/johnwerner/2024/04/09/three-lessons-learned-from-the-second-ai-winter/
Education doesn't end with graduation. Leaders may attend induction sessions, compliance programs, or even prestigious executive courses overseas, but these experiences are too infrequent to sustain long-term growth. In Japan and globally, too many bosses stop learning once they hit senior ranks, focusing only on routines that keep the business running. But standing still in today's world is as dangerous as making mistakes. Continuous learning is not optional—it's the fuel that keeps leaders, teams, and companies alive. Why isn't one-time executive training enough? Business schools and executive programs can be stimulating—case studies are fascinating, the networking is inspiring, and global perspectives broaden thinking. But the problem is frequency. These are often “one-shot” experiences, occurring once in a career. Leaders return home excited, but implementing new ideas proves difficult in day-to-day operations. Without continuous reinforcement, old habits resurface, and inspiration fades. Growth stalls because education was treated as an event, not a rhythm. Mini-summary: One-time executive courses inspire but don't sustain growth—leaders need continuous, not occasional, education. What modern learning opportunities do leaders have today? We live in an era of abundant resources. Podcasts, TED Talks, YouTube, online courses, and audiobooks can turn commutes or downtime into classrooms. Platforms like Coursera, LinkedIn Learning, and Udemy provide structured modules, while practitioners share real-world insights through blogs and webinars. Many of these resources are free or low-cost, making access easier than ever. The real issue isn't availability—it's whether leaders have the discipline to use them consistently. Mini-summary: Learning resources are everywhere; the challenge is discipline, not access. The trap is routine. Leaders often spend all their time working in the business rather than on it. They minimise effort by narrowing focus to daily operations, convincing themselves they're too busy for study. Over time, this creates stasis. But the world doesn't stop—technologies shift, competitors emerge, and markets evolve. In Japan, where lifetime employment and rigid routines are common, this tendency to fall into comfortable habits is especially dangerous. Mini-summary: Routines trap leaders into working in the business, leaving no time to work on their own growth. How dangerous is standing still in business? Stasis can be fatal. Consider iMode, once a global pioneer of mobile internet in Japan, now irrelevant. Blackberry dominated professional phones but collapsed. MySpace once led social media, but disappeared. Nokia's CEO famously said, “We didn't do anything wrong,” yet the company still fell. The lesson: even without mistakes, standing still is enough to destroy a business. Leaders who stop learning repeat this error—they allow yesterday's success to blind them to tomorrow's risks. Mini-summary: Standing still is as dangerous as making mistakes—stagnant leaders risk organisational decline. How does generational change affect the need for learning? Generational perspectives shift rapidly. Leaders raised with telephones view the world differently from those raised with faxes, computers, or smartphones. Today, immense computing power fits in the palm of our hands. What was cutting-edge five years ago may already be outdated. This means knowledge has a shorter shelf life than ever. If a company has made its last formal investment in a leader's development, then the responsibility to keep up rests squarely on the individual. Mini-summary: Knowledge expires quickly—leaders must take responsibility for staying relevant across generations. What should bosses do to keep learning alive? Leaders must block time for deliberate study every week. Skimming newspapers or glancing at reports isn't enough. Deep engagement—through reading, listening, structured courses, or reflection—is required. Just as they expect their teams to grow, bosses must first stimulate themselves. Organisations mirror leadership. When the boss stops learning, the company's culture stagnates. But when leaders prioritise growth, they inspire their teams to follow, building resilience and innovation. Mini-summary: Leaders set the tone—if they learn and grow, their teams and businesses do too. In Japan and worldwide, bosses who stop learning stop leading. Executive courses and OJT provide valuable boosts, but they are not enough. Today, resources for continuous learning are abundant, affordable, and accessible. The barrier isn't availability but mindset and discipline. History shows that standing still destroys even the strongest firms. The same is true for leaders. Growth starts at the top, and in 2025, leadership without learning is not leadership at all—it's decline.
Given the chance, how would you design an organisation from scratch?I bet it wouldn't look close to what we see in many established organisations. You'd want more autonomy, greater transparency and less bureaucracy. Well, what if that were possible?In this episode I am joined by Pim de Morree, Co-founder of Corporate Rebels, to explore self-managed organisations. Pim shares insights from his experience creating environments where employees thrive, and organisations excel, with not a manager in sight.Pim's expertise offers a masterclass in rethinking traditional management and embracing a future where work is both meaningful and impactful for all involved.So, are you ready to revolutionise how you lead and run your organisation?“Decentralised decision-making fosters innovation and agility in modern workplaces” – Pim de MorreeYou'll hear about:● How self-managed organisations prioritise autonomy.● The ways employees take ownership and lead without traditional hierarchical constraints.● Why self-managed organisations see higher levels of employee engagement and satisfaction.● Full transparency and accountability are critical.● How decision-making distributed across teams can foster innovation and agility.● The cultural shifts required to transition to a self-managed organisation. About Pim de Morree:Pim de Morree, co-founder of Corporate Rebels and Krisos, embarked on an entrepreneurial journey after leaving a frustrating corporate job. His passion for reimagining the workplace drove him to travel worldwide, studying pioneering organisations. He shares his insights on the Corporate Rebels blog, in books, and through their global platform for self-managing organisations.At Krisos, an impact fund, Pim and the team acquire traditional companies and transform them into forces for good. The award-winning firm is recognized for its innovative approach in combining self-management with alternative ownership structures, creating better jobs, more equality, and a systemic change in the role of business in society.Resources:• Profile: https://tinyurl.com/arv7c668• Masterclass: https://tinyurl.com/2kbmk56n• Newsletter: https://tinyurl.com/47r3tenc• Books: https://tinyurl.com/msfvwxtpMy resources:Try my High-stakes meetings toolkit (https://bit.ly/43cnhnQ) Take my Becoming a Strategic Leader course (https://bit.ly/3KJYDTj)Sign up to my Every Day is a Strategy Day newsletter (http://bit.ly/36WRpri) for modern mindsets and practices to help you get ahead. Subscribe to my YouTube channel (http://bit.ly/3cFGk1k) where you can watch the conversation. For more details about me: ● Services (https://rb.gy/ahlcuy) to CEOs, entrepreneurs and professionals.● About me (https://rb.gy/dvmg9n) - my background, experience and philosophy.● Examples of my writing https://rb.gy/jlbdds)● Follow me and engage with me on LinkedIn (https://bit.ly/2Z2PexP)● Follow me and engage with me on Twitter (https://bit.ly/36XavNI)
In dieser Episode nehmen dich Armin und Thomas mit auf eine persönliche und fachliche Reise zum Kongress der ÖGTA in Wiener Neustadt. Dort stand ein zentrales Thema im Fokus:Wie verändern KI und Digitalisierung unser Menschenbild, unsere professionelle Haltung und unsere Beziehungen in Organisationen und Therapie?
In this bulletin, aid agencies call for greater access to the Gaza Strip to meet overwhelming demand, an advertising campaign targets teens ahead of an under-16 social media ban. And in football, Cape Verde qualifies for the World Cup for the first time.
Ecoutez RTL Matin avec Thomas Sotto du 10 octobre 2025.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.
How do we protect our institutional memory? This week, Technology Now explores the importance of organisational memory and the biggest challenges which can lead to its erosion. We dive into how it could be preserved, and why this is vital for our organisations. Rom Kosla, CIO for HPE, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Aubrey Lovell 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 Rom Koslahttps://www.linkedin.com/in/koslaSourceshttps://www.bls.gov/news.release/pdf/tenure.pdfhttps://www.panopto.com/resource/valuing-workplace-knowledge/https://www.britannica.com/science/Dewey-Decimal-Classificationhttps://www.britannica.com/biography/Melvil-Dewey
SUMMARY In this episode of the Building Better Cultures podcast, Sadhbh O'Flaherty takes over the mic to interview Scott McInnes about his recent research titled 'Mind the Gap.' The research explores the cultural challenges organisations face today, particularly through the lens of Chief People Officers (CPOs) in Ireland. The conversation delves into the motivations behind the research, key findings, and actionable insights for organisations looking to improve their culture. Key themes include leadership skill and will, the role of managers, the importance of learning and development, accountability for values, and the challenge of disconnection in the workplace. Scott emphasises the need for intentionality in creating a strong organisational culture that aligns with business strategies. Mind The Gap Research: http://bit.ly/4gXtNp2 TAKEAWAYS Connection among HR leaders is crucial. Understanding culture challenges requires frontline insights. Leaders set the tone for organisational culture. Everyone in the organization owns the culture. Managers play a key role in translating values to teams. Learning should be prioritized beyond formal courses. Accountability for values strengthens organisational culture. Feedback is essential for personal and professional growth. Intentionality is key in fostering workplace connections. Culture impacts business outcomes significantly. CHAPTERS 00:00 Introduction to the Podcast and Research 02:02 The Motivation Behind the Research 04:28 Leadership Skill and Will 06:55 The Manager Factor 10:54 Skills for Today and Tomorrow 15:09 Accountability for Values 20:54 The Challenge of Disconnection 27:22 Surprises from the Research 29:18 Connecting Themes to Business Outcomes 32:34 Actionable Steps for Organisations
This week on Skip the Queue, we're stepping into the turret and turning up the tension, as we explore one of the UK's most talked-about immersive experiences.Our guest is Neil Connolly, Creative Director at The Everywhere Group, who have brought The Traitors Live Experience to life. With over 10 million viewers watching every betrayal, backstab and banishment on the BBC show, expectations for the live version were nothing short of murderous.So, how do you even begin to transform a TV juggernaut into a thrilling, guest-led experience? Let's find out who's playing the game… and who's about to be banished…Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. Your host is Paul Marden.If you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website SkiptheQueue.fm.If you've enjoyed this podcast, please leave us a five star review, it really helps others find us. And remember to follow us on LinkedIn. Show references: The Traitors Live website: https://www.thetraitorslive.co.uk/Neil's LinkedIn: https://www.linkedin.com/in/neil-connolly-499054110/Neil Connolly is a creative leader of design and production teams focused on development, production and installation of live theatre, entertainment, multi-media and attractions for the themed entertainment industry worldwide.Neil began his career as a performer, writer, producer & artist in Londons alternative theatre/art scene. It was during this time Neil developed a love and passion for story telling through the platform of interactive playable immersive theatre.Having been at the vanguard of playable & immersive theatre since 2007, Neil had a career defining opportunity in 2019 when he devised, wrote & directed an immersive experience as part of Sainsbury's 150th Birthday Celebrations. Making him the only immersive theatre & game maker in the world to have HRH Elizabeth Regina attend one of their experiences.In a distinguished career spanning 20 years, Neil has brought that passion to every facet of themed entertainment in the creative direction and production of attractions such as; Handels Messiah, Snowman & The Snowdog, Peppa Pig Surprise Party, Traitors Live, The Crystal Maze Live Experience, Tomb Raider Live Experience & Chaos Karts, an AR go-kart real life battle. Other clients and activations include: Harrods, Sainsbury's, Camelot/The National Lottery, Samsung, Blenheim Palace, Land Rover and Warner Brothers.Neil has worked across 4 continents for many years with private individuals; designing, producing and delivering live entertainment on land, sea & air. A world without boundaries requires freethinking.Neil is currently working with Immersive Everywhere on creative development of show and attraction content for projects across U.K, Europe, North America & Asia. Transcriptions: Paul Marden: This week on Skip the Queue, we're stepping into the turret and turning up the tension as we explore one of the UK's most talked about immersive experiences.Paul Marden: Our guest is Neil Connolly, Creative Director at The Everywhere Group, who've brought The Traitor's live experience to life. With over 10 million viewers watching every betrayal, backstab and banishment on the BBC show, expectations for the live version were nothing short of murderous. So how do you even begin to transform a TV juggernaut into a thrilling guest-led experience? Let's find out who's playing the game and who's about to be banished.Paul Marden: So, we're underground. Lots of groups running currently, aren't they? How did you make that happenNeil Connolly: Yeah, so now we're two floors under us. There's a lower basement and some other basement. So the building that we are in, there's a family in the 1890s who owned all of the land around Covent Garden and specifically the Adelphi Theatre.Paul Marden: Right.Neil Connolly: And they wanted their theatre to be the first theatre in the UK to have its lights powered by electricity. So they built their own private power station in this building. Like, literally like, all this, this is a power station. But unfortunately for these the Savoy had taken to that moniker, so they quickly built their important institution. The family had this building until the 1980s when the establishment was assumed through the important UK network.Neil Connolly: And then it was sat there empty, doing nothing for 40 years. And so the landlord that is now started redeveloping the building 10 years ago, added two floors onto the top of the building. So now what we're in is an eight-storey structure and we've basically got the bottom four floors. Two of which are ground and mezzanine, which is our hospitality area. And the lower two floors, which are all in the basement, are our experience floors. What we're looking at right now is, if you look off down this way to the right, not you people on audio, but me here.Neil Connolly: Off this side is five of the round table rooms. There's another one behind me and there's two more upstairs. And then I've got some Tretters Towers off to the left and I've got my show control system down there.Neil Connolly: On the floor above me, we've got the lounges. So each lounge is connected to one of the round table rooms. Because when you get murdered or banished, one of the biggest challenges that I faced was what happens to people when they get murdered or banished? Because you get kicked out of the game. It's not a lot of fun, is it? Therefore, for me, you also get kicked out of the round table room. So this is a huge challenge I face. But I built these lounge concepts where you go— it's the lounge of the dead— and you can see and hear the round table room that you've just left. We'll go walk into the room in a while. There's lots of interactivity. But yeah, super fun. Neil Connolly: But unfortunately for these the Savoy had taken to that moniker, so they quickly built their important institution. The family had this establishment until the 1980s when the establishment was considered through the important UK network.Paul Marden: Yeah. So we've got 10 million people tuning in to Traitors per episode. So this must be a lot of pressure for you to get it right. Tell us about the experience and what challenges you faced along the way, from, you know, that initial text message through to the final creation that we're stood in now.Neil Connolly: So many challenges, but to quote Scroobius Pip on this, do you know Scroobius Pip? Paul Marden: No. Neil Connolly: Great, he's amazing. UK rapper from Essex.Neil Connolly: Some people see a mousetrap and think death. I see free cheese and a challenge.Neil Connolly: There's never any problems in my logic, in my thinking. There's always just challenges to overcome. So one of the biggest challenges was what happens to people when they get murdered or banished. The truth of the matter is I had to design a whole other show, which happens after this show. It is one big show. But you go to the Lounge of the Dead, there's more interactivity. And navigating that with the former controller, which is O3 Media and IDTV, who created the original format in the Netherlands, and basically designing a game that is in the world and follows the rules of their game with some reasonable adjustments, because TV and live are not the same thing.Neil Connolly: It takes 14 days to film 12 episodes of The Traitors. Paul Marden: Really? Okay. Neil Connolly: So I was like, how do I truncate 14 days of somebody's life down into a two-hour experience and still deliver that same impact, that same power, that same punch?Paul Marden: Yep.Neil Connolly: But I knew from the beginning of this that it wasn't about time. There is a magic triangle when it comes to the traitors, which is time, space, atmosphere. And time was the thing that I always struggled with. I don't have a Scottish cattle show, and I don't have two weeks. No. So I'm like, 'Cool, I've got to do it in two hours.' So our format follows exactly the same format. We do a breakfast scene, then a mission, then a roundtable banishment, then there's a conclave where the traitors meet and they murder somebody. And I do that in a seven-day structure, a seven-day cycle. But it all happens within two hours around this round table.Neil Connolly: I'm the creative director for Immersive Everywhere. We're a vertically integrated structure in the sense that we take on our own venues. So we're now standing in Shorts Gardens in the middle of Covent Garden. So we've leased this building. We've got a lease that is for a number of years and we have built the show into it. But we also identify the IP, go after that ourselves, we capitalise the projects ourselves. We seek strategic partners, promoters, other people to kind of come involved in that journey. But because we're also the team that are licensing the product, we are also the producers and I'm the creative director for that company. So I developed the creative in line with while also getting the deal done. This is incredibly unusual because other producers will be like, 'Hey, I've identified this IP and I've got it.' Now I'm going to approach a creative agency and I'm going to get them to develop the product. And now I've done all of that, I'm going to find someone else to operationally put it on, or I'm going to find a venue to put it on in, and then I'm going to find my ticketing partner. But we don't do that. We have our own ticketing platform, and we have our own database, so we mark our own shoulders.Neil Connolly: As well as other experiences too. Back, we have our own creative industry, we are the producers, we are the female workers. So we cast it, we hire all the front of house team, we run the food and beverage, we run the bars. The operations team is our operations team because they run the venue as well as the show at the same time. So that's what I mean. We're a vertically integrated structure, which means we do it, which makes us a very unusual proposition within... certainly within the UK market, possibly the world. It makes us incredibly agile as a company and makes us to be able to be adaptive and proactive and reactive to the product, to the show, to the market that we're operating in, because it's all under one roof.Neil Connolly: This show started January 24th, 2023. Right. It's very specific because I was sitting on my sofa drinking a lovely glass of Merlot and I had just watched... UK Traitors, Season One. Yep. Because it came out that Christmas. Immediately I was like, 'Oh my God, this is insane.' And then I got a text message that particular night from our head of licensing, a guy named Tom Rowe, lovely man. And he was like, Neil, I'm at a licensing event with some friends of mine and everyone's talking about this thing called Traitors. I've not watched it. Have you watched it? Sounds like it might be a good thing. And so I sat back and drank my Merlot. And about five minutes later, I text him back and I was like, Tom, get us that license.Neil Connolly: And then I sent him a bunch of other details of how the show in my head would work, both from a commercial standpoint, but also from a creative standpoint, because I'm a commercially minded creative. Right. So I instantly took out my notebook and I started writing down exactly how I thought the show was going to do, the challenges that we would face and being able to translate this into a live thing. But I literally started writing it that night. And then he watched the first episode on the train on the way home. And then he texted me the next morning and he was like, 'I love it.' What do we need to do? And I was like, 'Get us in the room.' Two days later, we were in the room with all three media who own the format globally.Paul Marden: Okay.Neil Connolly: So we sat down and then they came to see one of our other shows and they were like, 'Okay, we get it now.' And then that was like two and a half years of just building the show, getting the deal done and facing the myriad of challenges. But yeah, sometimes it just starts with the text message.Paul Marden: So they get to experience all the key parts of the TV.Neil Connolly: All the key beats. Like right now, I'm holding one of the slates. They're not chalkboard slates. Again, this is... Oh, actually, this is a good challenge. So in the TV show, they've got a piece of slate and they write on it with a chalkboard pen. This seems so innocuous and I can't believe I'm talking about this on a podcast.Neil Connolly: Slategate was like six months of my life. Not in its entirety, but it was a six month long conversation about how we do the slates correctly. Because we do... 48 shows a day, six days a week. And those slates will crack. They will bash. And they're kind of a bit health and safety standards. I was like, can't have them. Also, they write on them with chalk pens, white ink chalk pens. But in the TV show, you only do it once a night. Yeah.Paul Marden: And then you have a producer and a runner.Neil Connolly: They just clean them very, very leisurely and set them back for the next day. And I was like, no, I've got to do a whole bunch of roundtable banishments in two hours. So we talked a lot about material, about style, literal viewership, because if you take a seat at the table. Yeah. If you're sitting at the table here, you'll notice that we've got a raised bit in the middle. If I turn mine around, the other person on the other side can't see it. So I was like, 'Okay, cool.' So we had to do a whole bunch of choreography. But also, the room's quite dark. Yes. At times, atmospheric. Yeah. In that magic triangle time-space atmosphere. So anything that was darker, or even that black slate, you just couldn't read it. And then there was, and then I had to— this is the level of detail that we have to go into when we're designing this kind of stuff. I was like, 'Yeah, but I can't clean off these slates with the white ink because everyone will have to have like a wet cloth chamois. Then I've just got loads of chamois around my venue that I just don't need.' And so then we're like, 'Oh, let's use real slates with real chalk.' And I was like, 'No, because dust will get everywhere.' I'll get chalk just all over my table. It'll just ruin everything. It'll ruin the technology that's inside the table because there's lots of hidden tricks inside of it. Paul Marden: Is there really? Yeah, yeah, yeah. Neil Connolly: There's loads of hidden tricks inside the table. So after a while, going through many different permutations, I sat down with Christian Elenis, who's my set designer and my art director. And we were, the two of us were nearly in tears because we were like, 'We need,' and this only happened like.Neil Connolly: I would say two, three weeks before we opened. We still hadn't solved how to do the slate, which is a big thing in the show. Anybody who's seen the show and loves the show knows that they want to come in, they want to write somebody's name on the slate, and they want to spell the name incorrectly.Neil Connolly: Everyone does it on purpose. But I wanted to give people that opportunity. So then eventually we sat down and we were like, Christian, Neil. And the two of us in conversation went, why don't we just get a clear piece of Perspex, back it with a light coloured vinyl. And then Christian was like, 'Ooh,' and I'll make it nice and soft and put some felt on the back of it, which is what I'm holding. And then why don't we get a black pen? And we were like, 'Yeah,' like a whiteboard marker. And then we can just write on it. And then A, I can see it from the other side of the table. Thing one achieved. Two. Every marker pen's got an eraser on the top of it. I don't know why everyone thinks this is important, but it is. That you can just rub out like that, and I'm like, 'There's no dirt, there's no mess, and I can reuse this multiple times, like dozens of times in the same show.' And I know that sounds really weird, but that's the level of design I'm going to need.Paul Marden: I was just about to say, and that is just for the chalkboard. Yeah. Now you need to multiply that. How many decisions?Neil Connolly: How many decisions in each game. But also remember that there are eight round tables in this building. Each round table seats 14 people. And we do six sessions a day. So first ones at 10 a. m. Then we do 12, 2, 4, 6, and 8 p. m. So we do 48 shows a day, six days a week.Paul Marden: I love the concept that these are shows. This is not this is not visitor attraction. This is theater repeated multiple times a day for multi audience is concurrently.Neil Connolly: And I've just spent five minutes describing a slate to you. Yeah. But like, I haven't even got— it's like the sheer amount of technology that is in the show. And again, theatrical, like, look above our heads. Yeah. You've got this ring light above every seat. It's got a pin light. There's also microphones which are picking up all the audio in the room, which again is translating to the lounge of the dead. Every single one of the round table rooms has four CCTV cameras. Can you see that one in the corner? Each one of them is 4K resolution. It's quite high spec, which is aimed at the opposite side of the table to give you the resolution in the TV. In the other room. Then you've got these video contents. This is constantly displaying secret information through the course of the show to the traitors when they're in Conclave because everyone's in blindfolds and they took them off. They get secret instructions from that. There's also a live actor in the room. A live actor who is Claudia? They're not Claudia. They're not pastiches of Claudia. They are characters that we have created and they are the host of The Traitor's Game. Right. They only exist inside this building. We never have them portrayed outside of this building in any way whatsoever.Neil Connolly: They are characters, but they live, they breathe— the game of Traitors, the world of Traitors, and the building that we have designed and constructed here. And they facilitate the game for the people. And they facilitate the game for the people. One actor to 14 people. There are no plants, even though everyone tries to tell me. Members of the public will be convinced that they are the only person that's in that show and that everyone else is a plant. And I'm like, no, because that would be insane.Neil Connolly: The only actor in the room is the host.Paul Marden: 14 people that can sit around this table. How many of them are in the same group? Are you with your friends or is it put together where there are other people that you won't know in the room? If you book together, you play together.Neil Connolly: Yes. Okay, so if you don't book 14 people... Ah, we also capped the number of tickets that you can purchase to eight. Right. So you can only purchase a maximum of eight tickets unless you do want a full table of 14, at which point you have to then purchase a VIP package because you are booking out a whole table for yourselves. The game doesn't work if there's less than 10 people at the table. So there has to be 10, 11, 12, 13 or 14 people sat at a round table for the show to actually happen, for it to work. By capping the number of tickets that you book for eight, then that guarantees that strangers will be playing together. And that is the basis of strangers. Yeah, yeah. Like, you need to be sat around a table with people you know, you don't know, that you trust and you don't trust. Yeah. Fact of the matter. And do you see people turning on the others in their own group? Every single time. People think genuinely, and I love this from the public, you would think that if you're turning up as a group of eight and a group of four and a group of two, that the bigger group would just pick everybody off to make sure that someone in their group gets through to the end game.Neil Connolly: I'm sure they think that and they probably plot and plan that before they arrive on site. As soon as this game starts, gloves are off and everyone just starts going for each other. We've been open nearly two months now. I have seen, like, children murdered of their mothers.Neil Connolly: Husbands murder their wives, wives murder their husbands. I've seen, like, three generations—like, we get, because it's so intergenerational, like our lowest, the lowest age that you can play this is 12. Right. And then it's upwards. I've seen three generations of family come in and I've seen grandkids murder their own nan.Neil Connolly: Absolutely convinced that they're a traitor. Yeah, yeah, yeah. 100%. Or they banish them. Like, it's just mental. I've also seen nans, who are traitors, murder their grandkids.Neil Connolly: Like, and this is in a room full of strangers. They're just like, 'No, I'm not going to go for Barbara, who I met two hours ago in the bar. I'm going to go for my own grandson. It's mental.'Neil Connolly: The very, very first thing that I always think about whenever I'm creating an experience or whenever I'm designing a show is I put myself in the position of 'I'm a member of the public.' I have bought a ticketNeil Connolly: What's the coolest thing that I am going to do for my money? What is my perceived value of my ticket over actually what is the value of that ticket? I wanted to give people the experience of knowing what it was like to be sitting in one of these chairs at this table and feeling their heart. The pounding in their chest and I mean, the pounding in their chest, that rush of adrenaline from doing nothing— from sitting in a chair and all you were doing was sitting in a room talking to people and your heart is going.Neil Connolly: Because you're either being accused of being a liar. And trying to defend against it. And trying to defend against it. Or you actually are lying and you're trying to whittle your way out of it. And that feeling is the most alive that you will ever feel. Not ever. Like, I'm sure they're... No, no, no. But, like, give people that opportunity and that experience, as well as, like, access to the world of traitors and the law and everything else. But also, it's like any other theme park ride. People go on roller coasters because the imminent fear of death is always there. Yeah. And you feel alive. You're like, you've got such a buzz of adrenaline. Whereas, arguably, we do exactly the same thing as roller coasters, but in a much more longer-drawn format and multiple times. Yeah. And people do feel alive. When people walk out of the show, you see them go upstairs to the bar, and they are... Yeah.Paul Marden: You've said to me already that you don't use the word 'immersive,' but you know, I'm, I'm, I'm sat. The company is called 'immersive' everywhere. I'm sat behind the scenes. Okay. I'm sat in the room and the room is hugely convincing. It's like the highest fidelity escape room type experience that I've ever sat in. It feels like I'm on set, yeah, yeah. Um, I can totally believe that, in those two hours, you can slip. I sat on a game. It was only a two-minute game at iApple, but I was being filmed by one of the team. But within 30 seconds, I'd forgotten that they were there because I was completely immersed in the game. I can believe that, sitting in here right now, you could forget where you were and what you were doing, that you were completely submerged in the reality of the land that you're in.Neil Connolly: Yeah, 100%. Like, the world does not exist beyond these worlds. And for some people, like, I have my own definition. Everyone's got a different definition of what immersive is. I've got my own definition. But... I can tell you right now, as soon as people enter this building, they're in the bar, they're kind of slowly immersed in that world because the bar is a themed bar. It's done to the same, like we designed and built that bar as well. But as soon as they start descending that spiral staircase and coming into the gameplay floors, into the show floors, they just forget the rest of the world exists. And especially when they sit down at this table, it doesn't matter. I'm sat next to you here, but you could be sat at this table with your loved one, strangers, whatever. The gloves come off and just nothing exists apart from the game that you're about to go through.Paul Marden: You've been open now for a couple of months. More success than you were anticipating, I think. So pre-sales went through the roof? Yes. So you're very happy with the results?Neil Connolly: Yeah, yeah, we were. Yeah, well, we still are.Neil Connolly: We were very confident before we'd even started building the show, like the literal structural build, because we did very well. But then that set expectations quite high because I had a lot of people that had bought tickets and I was like, 'OK, I need to put on a good show for these people. And I need to make sure that they get satisfaction relative to the tickets that they bought.' But I don't feel pressure. I do feel anxiety quite a lot. Creatively? Yeah. I mean, I meditate every day.Paul Marden: But you've created this amazing world and you're inviting people into it. And as a creative, you're opening yourself up, aren't you? People are walking into the world that you've created.Neil Connolly: Yeah, this was said to me. This is not something that I came up with myself, and I do say this really humbly, but it was something that was said to me. It was on opening day, and a bunch of my friends came to playtest the show. And they were like, 'Oh, this is your brain in a building.'Neil Connolly: And I was like, 'Yeah, I hadn't thought about that.' But yeah, it is my brain in a building. But also that's terrifying, I think, for everybody else, because I know what happens inside my brain and it's really quite chaotic.Neil Connolly: But, you know, this I am. I'm so proud of this show. Like you could not believe how proud I am of this show. But also a huge part of my job is to find people that are smarter than me at the relative thing that they do, such as the rest of my creative team. They're all so much smarter than me. My job is vision and to be able to communicate that vision clearly and effectively so that they go, 'I understand.' The amount of times that people on the creative team turn around to me and go, 'Neil, that's a completely mental idea.' If people are saying to me, 'No one's ever done that before' or 'that's not the way things are done.'Neil Connolly: Or we can do that, but we're going to have to probably invent a whole new thing. If people are saying those things to me, I know I'm doing my job correctly. And I'm not doing that to challenge myself, but everything that I approach in terms of how I build shows is not about format. It's not about blueprints. It's not like, 'Hey, I've done this before, so I'm just going to do this again because I know that's a really neat trick.' I go back to, 'I made the show because I wanted people's heart to pound in their chest while they're sitting in a chair and make them feel alive.'Paul Marden: Is that the vision that you had in your head? So you're articulating that really, really clearly. Is that the vision that you sold to everybody on, not maybe day one, but within a couple of days of talking about this? No, it was day one.Neil Connolly: It was day one. Everyone went, that's a completely mental idea. But, you know, it's my job to try and communicate that as effectively and clearly as I can. But again, I am just one man. My job is vision. And, you know, there's lighting design, sound design, art direction, there's game logic. We haven't even gotten to the technology of how this show works yet, or how this room works.Neil Connolly: Actually, I'll wander down the corner. Yeah, let's do that. But, like, there's other, like, lots of hidden tricks. Like, this is one of the games, one of the missions. In the world and the lore of the show, the round table is sacrosanct.Paul Marden: Yes.Neil Connolly: Traitors is the game. The game is in other people. I can do so many missions and there's loads of missions and they're really fun in this show. But the game is in other people. It's in the people sat on the other side of the room. But also I wanted to do a thing where people could interact directly with the set. And so I designed one of the missions to be in the round table itself.Neil Connolly: So there's a course of these moon dials, which you basically have to align through the course of it. And there are sensors built into the table so that they know when they're in the correct position. How you find out the correct position is by solving a very, very simple puzzle and then communicating effectively to a bunch of strangers that you just met.Neil Connolly: And the sensors basically read it all. And when that all gets into position, the lights react, the sound reacts, the video content reacts, the whole room reacts to you. So I wanted to give people something tangible that they can touch and they make the room react to them. Yes, it's. I mean, I've designed, I've got background in escape rooms as well, right? Um, so I've done a lot of that kind of stuff as well. So I wanted people to feel in touch, same, but like, there's more tangible props over here. Um, yeah, that is a model box of the room that we are stood in, yeah. Also, there's an exact replica of it on the other side of it. There are very subtle differences between it, and that informs one of the missions. So that is two model boxes in this roundtable room. There's one of these in every single roundtable room. So there's 16 model boxes of the show that you're stood in on the set. And again, theatre. It's a show. But it's one of the missions, because I wanted people to kind of go, 'Oh, there's a live actor in front of me.' I'm having fun. Oh, look at all these lights and all the sound. Oh, there's a model box over here. That's in theatre land and blah, blah, blah. But that is also a really expensive joke. It's a really expensive joke. And there's other, like, lots of hidden tricks.Neil Connolly: Let's go look at backstage. Yeah, yeah, yeah, absolutely.Neil Connolly: I say backstage, like how we refer to it or how I always go. I use 'I' and 'we' very interchangeably. Like right now you're on the set. Like you're on the stage. Yes. We're just wandering around a long corridor. There are round table rooms off to either side. But like, you know, there's a green room upstairs where the actors get changed, where the front of house team are, where the bar team all are. But as soon as they go out onto the show floor, they're on stage—yes, completely. We'll very quickly have a look at the gallery—yes, show control. Hi, Robbo. Do you mind if I stand in your room for the purposes of the audio? I'm talking to the technical manager, Thomas Robson. We're recording a podcast.Paul Marden: Robbo, oh yeah, okay. My mind is absolutely blown. So you've got every single room up on screen.Neil Connolly: Yeah, so that's great. There's 164 cameras—something like that. But every roundtable room has four cameras in it. Each camera is 4K resolution. So we've got cameras on all of them. We've got audio into those rooms. That's two-way, so that if show control needs to talk directly to them, they just press a button here and they can talk directly to the room itself. Mainly just like, stop misbehaving, we're watching you.Neil Connolly: We've then got cameras into all of the lounges, all of the show spaces, all the front of house, all of the bar areas, the mezzanine and back of house. And then you've got QLab running across all of the different shows. We've got backups on all of these screens. So if one... of the computers goes down, we can very quickly swap it in for a backup that's already running. We've got show control, which is, there's a company called Clockwork Dog, who, they're an amazing company. What COGS, their show control system, is doing is pulling in all of the QLab from sound, all of the QLab from lighting, and also we built our own app. to be able to run the show. So there's a whole logic and decision tree based on the decisions that the public do through the course of the game. So yes, there is a beginning, a middle, and an end in terms of our narrative beats and the narrative story of the show that we're telling people. But also that narrative can go in. Hundreds of different directions depending on the actions and the gameplay that the people do during the course of the show. So, you haven't just learned one show— you have to learn like You have to learn a world, and you have to learn a whole game.Neil Connolly: Like, there's the server, stacks, which we had to build. You had to network and cable the entire building. So we have built an entire new attraction, which didn't exist before. And also we're pulling in information from the front of house system which is also going into the show itself because again, you put your name into the iPad when you arrive on site and then you tick a box very crucially to say, 'Do you want to be selected as a trader? Yes or No.' Because in the game, it's a fundamental rule. If you say no, you cannot be selected as a traitor by the host during traitor selection. That doesn't mean you can't be recruited.Paul Marden: By the traitors later on in the game. So you could come and do this multiple times and not experience the same story because there were so many different pathways that you could go down.Neil Connolly: But also, the game is in other people. Yes. The show is sat on the opposite side of the table to you because, like, Bob and Sandra don't know each other. They'll never see each other ever again. But Bob comes again and he's now playing against Laura. Who's Laura? She's an unknown quantity. That's a whole new game. That's a whole new show. There's a whole new dynamic. That's a whole new storyline that you have to develop. And so the actors are doing an incredible job of managing all of that.Paul Marden: Thanks, Robbo. Thank you. So you've worked with some really, really impressive leading IP, Traders, Peppa Pig, Doctor Who, Great Gatsby. What challenges do you face taking things from screen to the live experience?Paul Marden: Challenges do I face? We're wandering here.Neil Connolly: So we are in... Oh, we're in the tower.Neil Connolly: Excellent. Yep, so we're now in Traitor's Tower. Good time for you to ask me the question, what challenges do I face? Things like this. We're now stood in Traitor's Tower. Paul, let me ask you the question. Without the show lights being on, so we're just stood on a set under workers, what's your opinion of the room that we're stood in?Paul Marden: Oh, it's hugely impressive. It feels like, apart from the fact you've punched the fourth wall out of the telly, it does feel like you're on set.Neil Connolly: It's a really faithful reproduction of the set. So that's kind of one of the challenges is managing the public's expectations of what they see, do and feel on site. So that I don't change the show so that people come and play the game that they're expecting to play. But making reasonable adjustments within that, because TV and live are two very, very different things. So first and foremost was making sure that we get the format right. So the game that people play, which informs the narrative of the show and the narrative structure of the show. Breakfast, mission, round table, conclave. Breakfast, mission, round table, conclave. I've designed a whole bunch of new missions that are in this, taken some inspiration from missions that people know and love from the TV shows, whether that's the UK territory or other territories around the world. And also just other stuff is just clear out of my head. So there's original content in there. paying homage and respect to the world that they've built and allowing ourselves to also play and develop and build out that world at the same time. Other challenges.Neil Connolly: This is not a cheap project. No, no. I mean, the production quality of this is beautiful. Yeah, yeah, thank you. It is stunning. When people walk in here, they're like, 'Oh my God, this is... High end.' I am in a luxury event at a very affordable price.Paul Marden: Thank you. And then we're going back upstairs again. Yes. And in the stairwell, we've got the crossed out photos of all of those that have fallen before us.Neil Connolly: No, not quite. All of the people that are in this corridor, there's about 100 photos. These are all the people who built the show.Neil Connolly: So this is David Gregory. He's the sound designer. This is Kitty, who is Immersive Everywhere's office manager. She also works in ticketing. That is Tallulah and Alba, who work in the art department. Elliot, who's our lighting designer. So all of these people are the people who brought the show to life.Paul Marden: Amazing.Neil Connolly: And we wanted to pay homage to them because some of them gave years of their lives to building the show from literally the inception that I had in 2023. Through to now and others are the people who literally spent months of their life underground in these basements building hand-building this set and so we wanted to pay homage to them so we got all of their photos we did the iconic red cross through it yeah and we stuck them all up in the corridor just because we thought it'd be a nice thing to do.Paul Marden: You're in the business of trading and experiences and that ranges from art exhibitions to touring shows. There's always going to be a challenge of balancing innovation and profitability. What is the formula? What is the magic formula?Neil Connolly: I believe, first and foremost, going back to what I was telling you earlier about us being a collaborative organisation. We are not a creative crack that has been used for the show. We are also the producers of the show. And to make my point again, I'm a commercially minded creative. So I actually sit down with the producers and go, 'Okay, cool.' There are 112 seats in the show.Paul Marden: Yep.Neil Connolly: Therefore, how many shows do we need to do per day? How many shows do we need to do per week? How many shows do we need to do per year? Therefore, let's build out a P &L. And we build a whole business plan based around that.Paul Marden: By having everybody— that you need in the team— makes it much easier to talk about that sort of stuff. It makes it much easier for you to design things with the end result in mind. You don't have a creative in a creative agency going off— feeding their creative wants without really thinking about the practicalities of delivering on it.Neil Connolly: Exactly. So you've got to think like, literally, from the very, very beginning: you've got to think about guest flow. You've got to think about throughput. You've got to think about your capacities. Then you've got to basically build out a budget that you think— how much, hey, how much really is this going to cost? Yeah. Then you build out an entire business plan and then you go and start raising the money to try and put that on. And then you find a venue. I mean, like the other magic triangle, like the traitor's magic triangle is, you know, time, space, atmosphere. That's how you do a show. Like with my producer's hat on, the other magic triangle is show, money, venue.Neil Connolly: The truth of the matter, like I make no bones about it, I can design shows till the cows come home, but I'm always going to need money to put them on and a venue to put them in. Also, I want to stress this really important. I use the words 'I' and 'we' very interchangeably.Paul Marden: It's a team effort.Neil Connolly: You can see that in that corridor. I am not a one-man band. I am the creative director of a company. I am a cog that is in that machine, and everybody is doing... We are, as a team... I cannot stress this enough. Some of the best in the business are doing what we do. And everyone is so wildly talented. And that's just us on the producing side. That's immersive everywhere, limited. Then I've got a whole other creative team. Then we've got operations. Then we've got... It's just mad. It's just mad, isn't it? This is a job. Who would have thought, when you were at school, this was an opportunity? Not my principal or my maths teacher.Neil Connolly: So, sorry, just to balance the kind of economies of scale. That was the question, wasn't it?Paul Marden: Well, we were talking about what is the formula for making that an investment, but you know, the authority here is the effort you've put in to do this feels high, but at the same time, you have to find this thing. There is a lot of investment that goes into the front.Neil Connolly: But that comes back to creatives. Caring and I'm not saying the creatives don't, but I care. I care about building businesses. Yeah, not necessarily like building my own CV, like there's so many projects that across our desks. I'll be like, 'Yeah, that'd be really fun to work on.' But do I think that I can make that a touring product? Can it be a long-running location-based entertainment sit-down product? Can it be an art shop? Like you've kind of got a balance with what do you think is just creatively cool versus what can we do as a company that is a commercially viable and financially stable product? And so all that comes through in terms of the creative, but also in terms of the activities of how we run the building, how this model realizes. Because if you think about it, let's make Phantom of the Opera run in the West End. Yes. The show is very obvious, with many casts on a room, away, fruit team away, terrace, it's a big activity. If they haven't sold half that away, they have to use the whole show and play all those people.Neil Connolly: But if they haven't sold half that away from one of my shows... I only have to activate four of my rooms, not eight of them. Therefore, I don't have to call in four actors. I don't have to call in a bunch of the other front of house team and I can scale in the operations on the back. It's an entirely scalable process. Flexible, yeah, yeah, yeah. Oh, 100%. But also, like, we've got eight rooms here. If we decide to take this to another territory, and that territory demands a much higher throughput, then instead of eight rooms, I can do 20 rooms, 30 rooms. As long as we know that the market is there to be able to kind of get people through it.Neil Connolly: I love this show and I'm so proud of it. The main reason why I'm proud of it is when the show finishes, let's go into one of the lounges. Have you been into one of the lounges?Paul Marden: I've had a nose around a lounge.Neil Connolly: There are different shapes and sizes. We won't go into that one. We'll go into this one down here. That one, that one. It's always such a buzz when you're stood in the bar and the shows kick out, and you see tables and tables of 14 people going up into the bar.Neil Connolly: Area and before they've even gotten a drink, they will run straight over to their friends, families, strangers, whoever they were playing with in that table of 14, and instantly be like, 'Right, I need to know everything that was going on inside your head, your heart, and your soul over the last two hours of my life because this was my experience.'Neil Connolly: And they'll just go, and they'll be like, 'And this is what I was thinking.' And then I thought it was you because you did this and you touched your nose in a weird way. And then I thought you were sending secret signals. And then everyone's like, 'No, that's not what I was doing.' I was just trying to be a normal person. And they were like, 'Well, why did you say that thing?' It sounded super weird. And they're like, 'That's just what I do.' And it's just totally mental. And then they all get a drink from the bar. And we call it the bar tab chat.Neil Connolly: It's another revenue stream.Neil Connolly: I do talk about this like it's a show. And it is a show. You've walked around, do you think it's a show? Completely. I talk to established houses all the time. Like, you know, the big theatres of the land. Organisations that are national portfolio organisations who receive a lot of Arts Council funding. The thing that they want to talk to us about all the time is new audiences. They're like, 'How do I get new audiences through my door?' What can I do? And I'm like, 'Well, firstly, make a show that people want to go and see.'Neil Connolly: Again, they're like, 'But I've got this amazing writer and he's a really big name and everyone's going to come because it's that name.' And I'm like, 'Yeah, that's wicked. That's cool.' And they can all go pay reverence to that person. That's really wonderful. Whereas when you look at the attractions landscape or the immersive theatre landscape or like anything like... Squid Game, or The Elvis, Evolution, or War of the Worlds, which has also laid reality, or any of that kind of stuff, across the landscape, it is nothing but new audiences. Yeah, yeah, yeah. It is nothing but actual ticket-buying audiences.Neil Connolly: And they come from all different walks of life. And what I love is that they do come in to this experience and we hit them with this like secret theatre.Neil Connolly: And they're like, 'Oh my God.' And often it's a gateway to them being like, 'Oh, I didn't realise that.' Maybe I'll go see a Western show or maybe I will go to the National Theatre and see something. Because that's the level of archery. Because those organisations, I love them and I've worked in a few of them, but those buildings can be quite austere, even though they're open and porous, but it's still very difficult to walk through that threshold and feel a part of it.Paul Marden: Whereas coming in here, coming into an event like this, can feel like a thing that they do.Neil Connolly: Because it's the same demographic as theme park junkies. People who love going to theme parks love going to stuff like this because it's an experience, it's an otherness, it's an other nature kind of thing. Because modern audiences want to play and do, not sit and watch. But we all exist in the kind of same ecosystem. I'm not taking on the National Theatre.Paul Marden: Gosh, no. I always talk about that. I think the reason why so many attractions work together in the collaborative way that they do is they recognise that they're not competing with each other. They're competing with sitting on your backside and watching Netflix.Paul Marden: Yeah, yeah.Paul Marden: Our job for all of us is to drag people away from their screens and drag people off of their sofas to do something. And then that's the biggest challenge that we all face.Neil Connolly: I think then that kind of answers the question that you asked me earlier, which I didn't answer. And I'm very sorry.Neil Connolly: is about identifying different pieces of IP. Like, yes, we largely exist in the world of licensing IP. And how do we identify that kind of IP to be able to translate? Not just how do we do it, but like, actually, how do we identify the right thing that's going to... How do you spot the winner? Yeah, exactly. Yeah. And that is one of the biggest challenges to your point of we're talking directly to people who consume arts, culture and media and technology in a slightly more passive way, whether that's just at home and watching Netflix and then bringing that to life. In a very, very different way. If you have a very clear marketing campaign that tells people what it is that they're buying and what they're expected to see or do on their particular night out, because that's what modern people really care about, what they do with their money. Yeah. And they want to have a good night out. And I'm in the business of giving people a good night out. We also happen to be murdering a lot of people in the course of the show.Neil Connolly: Still a good night out. Still a good night out. But I'm in a place where the dead sit. Yeah, exactly. Lounge of the dead. And like, you know, this is a really cool space. Oh, it's just beautiful. You know, we've got the telephone really works. There's lots of information that comes through that. The radio works, that does different things. The TV screen on the wall, that has the actual live feed into the round table room that you've just left. And there's other little puzzles and hints and tricks in this room, which means that after you've been murdered or banished and you come to the Lounge of the Dead, you're still engaged with the game to a degree. You just don't directly influence the outcome of the game. But you're still involved in it. You're still involved in it. It's super fun. Oh, and you can have a drink in here.Paul Marden: I don't let people drink in the round table. Even more important. What's this?Neil Connolly: The dolls, the creepy dolls. What this is, this is the void. Creatively speaking, this is where all the gold goes when people win or lose it. And the creepy dolls are from the TV show. Ydyn nhw'r un gwirioneddol o'r sioe? Felly, gafodd studio Lambert, sy'n gwneud y sioe tebyg, llawer o brops o'r sioe tebyg i ni eu rhoi ar y ddispleiddio yma. Felly, mae gennych chi'r Dolls Creepy o'r lles 3 yno. Rydyn ni'n mynd i fyny. Yn ôl yma, mae'r peintiwch Deathmatch.Paul Marden: Which is from season three.Neil Connolly: And they get the quill and they write the names and got the quill upstairs. We've also got over here, the cards that they used to play the death match with. Excellent.Paul Marden: So you began your career in theatre. How did that evolve into the world of immersive live experiences?Neil Connolly: Life story. I am the son of a postman and a cook. And if you haven't noticed already, I'm from Ireland. There was no theatre in our lives, my life, when I was growing up. And I stumbled into a youth theatre. It's called Kildare Youth Theatre. And the reason why I joined that is because there was a girl that I really fancied.Neil Connolly: She had just joined this youth theatre and I was like, 'Oh, I'm gonna join that as well' and that kind of opened the world of theatre for me. At the same time, I then got spotted by this guy, his name's Vijay Baton, his real name's Om, but he converted to Hare Krishnanism in the 90s. And he set up a street theatre company in Ireland. He just taught me street theatre. So he taught me stilt walk, he taught me juggling, he taught me how to build puppets. And so I spent years building puppets with him and going around Ireland doing lots of different street theatre while I was a teenager. And doing street theatre and doing my youth theatre and then kind of all of that kind of came to a head when I had to decide what I was going to do with my life. I applied to go to drama school. And I applied to two drama schools. One was Radha. Didn't get in. Didn't even get an audition. And the other one was Rose Bruford. And they took me. And the reason why they took me— I probably wasn't even that good. But on the day that I was auditioning to get into Rose Bruford was the same day as my maths exam for my final exams at school. You call them your A-levels, we call them the leaving certificate.Neil Connolly: And while all of my friends were back in Ireland doing their maths exam, I was in an audition room pretending to be a tree or the colour black.Neil Connolly: Who knows? And they kind of went, 'Well, if I fail my maths exam, I don't get into university in Ireland.' Like, it's just a blanket thing. And so I was like, 'I literally sat across the panel' and I was like, 'eggs, basket.' And they were like, 'cool.' So they let me in based off of that. So I got a classical training. Then what happened is I came out of university. I was living with two of my friends, Natalie and Joe. And we had our own little production company called The Lab Collective. And we just started making shows. In weird ways, we joined a company called Theatre Delicatessen. Let's get away from this. Yeah, yeah, yeah.Neil Connolly: So Theatre Deli was a company set up to take over disused spaces in London and convert them into art spaces.Neil Connolly: Basically legalised squatting. It's the same as like a guardianship. But we weren't living in the buildings. We were just putting on shows and we put on art shows, we put on theatre shows. We did Shakespeare for a while. We wrote our own work and we just did lots of really, really cool stuff. And I worked in music festivals, classically trained actor. So I was trying to do shows. I did a lot of devising. I also joined an improvisation group. And kind of through all that mix, like those years at Delhi, which was making these weird shows in these weird buildings, were very, very formative years for us. The Arts Council wouldn't support the kind of work that we were making. We were like, 'Cool, how do we get space?Neil Connolly: How do we get or make money to support ourselves? And what are the shows? There's the magic triangle all over again. Space, show, money. And that's your apprenticeship, I guess, that brings you to here. Yeah, yeah, yeah. And like, again, I make no bones about it. 10 years ago, I was selling programs on the door of the Royal Festival Hall while doing all of that stuff. So in one of the Theatre Daily buildings, we did a show called Heist, which is you break into a building and steal stuff. That's what the public do.Neil Connolly: And a bunch of us did that. I mean, it's so much fun— kind of doing it. And off the back of that, somebody else basically tried to chase down the crystal maze. And then they went away, and then they called me up and they were like, 'Hey, I've got the rights. Do you want to make the crystal maze?' And I was like, 'Yeah, sounds like fun.' So I got involved with that, did that for a while. And then, from there, this is the end of a very long story. I'm so apologised. Yeah, from there, all of those different things that I've done through the course of my life in terms of operations, designing experiences, being a creative, understanding business.Neil Connolly: Building a P&L, building a budget, talking to investors, trying to convince them to give you money. All of that stuff kind of basically came together. And over the last few years, like the wildest ride is that pre-2020.Neil Connolly: We were just a bunch of people doing a bunch of weird things, making weird shows and weird attractions in kind of different ways. And then that year happened. And I don't know what happened, but literally every single major studio, film, TV production, game designer, licensor in the world, suddenly just went— brand extensions, world extensions, and they all just started calling us. And they were like, 'Hi, I've got this thing.' Can you develop it into a thing? Because I need to extend my brand or I want to build a world and extend that for the public. And we were like, 'Yeah, okay, cool.' And we were just lucky, serendipitously, to be in the right place at the right time. To be those people that people can approach. And we're always, we're very approachable.Neil Connolly: As you can tell, I talk a lot. And, you know, so the last five years, it's just been a mad ride.Paul Marden: So look, Neil, it's been amazing. I have had the most fun. Last question for you. What's next? Are you putting your feet up now because you finished this? Or on to the next? Neil Connolly: Very much on to the next thing. So we're already in production with our new show, which is called Peppa Pig Surprise Party. And that is opening at the Metro Centre in Gateshead next year. Oh, how exciting is that? It's very exciting.Paul Marden: So quite a different demographic.Neil Connolly: The demographic for Peppa Pig is two to five year olds. It's been a really fun show to design and create. To go back to a question that you asked me very early on, there is no blueprint, there is no format. I have embraced the chaos tattooed on my arm. And always when I approach things, any new show or any new creative, I am thinking of it from a ticket buying perspective: 'I have paid my money.' What is the coolest thing that I can possibly do with that money? And so therefore, I'm now looking at families and, like, what's the coolest thing that they can do for that ticket price in the world of Peppa Pig?Paul Marden: Let's come back in the new year, once you've opened Peppa Pig, let's go to Gateshead and see that. That sounds pretty awesome to me. I reckon there's a whole new episode of Designing Worlds for two to five-year-olds that we could fill an hour on.Neil Connolly: Oh yeah, 100%. It's a totally different beast. And super fun to design.Paul Marden: Oh mate. Neil, it has been so wonderful having a wander around the inside of your crazy mind.Paul Marden: If you've enjoyed today's episode, please like it and leave a comment in your podcast app. It really does make it so much easier for other people to find us. This episode was written by Emily Burrows from Plaster, edited by Steve Folland, and produced by Sami Entwistle from Plaster and Wenalyn Dionaldo. Thanks very much. See you next week. The 2025 Visitor Attraction Website Survey is now LIVE! Dive into groundbreaking benchmarks for the industryGain a better understanding of how to achieve the highest conversion ratesExplore the "why" behind visitor attraction site performanceLearn the impact of website optimisation and visitor engagement on conversion ratesUncover key steps to enhance user experience for greater conversionsTake the Rubber Cheese Visitor Attraction Website Survey Report
Key takeaways from this podcast: The Power of Human Capital: The speakers emphasized that human capital is the most valuable resource in any organization, even in the age of AI. Importance of Trust and Comfort: Building a strong mentor-mentee relationship relies heavily on trust and comfort, allowing for open and honest communication. The Value of Structured Processes: Tools like Hogan assessments and 360-degree feedback, combined with structured frameworks like "stop, start, continue," provide valuable insights and direction for leadership development. Organizational Culture and Leadership: The Podcast highlighted the impact of organizational culture on leadership development, drawing examples from Tata Power and KEC International. Continuous Learning and Adaptation: Effective leadership requires continuous learning, adaptation to new environments, and a willingness to embrace change, including the integration of new technologies like AI. The benefit of organizational mentorships: Organisations benefit from faster leadership development, and the retention of tacit knowledge. Leadership is not a one size fits all: There are many different leadership styles.
Lucinda is joined by allyship expert Julie Kratz, who discusses her research on why people with power often disengage from conversations about diversity and inclusion, feeling either "threatened" or "irrelevant." Together they explore her latest book, which outlines a "use fear as fuel" strategy and introduces a framework for building allyship programs. Julie stresses that everyone has power and a social responsibility to champion inclusion, arguing that strong allyship is less about transactional "doing" and more about building meaningful relationships that lead to personal fulfilment, better team dynamics, and positive organisational change. KEY TAKEAWAYS Many people in positions of power, particularly white men, do not believe conversations about diversity and inclusion are meant to include them, often fuelled by fears of status loss, irrelevance, or the belief that allyship offers "all risk, no reward." Everyone has power, and the first step to becoming an effective ally is to build a strong "allyship why" rooted in the understanding that humans are a social species whose survival and happiness depend on collaboration and helping one another. Effective allyship involves moving beyond individual action to creating systemic change, which includes building highly customised allyship programs that focus on key behaviours like modeling and storytelling to make inclusive practices contagious. Organisations need to focus on building inclusive policies (e.g., caregiving leave, pay equity) and objective hiring and promotion processes to minimise bias, as people are often judged on potential (if they resemble current leadership) or actual performance (if they are different). BEST MOMENTS "The first step that I offer is really building your allyship why. Like why do you want to be helpful to other people?" "Power's not bad, it's what you do with it that matters. And so don't you want to be on the good side of history, like don't you want to be the one that's standing up to social issues, even if it doesn't impact you?" "The more you are look and act like the C-suite leader, that again is predominantly white male, the more you have proxy to power." "Modelling plus storytelling. So I can model the behaviour, and you could be like, 'Yeah, that's great for Julie, but that doesn't really work for me and my style.' But what if I told you a story in addition to that, that you could kind of see yourself in?" VALUABLE RESOURCES 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 JULIE Her LinkedIn- https://www.linkedin.com/in/juliekratz/ The Next Pivot Point Website - https://www.nextpivotpoint.com/ 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/
At the heart of every organization lies a web of relationships: individual performance is shaped by not only a person's inherent characteristics, but also by their interactions with others within teams, and their teams' interactions with other teams across the system.Within such a complex structure, how can we know how much of ‘deviant behavior' can be explained by poor leadership? What kinds of inter-team conflict—between whom—improve performance, and which kinds undermine it? How do the relational dynamics of team performance create unavoidable challenges during rapid organisational scaling? How can we know if or when the potential benefits of teams will outweigh the ‘team tax'? My guest for this episode is Professor Brad Harris. Brad has dedicated his career to examining these types of questions by examining how social architecture of work shapes behaviour and outcomes.Brad is the Associate Dean of MBA Programs, a Vice Dean for the TRIUM EMBA, and a Professor of Management and Human Resources at HEC Paris. Brad has received multiple teaching awards and was named a top “40 under 40 Business School Professor” by Poets and Quants. He has co-authored two books, Scaling for Success: People Priorities for High-Growth Organizations, and 3D Team Leadership: A New Approach for Complex Teams, and published research papers in leading journals including the Academy of Management Journal, Journal of Applied Psychology, Personnel Psychology, and Journal of Management. Brad's work has been cited in leading popular press outlets, including the Wall Street Journal, New York Times, Harvard Business Review, NBC's The Today Show, Inc.com, and Fast Company.Brad has an amazing ability to translate academic findings into useful information for the leading teams and organisations. Brad brings humour, clarity, and passion to the topic of leadership and team performance—qualities that shine throughout our discussion. Enjoy the conversation!CitationsGrann, D. (2023). The Wager: A tale of shipwreck, mutiny and murder. Doubleday.Greiner, L. E. (1998). Evolution and revolution as organizations grow (Revisited). Harvard Business Review.Harris, T. B., & Bartlow, A. C. (2021). Scaling for success: People priorities for high-growth organizations. Columbia Business School Publishing.Kirkman, B. L., & Harris, T. B. (2017). 3D team leadership: A new approach for complex teams. Stanford University Press.Schmidt, E., Rosenberg, J., & Eagle, A. (2019). Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell. Harper Business.Waller, M. J., Okhuysen, G. A., & Saghafian, M. (2016). Conceptualizing emergent states: A strategy to advance the study of group dynamics. Academy of Management Annals. Hosted on Acast. See acast.com/privacy for more information.
Emiliana Vegas is one of Latin America's leading voices in education policy. Originally from Venezuela, she studied at Harvard and went on to senior roles at the World Bank and the Inter-American Development Bank, where—as Division Chief of Education—she managed a portfolio of over $3B a year in grants and loans. In this conversation, she reflects on what it really takes to move from evidence to systems change inside international development organisations. We discuss her new book, Let's Change the World, and the practical lessons she draws for people working in or with multilaterals: why evidence must travel with values; how autonomy and judgment at the task-team level shape outcomes; the cultural and governance differences between the World Bank and the IDB; and what “cross-regional learning” looks like in practice. Emiliana walks through the Chile reform episode on quality assurance, the importance of co-creation with governments, and her personal “70/30 rule” for knowing when it's time to seek a new challenge. We also reflected upon Latin America's education journey in recent years — from the expansion of access to the enduring challenge of learning — and the opportunities that lie ahead.
Two years after the national pledge for a "Better Deal for Renters," a new report by the National Association of Renters' Organisations and National Shelter finds that progress on strengthening and harmonising renters' rights remains inconsistent across states. Tune in to this podcast with a Melbourne-based real estate expert, who breaks down the current rental market trends across Victoria and explains how the state has fared in this report.
How can artificial intelligence make itself more efficient? This week, Technology Now delves into the concept of solution based efficiency, how it can be applied to new and emerging technologies, and the importance of expecting the unexpected. John Frey, Senior Director and Chief Technologist of Sustainable Transformation for HPE, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Aubrey Lovell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.HPE AI Sustainability Whitepaper: https://www.hpe.com/psnow/doc/a50013815enwSources:https://homepages.math.uic.edu/~leon/mcs425-s08/handouts/char_freq2.pdfhttps://www.morsecodeholistic.com/american-morse-code-translatorhttps://www.bbc.com/news/business-47460499
durée : 00:57:41 - Cultures Monde - par : Julie Gacon, Mélanie Chalandon - De concurrent parmi d'autres à leader mondial des cartes numériques, Google Maps est devenu un géant numérique et politique, forgeant notre vision du monde pour ses propres intérêts. - réalisation : Vivian Lecuivre - invités : Matthieu Noucher Géographe, directeur de recherche au CNRS, membre du laboratoire Passages; Antoine Courmont Sociologue, maître de conférences en urbanisme à l'université Gustave-Eiffel, chercheur au LATTS (Laboratoire Technique, Territoire et Société) ; Laure Guimbail Doctorante en sociologie au Centre de Sociologie des Organisations de Sciences Po
What defines leadership in a modern organisation? And how do you find and support the people driving culture, clarity, and change? That's what Olena Bondareva, Global HR Director at airSlate, unpacks in this episode of Digital HR Leaders – a must-listen for anyone rethinking how we define and measure leadership. Host David Green speaks with Olena about how she built a people strategy from scratch during a time of extraordinary uncertainty - navigating the pandemic, the war in Ukraine, and rapid global scale. Olena shares how she prioritized the right systems, embedded people analytics into decision-making, and uncovered the hidden influencers shaping culture and performance. In this episode, you'll learn: How to identify the informal influencers shaping culture and driving change What truly defines leadership effectiveness in a fast-scaling business Why data literacy and human fluency are the twin skills HR leaders must master How airSlate is using AI to enhance performance, hiring, and employee support Whether you're scaling a people function or rethinking leadership development, this episode will challenge assumptions – and leave you with actionable insights. This episode is sponsored by HiBob. HiBob is the all-in-one HCM platform built for HR leaders who need connected data, flexible workflows, and a user experience people actually want to use. Learn more by visiting hibob.com/davidgreen2025. Hosted on Acast. See acast.com/privacy for more information.
Lucinda looks at the critical role of organisational culture in driving high performance and compliance, emphasising that culture, often defined as "the way we do things around here," significantly influences employee engagement, behaviour, and decision-making. She also discusses practical tools for mapping and diagnosing culture, such as Cameron and Quinn's cultural diagnostics and the cultural web, while highlighting the importance of psychological safety in fostering a learning environment KEY TAKEAWAYS Tools such as Cameron and Quinn's cultural diagnostics and the cultural web can help organisations assess their current culture and identify areas for improvement Creating a culture of psychological safety is vital for effective learning and development. Employees should feel comfortable making mistakes, asking questions, and providing feedback without fear of negative consequences. Leaders play a critical role in shaping organisational culture. Their behaviours and values set the tone for the entire organisation. It is important for leaders to model the desired behaviours and encourage ethical decision-making. Compliance is increasingly viewed as a cultural issue rather than just a regulatory requirement. Organisations should embed compliance values into everyday processes and decision-making to ensure that employees understand the importance of compliance beyond mere tick-box exercises. BEST MOMENTS "Culture is so hard to define. It defines how our people show up. It defines what they prioritise, how aligned their actions are, the values they promote." "If we want to drive high performance, we are either pushing against the tide or we're going with it. And the tide in this case is culture." "Psychological safety was the top factor in terms of generating high performance teams." "Culture makes a massive difference. It's not just about compliance; it's about whether the people follow things." VALUABLE RESOURCES 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 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/
Podcast summary:It's hard to keep customers happy, and coming back for more. Businesses are constantly seeking innovative ways to enhance customer experience and drive growth. In our latest podcast, we delve into a transformative approach with insights from Martin Newman, one of the world's leading authorities on customer centricity.Martin challenges the traditional mindset of viewing investment in people as a cost line. Instead, he advocates for a paradigm shift where people are seen as profit centers. This perspective focuses employee on shared outcomes, enhancing customer experience and driving tangible business growth. By investing in their teams, ecommerce brands can unlock the potential of their workforce, leading to improved customer interactions and increased profitability.Throughout the episode, Martin shares actionable insights and real-world examples of how businesses can implement this mindset shift. He emphasises the importance of empowering employees, fostering a culture of innovation, and aligning business strategies with customer needs. By doing so, ecommerce brands can create a competitive edge and build lasting relationships with their customers.Join us as we explore this groundbreaking approach to customer experience and discover how viewing people as profit centres can revolutionise your ecommerce business. Tune in to gain valuable insights from an industry thought leader, and learn how to transform your customer experience strategy for success.Key discussion points:1. Customer experience has evolved to be more customer-centric.2. Many businesses still operate in silos, hindering customer experience.3. Measuring customer experience should focus on long-term value, not just productivity.4. Company culture is crucial for employee engagement and customer satisfaction.5. Engaging employees in cultural change leads to better outcomes.6. Successful brands create emotional connections with their customers.7. Technology should be used strategically to enhance customer experience.8. AI can improve efficiency and personalisation in customer interactions.9. Customer lifetime value should be prioritised over short-term gains.10. A mindset shift is needed to view customer experience as a profit centre.Chapters:[00:45] Introduction to Martin Newman and His Expertise[04:40] The Evolution of Customer Experience[10:50] Measuring Customer Experience Effectively[16:25] The Importance of Culture in Business[22:25] Driving Change and Transformation in Organisations[27:15] The Importance of Employee Engagement[29:30] Building Brand Loyalty Through Purpose[34:55] The Role of AI in Customer Experience[48:40] Transforming CX from Cost Center to Profit CenterSubscribe to our LinkedIn newsletter: https://www.linkedin.com/newsletters/inside-commerce-7126171854813188096/
Where do we get our stuff from? This week, Technology Now is diving into the subject of supply chain. We explore what different people along the value chain care about, the types of disruptions modern day supply chains face, and we explore how AI can be integrated into the world of supply chain to mitigate unexpected shocks.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Aubrey Lovell 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 Mark Bakker: https://www.hpe.com/uk/en/leadership-bios/mark-bakker.htmlSourcesDoor to Door: The Magnificent, Maddening, Mysterious World of Transportation by Edward Humes. Copyright © 2016 by Edward Humes. Reprinted courtesy of Harper, an imprint of HarperCollins Publishers.https://www.persee.fr/doc/paleo_0153-9345_2016_num_42_2_5718https://www.ebsco.com/research-starters/history/renfrew-dixon-and-cann-reconstruct-ancient-near-eastern-trade-routesKhalidi, L. et al., 2016, The growth of early social networks: New geochemical results of obsidian from the Ubaid to Chalcolithic Period in Syria, Iraq and the Gulf, Journal of Archaeological Science: Reports,Volume 9, Pages 743-757, ISSN 2352-409X, https://doi.org/10.1016/j.jasrep.2016.06.026.Gendron, F., et all., 2019, The evolution of obsidian procurement in ancient Oaxaca, Mexico: New data from the Sistema 7 Venado architectural complex, Monte Albán. Journal of Archaeological Science: Reports. 23. 583-591., Tykot. R. H., 1996, Obsidian Procurement and Distribution in the Central and Western Mediterranean, Journal of Mediterranean Archaeology 9.1 (1996) 39-82
Following the Gen Z protests in Nepal on Monday, September 8, SBS Nepali spoke with representatives of various Australia-based sister organisations of Nepali political parties, who shared their thoughts on the demonstrations. We would like to inform you that we will continue bringing you more updates in the coming days. - नेपालमा गत सोमवार, सेप्टेम्बर आठमा भएका जेन जी प्रदर्शनहरू पछि हामीले विभिन्न नेपाली राजनीतिक पार्टीका अस्ट्रेलियास्थित भातृ संगठनका प्रतिनिधिहरूसँग गरेको कुराकानी सुन्नुहोस्। हामी तपाईँहरूलाई जानकारी गराउन चाहन्छौँ कि नेपालका घटनाक्रमहरूलाई लिएर क्रमिक रूपमा आउँदा दिनहरूमा सबै पक्षलाई समेट्ने गरी थप सामाग्रीहरू प्रकाशित गर्दै जाने हाम्रो प्रयास रहने छ।
The issue is data fragmentation, where untrustworthy data is siloed across different databases, SaaS applications, warehouses, and on-premise systems,” Vladimir Jandreski, Chief Product Officer at Ververica, tells Christina Stathopoulos, the Founder of Dare to Data. “Simply, there is no single view of the truth that exists. With governance and data quality checks, these are often inconsistent, AI systems end up consuming incomplete or conflicting signals,” he added, setting the stage for the podcast.In this episode of the Don't Panic, It's Just Data podcast, Stathopoulos speaks with Jandreski about the vital role of unified streaming data platforms in facilitating real-time AI. They discuss the difficulties businesses encounter when implementing AI, the significance of going beyond batch processing, and the skills necessary for a successful streaming data platform. Applications in the real world, especially in e-commerce and fraud detection, show how real-time data can revolutionise AI strategies.Your AI Could Be a Step Behind Jandreski says that most organisations continue to be engineered on batch-first data systems. That means, they still process information in chunks—often hours or even days later. “It's fine for reporting, but it means your AI is always going to be one step behind.”However, “the unified streaming platform flips that model from data at rest to data in motion.” A unified platform will “continuously capture the pulse” of the business and feed it directly to AI for automated real-time decision making. Challenges of Agentic AI Considering that the world is moving toward the era of agentic AI, there are some key challenges that still need to be addressed. Agentic AI means autonomous agents make real-time decisions, maintain memory, use tools and collaborate among themselves. Because they act on their own decisions, regulating them is necessary. Building agents is not the main challenge, but the real challenge is “actually giving them the right infrastructure.” Jandreski highlights. Alluding to an example of AI prototyping frameworks such as Longchain or Lama Index, he further explained that those frameworks work for demos. In reality, however, they can't support a long-running system trigger workflows that demand high availability, fault tolerance, and deep integration with the enterprise data. This is because enterprises have multiple systems, and many of them are not connected. This way, the data forms into silos. When data is in silos, a unified streaming data platform becomes the key solution. “It provides a real-time event-driven contextual runtime where AI agents need to move from the lab experiments to production reality.”TakeawaysUnified streaming data platforms are essential for real-time AI.Batch processing creates lag, hindering AI effectiveness.Data fragmentation leads to unreliable AI decisions.A unified platform ensures data is fresh and trustworthy.Real-time AI requires a robust data infrastructure.Organisations must move beyond legacy batch systems.Governance and data quality are critical for AI success.Real-world applications...
Artificial intelligence (AI) is not long just a buzzword, but a pivotal force driving unprecedented business transformation and growth. The technology is fundamentally reshaping how businesses in Ireland operate, innovate, and compete. According to the Dell Innovation Catalyst Study, 76% of organisations based in Ireland are already considering AI and GenAI a key part of their business strategy, with 84% reporting substantial ROI and productivity gains from adopting these technologies. Moreover, 66% of Irish organisations are at early to mid-stage in their AI and GenAI adoption journey, while 90% see strong opportunities to leverage Agentic AI within their business operations. However, there are complexities involved with fully harnessing the power of GenAI. To build and train GenAI models, organisations need vast amounts of information. In turn, these same models also generate vast quantities of data to go back into the business. So, the question each business leader must ask before embracing AI and GenAI is: Are our storage solutions up to the task? The solution is scalable, secure, and economically sound data architecture that will set apart the organisations simply running in the AI race, and those leading it. Storage solutions for the GenAI age For GenAI to be successfully deployed, organisations must rethink, rearchitect and optimise their storage to effectively manage GenAI's hefty data management requirements. By doing so, organisations will avoid a potential slowdown in processes due to inadequate or improperly designed storage. The reality is that traditional storage systems are already struggling to keep pace with the explosion of data, and as GenAI systems advance and tackle new, more complex tasks the requirements will only increase. In other words, storage platforms must be aligned with the more complex realities of unstructured data, also known as qualitative data, and the emerging needs of GenAI. In fact, unstructured data accounts for over 90% of the data created each year - largely due to a rise in human-generated data, meaning the sphere is made up of cluttered and muddled columns of analysis. Enterprises need new ways to cost-effectively store data of this scale and complexity, while still providing easy and quick access to it and protecting it against cyber criminals. Unstructured data specifically is of interest to hackers due to its value and sheer volume. Organisations are seeking to enhance how they manage data - whether it's moving, accessing, scaling, or safeguarding it. In the pursuit of rapid improvement, many have adopted solutions that store data across several public cloud platforms. While these public cloud environments can deliver immediate benefits, such as increased flexibility and availability, they often introduce longer-term complications. Over time, organisations may face rising costs associated with moving data into and out of different clouds, heightened security risks, and challenges when attempting to optimise their data across these disparate environments. For generative AI to reach its full potential, it requires straightforward, reliable access to quality data; unfortunately, strategies that prioritise public cloud-only adoption above all else frequently struggle to meet these requirements. Organisations should instead look to adopt a multicloud by design approach. This will help them unlock the full potential of multicloud in the short and long term, without being constrained by siloed ecosystems of proprietary tools and services. Multicloud by design brings management consistency to storing, protecting and securing data in multicloud environments. Investing in new storage technologies Businesses need new, novel approaches that cater to GenAI's specific requirements and vast, diverse data sets. Some of these cutting-edge technologies include distributed storage, data compression and data indexing. Distributed storage enhances the scalability and reliability of GenAI systems by...
Can AI be used to improve patient experiences? This week, Technology Now explores how AI is being used to streamline data collection in the healthcare industry, how data should be treated to avoid bias in AI, and the benefits this brings to patients. Derek B. Howard, Programme Manager for the HPE Digital Health Foundry Programme, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Aubrey Lovell 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 Derek B. Howard:https://www.linkedin.com/in/derek-howard1/Sources:https://www.britannica.com/technology/MYCINhttps://www.mghlcs.org/projects/dxplainhttps://www.cedars-sinai.org/discoveries/ai-ascendance-in-medicine.html
Lucinda examines talent retention and development, building on the previous discussion about attracting talent, and emphasising the importance of creating a high-performance culture that not only draws in great people but also keeps them engaged and motivated. Lucinda explores the evolving definition of talent, highlighting the need for inclusivity and recognising diverse contributions within organisations KEY TAKEAWAYS Talent should not be limited to a select group of high performers or leaders. It encompasses a diverse range of individuals, including specialists, reliable experts, and emerging leaders, highlighting the importance of recognising and harnessing everyone's unique contributions. Organisations often invest heavily in recruitment but neglect onboarding and ongoing development. To retain talent, it's crucial to provide meaningful career opportunities, learning and development options, and a sense of purpose beyond just a pay cheque. The shift to hybrid work has changed how employees engage with their organisations. Companies need to ensure that visibility and performance evaluations are fair and inclusive, avoiding biases that may arise from physical presence in the workplace. Engaging employees in their career development is essential. This involves regular performance conversations that focus on individual aspirations and growth, allowing employees to take an active role in shaping their career paths. BEST MOMENTS "We know that talent is broad. It's about seeking out everybody's talent. Talent is your high-performing specialist... Everyone plays their part." "People want more than a pay cheque. They want purpose, flexibility, growth, and to feel that their career is moving forward." "If you think of a modern talent strategy... it needs to be conscious, intentional, and on their terms as well." "We need to engage the individual in driving their career. People want choice, autonomy, and clarity on how they can grow." "Don't start investing and don't bite off more than you can chew. Start small and then turn those insights into action." VALUABLE RESOURCES 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 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/
If we want to practise alternatives to hierarchy, what needs to be in place? Perttu has twenty years' experience as an organisational consultant and I've been really enjoying his research papers on Radically Decentralised Organisations. We talk about the four things needed for a Radically Decentralised Organisation to be sustainable, leaderless leadership, group dynamics we need to be aware of, and some interesting case studies in Finland, particularly in the public sector. Resources: Perttu's paper, “Leaderless Leadership in Radically Decentralised Organisations” https://www.researchgate.net/publication/380008457_Leaderless_leadership_in_radically_decentralized_organizations Perttu's website: https://perttusalovaara.com/en/ Related Leadermorphosis podcast episodes: Ep. 37 with Miki Kashtan Ep. 78 with Sofia and Luís from Mindera Ep. 41 with Michael Y. Lee
durée : 00:19:12 - Journal de 18h - Les organisations syndicales s'accordent sur une date commune pour exiger un autre budget tout en adoptant des stratégies différentes quant à la mobilisation citoyenne prévue huit jours plus tôt.
Can we build technology today to defend against the threats of tomorrow? This week, Technology Now concludes a double episode on post quantum cryptography and explores the subject of firmware, why it's imperative that it be protected against quantum attacks and why a simple update can't solve every problem. Nigel Edwards, Director of the Security Lab at HPE Labs, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Aubrey Lovell 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 Nigel: https://www.linkedin.com/in/nigel-edwards-170591/?originalSubdomain=ukSources: https://www.theatlantic.com/technology/archive/2016/01/the-long-and-winding-history-of-encryption/423726/https://www.theqrl.org/blog/history-of-cryptography-behind-the-code-episode-1/https://www.theguardian.com/science/2025/may/07/todays-ai-can-crack-second-world-war-enigma-code-in-short-order-experts-say
In this episode of The Product Experience, Randy Silver and Lily Smith sit down with Katja Forbes, Executive Director at Standard Chartered Bank, design leader, and lecturer, to explore the fast-approaching world of machine customers.Katja shares why businesses must prepare for a future where AI agents, autonomous vehicles, and procurement bots act as customers, and what this means for product managers, designers, and organisations.Key takeawaysMachine customers are here already. From booking services for Tesla cars to procurement bots closing contracts, AI-driven commerce is no longer hypothetical.APIs are necessary but insufficient. Businesses need to think beyond plumbing and address trust, compliance, and customer experience for non-human agents.Signal clarity matters. Organisations must make their value propositions machine-readable to remain competitive.Trust will be quantified. Compliance signals, ESG proof, uptime guarantees, and reliability ratings will replace human gut instinct.New roles will emerge. Trust analysts and human–machine hybrid coordinators will be critical in shaping future interactions.Ethics cannot be ignored. Without careful design, agentic commerce could amplify consumerism and poor societal outcomes.Practical first step. Even small businesses can prepare by structuring their product and service data into machine-readable formats.Product managers must adapt. The skill to manage ambiguity, think systemically, and anticipate unintended consequences will be central to success.Featured Links: Follow Katja on LinkedIn | Katja's website | Sign-up for pre sale access to Katja's forthcoming book 'The CX Evolutionist'Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath. Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.
Why do quantum computers pose a threat to governments? This week Technology Now starts a two part dive into quantum computing. In this first episode, we ask: how are governments preparing to mitigate the threat posed by a hypothetical quantum computer which could be invented. Ken Rich, Federal CTO at HPE tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Aubrey Lovell 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 Ken Rich:https://www.linkedin.com/in/kenrich111/Sources:https://www.ncsc.gov.uk/whitepaper/next-steps-preparing-for-post-quantum-cryptographyhttps://www.britannica.com/technology/quantum-computerhttps://www.livescience.com/technology/computing/history-of-quantum-computing-key-moments-that-shaped-the-future-of-computingShor, Peter W.. “Polynomial-Time Algorithms for Prime Factorization and Discrete Logarithms on a Quantum Computer.” SIAM Rev. 41 (1995): 303-332.P. W. Shor, "Algorithms for quantum computation: discrete logarithms and factoring," Proceedings 35th Annual Symposium on Foundations of Computer Science, Santa Fe, NM, USA, 1994, pp. 124-134, doi: 10.1109/SFCS.1994.365700.https://www.newscientist.com/article/2399246-record-breaking-quantum-computer-has-more-than-1000-qubits/
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