Podcasts about organisations

What becomes possible for us as coaches when we move beyond the privacy of one to one conversations and begin working with the energy, complexity, and potential of groups and teams? In this episode of The Coaching Crowd podcast, we explored why so many coaches are choosing to train in group and team coaching, and why this area of coaching practice feels increasingly relevant in today's professional landscape. We wanted to bring this conversation to the podcast because coaching is no longer limited to one to one development conversations. More organisations, leaders, teams, and individuals are seeking collective development experiences. They want spaces where people can learn together, reflect together, challenge one another, and feel part of something more connected. That matters because so many people are experiencing disconnection, pressure, and exhaustion. Group coaching and team coaching can create powerful spaces where people feel seen, heard, and supported by others who may be facing similar questions or challenges. In a professional context, this also gives coaches the opportunity to work more systemically, supporting culture, communication, leadership development, and organisational change at scale. During the conversation, we reflected on the size of the opportunity for coaches. Group and team coaching are not new, but more coaches are now asking how they can broaden their work, move into organisations, support teams, run development programmes, and offer more than individual coaching sessions. For coaches who have mainly worked one to one, this shift can feel exciting, but also intimidating. We spoke about how group dynamics and team dynamics are far more complex than individual coaching. When you move into a one to many setting, there are more relationships, expectations, emotions, roles, and patterns in the room. This means coaches need more than confidence. They need structure, skill, presence, and an understanding of the psychodynamics that can emerge when people come together. One of the key reflections from this episode was that training in group and team coaching can benefit you even when you are not yet sure whether you want to specialise in this area. It develops your systemic thinking. It helps you see your one to one coaching clients as part of wider systems, including families, teams, organisations, communities, and cultures. That naturally expands the quality of the questions you ask and the way you support clients to understand themselves. We also explored how training in this area can open doors. Many coaches begin with one to one coaching in an organisation and then get asked whether they can support a team, design a programme, facilitate a workshop, or help with a leadership development initiative. Those moments can be exciting, but they can also create doubt. Having training behind you can give you the confidence, credibility, and practical tools to say yes to those opportunities. Another important theme was the need for coaches to think strategically about their business. Group and team coaching can help create more scalable offers, more variety, and more routes into organisational contracts. It can sit alongside one to one coaching, leadership development programmes, workshops, internal coaching roles, and wider organisational development work. We also reflected on the human nature of this work. Modern coaching is not only about performance. It is relational, emotionally intelligent, and systemic. In a world where artificial intelligence is changing how people work, human relationships are becoming even more important. Knowledge may be increasingly available, but connection, trust, culture, and shared understanding still require human presence. That is why group and team coaching feels so valuable. It supports people to understand how they relate, communicate, collaborate, and make progress together. It also gives coaches the chance to engage with the living, breathing reality of organisational culture and human behaviour. In the episode, we also shared more about our Group and Team Coaching programme, including the five phases that sit at the heart of the course: Grounding and Gathering, where we explore how to set the work up for success and orientate people into the coaching experience. Roles and Responsibilities, where we consider the role of the coach and the roles that people naturally take up in groups and teams. Options and Opportunity, where we explore coaching methodologies, practical activities, and ways to work creatively with groups and teams. Union and Understanding, where we look at group dynamics and the complexity of human behaviour in collective spaces. Presence and Progress, where we focus on closure, endings, progress, sustainability, and how groups and teams recognise and carry forward change. We also discussed the mindset of a group and team coach, because this is emotional work. How we resource ourselves, what we believe about groups, and how we manage our own presence will shape the quality of the work we offer. This episode is for coaches who are curious about expanding their practice, leaders and HR professionals who already work with groups and teams, and anyone who wants to build more confidence in facilitating meaningful collective development. Ultimately, group and team coaching is not an either or choice. It can sit beautifully alongside one to one coaching. It can widen your impact, strengthen your coaching practice, create new business opportunities, and help you work with the rich complexity of people, culture, and systems. Timestamps: 00:00: Welcome to The Coaching Crowd podcast 00:06: Why so many coaches are training in group and team coaching 00:38: Five reasons to consider group and team coaching 01:58: The size of the opportunity for coaches 03:59: How group and team coaching enhances one to one coaching 05:52: Building confidence to pitch group and team coaching work 06:56: Organisational contracts, leadership development, and scalable offers 08:22: Why group and team coaching requires specific training 09:36: The relational, emotional, and systemic nature of modern coaching 10:02: How AI and changing workplaces are influencing team dynamics 10:44: Overview of the Group and Team Coaching programme 11:10: Grounding and Gathering 11:45: Roles and Responsibilities 12:16: Options and Opportunity 12:46: Union and Understanding 13:06: Presence and Progress 14:00: Mindset and business development for group and team coaches 15:16: Why group and team coaching can be energising and valuable 16:13: Facilitated programme structure and how to join Key Lessons Learned: • Group and team coaching allows coaches to create impact beyond one to one conversations by working with collective learning, shared reflection, and systemic change. • Training in group and team coaching can strengthen your one to one coaching because it helps you see clients within the wider systems they belong to. • Group dynamics and team dynamics are more complex than individual coaching, so coaches need specific skills, structure, and confidence to work well in these spaces. • Organisations are increasingly investing in collective development because workplace culture, relationships, communication, and leadership are changing rapidly. • Group and team coaching can open doors to organisational contracts, leadership development programmes, workshops, internal coaching roles, and more scalable coaching offers. • Effective onboarding is crucial because how a group or team enters the coaching experience shapes the safety, clarity, and outcomes of the work. • Human presence, emotional intelligence, and relational skill remain essential in group and team coaching, especially as AI continues to reshape how people work. • Group and team coaching can bring more variety, energy, and strategic growth into a coaching business. • The work is not only for qualified one to one coaches. It can also support leaders, HR professionals, learning and development practitioners, and organisational development specialists. • Group and team coaching is not a replacement for one to one coaching. It can sit alongside it as a powerful extension of your coaching practice. Keywords: group coaching, team coaching, group and team coaching, coaching training, coach training, coaching CPD, one to one coaching, coaching skills, systemic coaching, organisational coaching, leadership development, team development, group dynamics, team dynamics, ,coaching practice, coaching business, coaching programme, emotional intelligence in coaching, workplace coaching, coaching for organisations, Links & Resources Group and Team Coaching course: https://igcompany.com/group

In this episode of Why Care?, Nadia Nagamootoo is joined by writer, broadcaster and campaigner Jamie Klingler for a conversation about accidental activism, women's safety, police reform and the institutional failures that still leave women carrying the burden of risk. Jamie reflects on the moment Sarah Everard's murder pushed her from behind-the-scenes media work into national campaigning, how Reclaim These Streets was formed at breakneck speed, and why the vigil and High Court fight became a turning point in the public conversation on violence against women and girls.From there, the conversation widens into what has changed, what has not, and what leaders still fail to understand. Jamie speaks candidly about consent, male entitlement, the emotional toll of becoming a public voice on women's safety, and why organisations cannot keep treating violence, harassment and misogyny as if they sit outside the workplace. The result is a powerful episode about courage, accountability and what it really takes to change culture rather than simply comment on it.Key TakeawaysThe public conversation on violence against women has moved, but institutions still lag behind.Consent education needs to go far beyond teaching girls how to say no.Men who want to help often need practical, behaviour-based guidance rather than abstract reassurance that they are “one of the good ones”.Organisations already know where the risks are. The issue is usually not awareness but whether leaders are willing to act early and decisively. Guest BioJamie Klingler became an activist and campaigner for women's safety and police reform as one of the founders of Reclaim These Streets, an organisation that was created after Sarah Everard, was abducted, raped and murdered by a serving police officer. The organisation tried to hold a vigil for Sarah, but the Metropolitan Police said they weren't allowed. In doing so and trying to silence them; Reclaim These Streets fought them in the High Court for violating their human right to assemble, and won. Jamie speaks on becoming an accidental activist and using her media and events expertise to create a real impact. Her TEDx talk on How to Reclaim Your Life is here: https://www.ted.com/talks/jamie_klingler_reclaim_yourself_the_most_valuable_investment_you_ll_makeLinks Jamie: ⁠⁠⁠Website⁠⁠⁠ | ⁠⁠⁠Instagram⁠⁠⁠ | ⁠⁠⁠LinkedIn⁠⁠⁠ Nadia Nagamootoo:⁠⁠⁠ ⁠⁠⁠⁠⁠⁠Website⁠⁠⁠ | ⁠⁠⁠LinkedIn⁠⁠⁠ |⁠⁠⁠ Instagram⁠⁠⁠ | Buy ⁠⁠⁠Beyond Discomfort⁠⁠⁠Avenir Consulting: ⁠⁠⁠https://linktr.ee/avenirconsultingservices⁠⁠⁠Produced by ⁠⁠⁠⁠⁠Mauro Kenji Serra⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠Kenji Productions⁠⁠⁠⁠

#HRhelpdesk #IndiaHRGuide #MandeepSingh, In this episode, Mandeep Singh takes on a question every business leader believes they understand, but very few define correctly, what is an appropriate salary? Most organisations rely on salary benchmarking, percentiling, compa ratios and market data to make compensation decisions. Mandeep's point is clear, these tools are necessary, but they are not sufficient. The real issue is not whether you are paying at 60th, 70th or 75th percentile, the real issue is whether your salary actually works for the person, the role and the environment in which they exist. He explains why in today's context, compensation around the 60th percentile is increasingly becoming non-attractive. Organisations may still get people at that level, especially during a trial or early phase, but sustaining motivation and talent quality requires stronger thinking, often moving towards higher percentile positioning once stability is established. The discussion then moves into a far more practical lens, cost of living. Mandeep explains that cost of living is not a generic number. It is different across employee groups, workers, staff, managers, and senior leadership, and organisations must define what kind of lifestyle they want each group to sustain. Salary decisions without this lens are incomplete. The most powerful idea in the episode is what Mandeep defines as the “social line.” Every individual operates within a social environment, peers, batchmates, markets, and expectations attached to their skill and background. If compensation falls below this social line, organisations will struggle to attract and retain the right talent, regardless of what benchmarking reports say. The social line is not a percentile. It is not purely data. It is market sentiment, expectation and lived reality, something your talent acquisition teams understand far better than spreadsheets. This episode reframes salary as a strategic decision, one that sits at with market data, cost of living, social expectations and organisational intent. For leaders who want to attract the right talent and build sustainable teams, this is not a compensation discussion, it is a business decision.

Host: Andrew Birmingham - Editor - CX | Martech | Ecom A year after Mi3 Australia began its agentic AI research deep dive – dubbed Inside the Tornado – that first wave of febrile experimentation has given way to what feels like the beginning of a Cambrian explosion as businesses embed AI agents into core operations, and realise measurable gains in areas ranging from pricing optimisation to creative production. But as adoption accelerates, executives say attention is shifting from the promise of autonomous systems to the practical realities of governing them, understanding and controlling costs and ensuring they do not drift off course – because they will absolutely drift of course. Speaking with Inside the Tornado author, and Mi3 Tech editor Andrew Birmingham, T2 Tea marketing director Peter Randeria and Omnicom Oceania chief product officer Alex Pacey argue that the organisations moving fastest are not those taking the greatest risks, but those building the strongest governance foundations. Their message is clear: agentic AI can create significant commercial value, but success depends on the discipline to supervise it, redesign workflows around it and manage its rapidly growing economic footprint, as much as it requires corralling a still immature and rapidly evolving technology that even its developers sometime still struggle to understand.See omnystudio.com/listener for privacy information.

What is happening at HPE Discover?This week Technology Now is bobbing along at HPE Discover Las Vegas 2026 at the Venetian Resort Las Vegas, HPE's annual customer and partner event. We ask what's changed since last year in the tech industry, how is HPE responding to the ever increasing rate of evolution in the sector, and what should our businesses and organizations be on the look out for in the next 12 months. Antonio Neri, President and CEO of HPE joins the show to tell us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations. This episode is available in both audio and video formats.About Antonio Neri: https://www.hpe.com/uk/en/leadership-bios/antonio-neri.html

Ian Turner has spent over two decades as a Chief People Officer watching the same slow collision happen inside organisations: brilliant performers get promoted into leadership roles, never get developed as leaders, and quietly become — in Ian's phrase — "overpaid doers." This episode asks what it actually takes to be a human-centric business leader, why that capability is in shorter supply than it should be, and what the real commercial cost is when organisations let it drift.The conversation lands on a deceptively simple idea: sustainable performance comes from leaders who hold the commercial and the human in the same hand at the same time — not alternating between them, but integrating both as a single discipline. Ian reframes what that looks like in practice, from getting out of your furrow in the carpet to understanding that every tech transformation is actually a people transformation with a tech element.Key Themes & TakeawaysLeaders who succeed long-term care passionately about two things simultaneously: delivering results and the people delivering them — treating these as one system, not a trade-off.Organisations have created a generation of "overpaid doers" — people promoted for technical excellence who were never equipped, trained, or expected to actually lead.The "furrow in the carpet" is a powerful diagnostic: if your daily movement through an organisation never changes, your leadership reach probably doesn't either.Attrition, stagnation, and cultural echo chambers are not people problems — they're the commercial consequences of ignoring the human side of performance.Post-COVID, companies that genuinely cared about their people maintained flexible, human-aware cultures; those that did it out of necessity are now facing the cultural bill.The most powerful thing a leader can offer isn't advice — it's belief. Coaching someone to their own solution builds both the answer and the person.Every tech transformation is a people transformation with a tech element — and leaders who frame it the other way around will keep hitting the same wall.Three Reasons to ListenListen if your organisation keeps hitting numbers in the short term but quietly haemorrhaging your best people — Ian names exactly why, and it's not what most senior leaders want to hear.Listen if you've ever caught yourself thinking that leadership is "on the side of the desk" — this conversation will reframe that as a strategic and commercial error, not just a personal development gap.Listen if you're trying to make the case internally that human-centric leadership isn't soft — Ian builds the business argument clearly, without ever making it fluffy.Notable Quotes"They don't become leaders because they're recruited into those more senior roles because they've been a great salesperson, a great product person, a great marketer — and they've not been recruited because they show true leadership traits." — Ian Turner"Every transformation is a people transformation with a tech element. It's not a tech transformation with a people element." — Ian Turner"One of the most powerful things you can offer another person isn't advice — it's belief." — Ian Turner (referencing Jenny Rogers, Coaching Skills)Ian's bioIan Turner, a Chief People Officer, talent strategist and leadership coach with over two decades of experience shaping people and culture across some of the UK's most recognised organisations. From leading transformation programmes and building high-performing teams to championing social mobility and developing future talent, Ian has built a reputation for combining commercial acumen with a genuinely human approach to leadership. He's passionate about helping people realise their potential and creating workplaces where both individuals and organisations can thrive.

In this week's episode, Scott McInnes sits down with Christine Armstrong, to dive deep into the critical importance of connection in the workplace. Together they explore how workplace trends have eroded relationships and the role of intentionality in creating a thriving organisational culture.  Christine offers practical strategies to rebuild trust at work and really nurture those vital human connections.    Key Takeaways:  Connection is a deliberate act, not a happy accident  Hierarchical and operational policies inadvertently undermine trust  Connection thrives on small, frequent interactions, not grand initiatives  Trust is the foundation for difficult conversations and authentic connection  The middle layer of work relationships has been lost to societal and organisational shifts  Organisations should design work around human needs, not assumptions of tradition  Simple listening and positive reinforcement are the most cost-effective trust builders    Timestamps:  00:00 Introduction to Connection in the Workplace  02:20 The Importance of Connection  05:20 Impact of COVID on Workplace Connections  08:09 Rebuilding Connections: Strategies and Initiatives  11:39 Creating Learning Moments and Engagement  14:12 Responsibility for Connection in the Workplace  19:50 Navigating Difficult Conversations  23:46 Assuming Positive Intent in Communication  27:02 Meeting Diverse Needs in the Workplace  30:40 Consequences of Weak Connections  35:06 The Power of Listening to Rebuild Connections       Connect with us:  LinkedIn  |  YouTube  |  Instagram     Connect with Christine:  LinkedIn |  Website   

Change is no longer an occasional business challenge. It is a constant reality. Organisations are facing difficult decisions at an unprecedented pace. The real test for leaders is not whether change happens, but how they guide people through it when the impact feels personal. In this The People Agenda podcast Chris Howard, Annette Frem, and Ed Sparkes, explore the practical strategies for managing restructures organisational change with empathy, transparency, and resilience. This topic was also explored in our blog, When change feels personal – navigating tough times, read it for more details. Change may be constant, but how organisations manage it remains a choice. This podcast provides practical guidance for leaders, HR professionals, and change practitioners who want to navigate difficult transitions with empathy, transparency, and confidence. Listen to the full People Agenda podcast to hear the real-world experiences, leadership lessons, and actionable advice from the LACE team.

Across every industry, boards are approving AI budgets. Inside many enterprises, however, the reality is the same. Pilots never scale, tools sit unused, and transformation programmes struggle to justify their investment. In this episode of the Tech Transformed podcast, host Trisha Pillay sits down with Darin Patterson, VP of Product Advocacy and Market Strategy at Make, to find out what separates the organisations genuinely operationalising AI from those still running expensive experiments.AI Adoption GapEnterprise AI investment is accelerating. What is not accelerating at the same pace is business value. Patterson is direct about why he believes that most organisations are measuring the wrong things, assigning ownership to the wrong people, and deploying tools before they have defined the problem."The AI adoption gap is real," Patterson tells Pillay, "and it starts at the top. Leaders are approving investments without a clear framework for what success looks like."For C-suite executives, this is a critical signal. AI adoption is not primarily a technology challenge; it is an organisational one. Strategy, culture, and accountability structures determine if AI initiatives produce compounding returns or accumulate as technical debt.Ownership ModelsOne of the most instructive conversations in this episode concerns who should own AI inside an enterprise. Patterson's position is that ownership must live with the people closest to the business function being transformed."Ownership models are often unclear," he says. "And unclear ownership is where AI initiatives go to die."When AI is owned exclusively by a central IT or data science function, it becomes disconnected from the operational realities of the teams it is meant to serve. When it is owned entirely by individual business units without central governance, you get fragmented tooling, inconsistent data practices, and security exposure. The hybrid model Patterson advocates centralises governance standards, security, and infrastructure while pushing execution authority down to functional leaders. This structure creates accountability at the point of value creation rather than at a remove from it.For C-level executives building or restructuring their AI operating model, the actionable question is: do the leaders of each business unit have both the mandate and the capability to own AI outcomes in their domain?Stop Starting With the ToolA pattern Patterson sees consistently across enterprises is what he calls tool-first thinking. An organisation identifies a capable AI platform, deploys it, and then attempts to work backwards to the business problem it should solve."Focus on your business process first," he advises. "The tool is never the strategy."This is especially relevant for executives evaluating vendor proposals. The quality of an AI platform matters far less than the clarity of the problem definition sitting upstream of it. Organisations that achieve sustainable AI ROI typically begin by mapping their highest-friction processes, quantifying the cost of those inefficiencies, and only then evaluating which AI capability best addresses the root cause. The discipline of process-first thinking also prevents a common failure mode by automating a broken process rather than fixing it. AI applied to a flawed workflow does not eliminate the flaw but rather accelerates it.Culture Is the MultiplierPatterson also points to a softer but critical success indicator, which is cultural adoption. If the teams closest to an AI deployment are not using it willingly and consistently, the business case will not hold, regardless of what the pilot showed.The final, and perhaps most important, dimension Patterson raises is culture. Technical capability and strategic clarity are necessary but not sufficient conditions for AI success at scale. The organisations that are genuinely ahead are those that have invested in building an AI-literate workforce, not just an AI-enabled one."Invest in people as much as you invest in AI," Patterson says. "The technology will keep improving. Your competitive advantage comes from people who know how to use it well."For C-level leaders, this means reframing AI investment as a human capability programme as much as a technology programme. Training, change management, and psychological safety around experimentation are not soft additions to an AI strategy, but they are core to its delivery.Listen to the full conversation with Darin Patterson on the Tech Transformed podcast. Connect with Darin on LinkedIn and explore Make's automation platform at make.com.TakeawaysAI adoption challengesOrganisational culture and AIOwnership models for AIMeasuring AI successOperational AI examplesChapters00:00 The AI Adoption Landscape03:01 Bridging the ROI Gap in AI05:48 Ownership and Responsibility in AI Implementation08:57 Strategic Approaches to AI11:57 Measuring Success in AI Initiatives15:00 Cultural Transformation for AI Success18:53 Real-World AI Implementation Examples24:00 Advice for C-Level Leaders on AI Investment

As artificial intelligence becomes increasingly embedded in our workplaces, communication, leadership and even creativity are changing rapidly. AI can now help us write presentations, craft speeches, prepare for interviews and produce polished content in seconds. But while technology can enhance how we communicate, it cannot replace the human qualities that create genuine trust, influence and connection. In this episode of The HR Room Podcast, Dave and Mary are joined by Niamh McElwain, Award-Winning Facilitator, Speaker, Executive Coach, Consultant and Business All-Star Accredited Thought Leader. They discuss what organisations and leaders risk losing if they become overly reliant on AI-generated communication, and why authenticity, courage and human connection matter more than ever. The conversation examines the growing temptation to outsource communication and leadership to AI tools, while highlighting the uniquely human skills that remain irreplaceable. Niamh shares insights from her work helping leaders 'own their stage', discussing how trust is built, why listening is one of the most powerful leadership skills, and how authentic communication creates deeper influence than polished perfection ever can. The episode also explores the role of courage in modern leadership, from speaking up and navigating uncertainty to having difficult conversations and adapting to rapid change. Ultimately, while AI may transform how work is done, it is our ability to connect, listen, empathise and lead with authenticity that will continue to define great leadership. Guest: Niamh McElwain — Award-Winning Facilitator, Speaker, Executive Coach, Consultant & Business All-Star Accredited Thought Leader Topics include: The rise of AI-generated communication and its impact on workplace relationships Why trust, influence and connection remain fundamentally human skills The trust equation and how leaders build credibility and psychological safety Authenticity, vulnerability and the power of sharing real experiences Why listening is one of the most undervalued leadership skills Why courage matters more than confidence in leadership The future of work and the human skills that will become increasingly valuable Why curiosity, empathy, courage and listening may be the ultimate competitive advantage in the AI era Key Takeaways for HR Leaders: AI should enhance human capability, not replace authentic human connection. Trust is built through credibility, reliability, integrity and genuine care for others. The most influential leaders listen more than they speak. Authenticity creates stronger connections than polished, performative communication. Courage is a skill that can be developed through practice and experience. Organisations should encourage experimentation and learning rather than fear-driven resistance to AI. Resources Mentioned: Own My Stage The Courage Project Never Split the Difference by Chris Voss Disrupt HR Upcoming Webinar: Book your spot for our upcoming webinar 'AI in the Workplace: What HR Needs to Know'. Hosted by Dave Corkery, the session features insights from Liam Barton, Commercial Director at Insight HR, and Karen Howley, AI specialist and expert in organisational change. Register here Get in Touch: If you're not already following us on LinkedIn, please do. If you have suggestions for future episodes, or if you'd like to join us as a guest, reach out to Dave Corkery at dcorkery@insighthr.ie or connect with him on LinkedIn. About The HR Room Podcast: The HR Room Podcast is brought to you by Insight HR — where we speak with HR leaders, experts and practitioners across Ireland about the issues shaping the world of work today. If you're enjoying the podcast, please share it with colleagues or friends and leave us a review. We love to hear your feedback, we take requests, and we're always here to support you with your HR challenges. Immediate HR support: 056 770 1060 or info@insighthr.ie.  

The National Economic Dialogue takes place at Dublin Castle today. Among the proposals that will be heard is an adjustment to how social welfare payments are increased by Social Justice Ireland. Their Research and Policy Analyst, Susanne Rogers explained to Anton what they are proposing today.

#HRhelpdesk #IndiaHRGuide #MandeepSingh, Retaining people has always been one of the most difficult challenges for organizations, and as Mandeep Singh explains in this episode, it is only becoming more complex with time. The key insight is not that retention concepts have changed, but that their definitions have evolved significantly. Mandeep breaks down how traditional ideas such as job security and employee loyalty no longer operate in the same way. Job security has shifted from a “hire to retire” mindset to a shorter horizon of stability, typically 2 to 3 years of role continuity, skill relevance, and predictable growth. Similarly, loyalty has moved away from unconditional commitment to the organization and is now centred around an individual's own career growth and resume building. Employees today remain with organizations that help them enhance their value in the market. The episode then explores the key factors that practically influence retention, growth through roles and skill enhancement, exposure to projects, geographies and experiences, compensation and benefits positioning, and the often underestimated impact of social recognition across peers, family, and society. Mandeep emphasizes that retention cannot be treated as a knee jerk reaction. It requires a clearly defined strategy, documented and measured over a medium‑term horizon. Without a structured retention plan (which Mandeep refers to as HR stone age), organizations risk operating without clarity, reacting instead of planning. This discussion provides a practical and strategic lens for business leaders and HR practitioners to rethink how retention should be approached in today's evolving workplace.

The National Economic Dialogue takes place at Dublin Castle today. Among the proposals that will be heard is an adjustment to how social welfare payments are increased by Social Justice Ireland and their Research and Policy Analyst, Susanne Rogers explained to Anton what they will be proposing today.

In just twelve months, the conversation around Agentic AI in insurance has changed dramatically.  What began as curiosity about autonomous AI agents has evolved into a much more practical discussion about implementation, governance, economics and competitive advantage.  In this special solo episode, InsTech's Zoja Wojcik reflects on the developments that have shaped the market since InsTech's first Agentic AI event in November 2025. Drawing on conversations with insurers, brokers, MGAs, technology providers and industry leaders, she explores how the industry has moved beyond experimentation and towards a more challenging question: where does the commercial value actually come from?  Along the way, you'll hear insights from Simon Torrance, Erdal Atakan, Gina Gill, Elena Maran, Max Richter and Ian Thompson, alongside examples of how organisations including CFC, McGill & Partners, AIG, Duck Creek and hyperexponential are bringing Agentic AI into real insurance operations.  Whether you're still trying to understand what Agentic AI means for insurance or already evaluating deployment opportunities, this episode offers a practical snapshot of where the market stands today and the questions leaders should be asking next.  Want to continue the conversation? Join us in London on July 7 for 'The age of Agentic AI: from strategy to commercial value'. In this episode:  00:00 - What is Agentic AI and why has it become one of insurance's most discussed technologies?  03:15 - Looking back at the industry's first major Agentic AI event in November 2025  05:45 - Simon Torrance on why Agentic AI should be viewed as a new workforce, not simply another software tool  06:20 - Early deployment examples from across the insurance market:  CFC's Lane Assist   McGill & Partners and Salesforce Agentforce   AIG's AI-driven underwriting initiatives   Federato's agentic underwriting platform   hyperexponential and Banyan Risk   Duck Creek's insurance-native Agentic AI platform   08:15 - Why moving from pilot projects to production remains difficult  10:00 - The defining question of 2026: proving commercial value and ROI  12:15 - Intelligence Capital, competitive advantage and why buying AI tools may only create parity  13:30 - Orchestration, governance and maintaining trust in agentic systems  15:00 - Workforce transformation and practical lessons for insurance leaders  16:00 - What questions should insurance organisations be asking next?  Key takeaways:  The industry conversation has shifted from experimentation towards implementation and measurable business outcomes.   Many of the biggest barriers to adoption are organisational rather than technical.   Boards increasingly expect clear economic justification for AI investment.   Competitive advantage may come less from AI models themselves and more from institutional knowledge and decision-making expertise.   Governance frameworks must evolve alongside increasingly autonomous systems.   Organisations that focus on specific business problems are more likely to succeed than those pursuing AI for its own sake.   Featured contributors:  Simon Torrance, AI Risk   Erdal Atakan, Inigo   Gina Gill, Apollo   Elena Maran, Alethesis AI   Max Richter, Mea platform   Ian Thompson, IMT Advisory  Further reading:  For listeners looking to explore the themes discussed in this episode:  Agentic AI & insurance  Podcast episode: Where is the industry today? – a view from the C-suite (A rare C-suite perspective on Agentic AI: what it is, how it's being deployed and why senior leaders are walking a tightrope between bold innovation and operational risk.)  CFC launches Lane Assist, a live agentic underwriting pilot  McGill & Partners becomes first London Market broker to deploy Agentic AI  McGill + AIG collaboration using AI-driven underwriting  Duck Creek launches insurance-native Agentic AI Platform  Federato RiskOps and Agentic underwriting platform  MGA Banyan Risk deploys hx's full agentic underwriting suite  Strategy & commercial value  Simon Torrance's work on Intelligence Capital   AI Risk research on Agentic AI and enterprise transformation   InsTech & ServiceNow New York event: The future of insurance will be orchestrated, not built  Governance & Responsible AI  Article: The New Frontier: Managing and insuring generative and agentic AI risks with Edinburgh Futures Institute  Podcast episode: Creating a new kind of assurance & insurance framework for AI-related risks (This episode unpacks one of the most ambitious research initiatives currently shaping the future of AI risk in insurance.) 

Few people have observed Australian boardrooms as closely as Kerryn Newton. For almost two decades, Kerryn has advised boards, recruited directors and worked alongside organisations navigating governance challenges across the corporate, government and not-for-profit sectors. Through her work as Founder and Managing Director of Directors Australia, she has developed a unique perspective on what separates high-performing boards from those that struggle to achieve their potential. In this episode of our 20 Years of Women on Boards podcast series, Kerryn joins Claire Braund OAM to reflect on her governance journey, the lessons she has learned from hundreds of boardrooms and the advice she shares with aspiring directors. Kerryn discusses the importance of purpose, board culture and relationships, arguing that the effectiveness of a board is shaped less by its policies and processes and more by the quality of the conversations, trust and dynamics around the board table. She also shares her views on board diversity, AI governance and the future of board recruitment. Along the way, Kerryn reflects on the role Women on Boards has played in supporting better governance and reveals the three phrases that best describe her own journey: backing herself, resilience and bravery. Listen to hear Kerryn's practical insights on governance, board effectiveness and what it takes to build a meaningful board career. About Kerryn Newton Kerryn Newton is the Founder and Managing Director of Directors Australia, one of Australia's leading board recruitment and governance advisory firms. A lawyer by training and former Army Reserve officer, Kerryn founded Directors Australia in 2009 and has spent the past 17 years advising boards, recruiting directors and helping organisations strengthen governance and leadership capability. Throughout her career, she has worked with boards across the listed, private, government and not-for-profit sectors, developing a reputation for understanding board dynamics, leadership and what drives board effectiveness. Kerryn is a long-standing supporter of Women on Boards and has played an important role in improving transparency and access to board opportunities across Australia. Through her work, she has helped hundreds of organisations build stronger boards and assisted countless directors in navigating their governance journeys. Three Key Insights from Kerryn Purpose matters more than status Kerryn encourages aspiring directors to be clear about why they want to serve on a board. Organisations are looking for directors who genuinely connect with their purpose, not those simply seeking another line on their resume. Board effectiveness is built on relationships While governance frameworks and policies are important, Kerryn believes the most effective boards are characterised by trust, constructive challenge, strong relationships and a willingness to listen and learn. Be brave and back yourself For those seeking their first board role, Kerryn's advice is simple: put your hand up. Every board journey starts somewhere, and resilience is often the difference between those who achieve their goals and those who give up too soon. Learn more about Women on Boards Follow WOB on LinkedIN Follow Claire Braund on LinkedIn Follow Kerryn Newton on LinkedIn

In this episode of Beyond Potential, Tom Emery and Tomas Mason are joined by author, professor and eminent philosopher Margaret Heffernan. Drawing on a career spanning the BBC, technology start-ups, academia and bestselling books, Margaret explores why capable people and successful organisations often miss or ignore the warning signs that are directly in front of them. The conversation focuses on her influential book Wilful Blindness and unpacks the human behaviours that drive poor decision-making, organisational silence and ethical failure. Margaret explains how exhaustion, conformity, hierarchy and excessive competition can all reduce a leader's ability to see clearly, and why speaking up in organisations is far rarer than most leaders assume. She also shares practical ways leaders can design environments where people are more likely to challenge, think clearly and raise concerns early. A powerful and practical discussion for anyone interested in leadership, culture and how organisations can avoid repeating the same avoidable mistakes. Connect with Margaret: Website: Margaret Heffernan Substack: Available via www.mheffernan.com

Are we prepared for the deployment of a functional quantum computer? This week, Technology Now is returning to the topic of post quantum cryptography. We ask why the deadline for migrating to PQC enabled systems has been moved up, we discover what a quantum computer actually needs to be cryptographically relevant, and we pose the question: when it comes to migrating your systems to quantum resistant forms of encryption, could it already be too late for some people to start?This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.

What happens when the technology keeping essential services running fails at the worst possible moment? When most people think about workplace technology, they picture laptops, smartphones, and office software. But for millions of workers maintaining power networks, repairing infrastructure, supporting emergency services, managing transport systems, and operating in remote environments, technology has a very different job to do. It has to work every single time, often in conditions where failure is simply not an option. In this episode of Tech Talks Daily, I speak with Alex Gittins from Getac about the changing world of field operations, rugged computing, and the growing role of Edge AI in supporting the deskless workforce. Alex explains why rugged technology is far more than placing a consumer device inside a protective case. From extreme temperatures and harsh weather to vibration, dust, poor connectivity, and demanding working environments, true rugged devices are engineered from the ground up to support people working where most technology struggles. We also discuss the often-overlooked reality that around 80% of the global workforce operates away from a desk. These workers are increasingly dependent on digital tools to receive work orders, access mapping systems, capture field data, complete inspections, and communicate with central teams in real time. The conversation also turns to Edge AI and its growing importance for frontline teams. Rather than relying on constant connectivity and cloud processing, Edge AI enables workers to access intelligence directly on their devices. Whether identifying damaged assets through image recognition, guiding inspections, reducing paperwork, or supporting faster decision-making, AI is becoming a practical tool for improving efficiency and safety in the field. Alex also shares how customer expectations are changing. Organisations are no longer buying devices in isolation. Instead, they are involving technology providers much earlier in the process to help design complete solutions that can support future operational requirements. From defence roots to modern field operations, this episode offers a fascinating look at the technology helping keep critical services running behind the scenes. How will AI, connectivity, and rugged computing continue to reshape the future of work for the billions of people who never sit behind a desk?

Heute geht es um Resonanz, Macht und Beziehungsmomente unter Hochspannung.Was passiert, wenn ein CEO öffentlich mit dem Vorwurf konfrontiert wird, im „Elfenbeinturm“ zu sitzen?In dieser Episode greifen Armin Ziesemer und Thomas Böhlefeld eine Zuschrift eines CEOs auf, der sich eigentlich als nahbar erlebt: Townhalls, Updates, offene Tür, Rundgänge durch die Büros. Und trotzdem eskaliert eine Review-Runde zu einem stockenden IT-Transformationsprojekt, als ein erfahrener Abteilungsleiter sagt:„Sie da in Ihrem Elfenbeinturm haben doch überhaupt keine Ahnung, was an der Basis wirklich schiefläuft und wie ausgebrannt die Leute sind.“Ist das ein Angriff, ein Hilferuf oder ein Beziehungsabbruch?Armin und Thomas schauen auf den Kippmoment, in dem strategische Realität auf operative Erschöpfung trifft. Sie sprechen darüber, warum Anschreien keine Resonanz ist, sondern oft nur ein leeres Echo bleibt.Im Zentrum steht die Frage:Wie kann ein CEO echte Resonanz von unten ernst nehmen, ohne sich zu rechtfertigen, ohne zurückzuschlagen und ohne destruktive Muster weiter zu dulden?Dabei geht es auch um Macht, Nahbarkeit, Scham, Überlastung, Transformationsmüdigkeit und die Frage, wie aus Gegenabhängigkeit wieder Interdependenz entstehen kann.

This week's essential cyber security podcast uncovers a new threat actor targeting a raft of Australian organisations and asks the important question: Is AI profitable yet? Hint – it is not. Cyber Daily's David Hollingworth and Daniel Croft open the podcast with the good news that Anthropic's Mythos platform is, in fact, coming to Australia, and they talk to the man behind the website that asks – and illustrates – the question of our time: who is actually making money from AI? It's also been a shocker of a week for data breaches in Australia, and it looks like one threat actor is behind most of the activity. Organisations such as the ACMI, the Melbourne International Film Festival, and a corporate catering service have all been allegedly hacked. Find out what's happening in cyber crime in Australia, right here. Just another week in cyber security. Enjoy, The Cyber Uncut team

Rethink Ireland has launched the new €1.5 million Skills for Tomorrow Fund in collaboration with Deloitte Ireland and the Department of Rural and Community Development and the Gaeltacht. The fund will support innovative projects helping marginalised individuals and communities develop the skills they need to succeed in the future world of work. The fund will also support successful applicants to strengthen their impact through the practical and responsible use of artificial intelligence. Skills for Tomorrow will support up to nine organisations over 2.5 years, with cash grants ranging from €137,500 to €200,000. The fund comes at a time of shifting labour markets and rapid technological change, with increasing concern that individuals and communities already experiencing marginalisation risk being left further behind due to barriers to accessing education, training, digital literacy and employment opportunities. Applications are encouraged from projects and organisations focused on improving education and employment outcomes for marginalised groups including young people not in education, employment or training, long-term unemployed individuals, people with disabilities, minority ethnic communities, lone parents and those experiencing educational disadvantage. Launching the Skills for Tomorrow Fund, Deirdre Mortell, CEO of Rethink Ireland, said: "As the world of work continues to evolve, we need to ensure that people and communities already experiencing marginalisation are not further excluded from future opportunities. The Skills for Tomorrow Fund is about creating practical and inclusive pathways into employment, education and lifelong learning. "Through this fund, we want to support organisations that are already doing transformative work in communities across Ireland and help them scale their impact. We are also particularly excited to support successful applicants to explore how artificial intelligence can enhance and streamline the work they do every day." Welcoming the launch of the fund, Lorraine Griffin, Chairperson of Deloitte Ireland, said: "At Deloitte, we are proud to support this multiyear fund with Rethink Ireland. We understand that Ireland's future innovators, entrepreneurs and leaders will need new skills to meet tomorrow. Through the 'Skills for Tomorrow' fund, we are investing in innovative approaches that support education, digital skill development and training opportunities so more people have the opportunity to succeed in the modern economy. "As technology expands opportunity for those with access and skills, it can also reinforce barriers for those without. With the right support, more people can participate in and benefit from the future economy. Organisations serving communities are also facing rising demand and equipped with the right technology, they can do more and reach further." Reflecting on the impact of previous funding, Stuart Buchanan, Head of Advocacy & Impact at YMCA Dublin, an awardee organisation of Rethink Ireland & Deloitte's previous fund, said: "Funding like this can completely change what is possible for organisations working at community level. It allows us to reach people who often feel excluded from education, employment and digital opportunities and provide them with the confidence, skills and support they need to build better futures. "The long-term support from Rethink Ireland helped us grow our impact, strengthen our programmes and create meaningful opportunities for people who are too often left behind." The Skills for Tomorrow Fund is seeking applications from two strands, the first is organisations providing supports for young people; and the second is support for adults. Projects supported through the fund should demonstrate innovative and evidence-based approaches to future skills development, digital inclusion and workforce participation. Applications are now open and will close on 29 June 2026. Further information is available at https://rethinkireland.ie/current_fu...

How is AI forcing our networks to change? This week, Technology Now is diving into the world of network architecture and asking how AI is forcing us to rethink what it looks like. We ask how AI requirements are different to regular computing, we explore why this makes cacheing obsolete, and we ask how our networks are going to continue changing into the future to cope with the demands of our new AI native world. AE Natarajan, SVP, general Manager for Routing Infrastructure Solutions, HPE networking, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About AE: https://www.linkedin.com/in/ae-natarajan-b79202/

For years, enterprise AI conversations have centred on chatbots, search assistants, and tools that respond when asked, but that era is ending. A new class of AI system, one that reasons, plans, and takes autonomous action, is moving from the research lab into live production environments. For C-suite leaders, the question is no longer if AI will arrive in their organisations, but whether those organisations are ready for it.In a recent episode of Tech Transformed, host Christina Stathopoulos, founder of Dare to Data, sat down with Cathal McCarthy, Chief Executive Officer of Kore.ai, and Dan Leiva, founder of CXamplify and author of Amplified, to lay out what this shift actually means in practice and why most enterprises are less prepared than they think.Have a look at Artemis, the agent platform from Kore.ai, or you can book a demo.From AI Pilot Projects to ProductionMost large organisations have run AI pilots. Far fewer have moved those pilots into meaningful production at scale. McCarthy and Leiva argue that this gap is not primarily a technology problem. It is a governance and accountability problem.Conversational AI systems, which are the kind that answer questions or generate text, operate within a relatively contained risk envelope. A poorly worded response can be corrected, and a hallucinated answer can be flagged. The stakes, whilst real, are manageable.Agentic AI operates differently. These systems do not simply respond to prompts. They assess situations, make decisions, trigger actions, and in some cases instruct other AI agents or software systems to carry out tasks on their behalf. When something goes wrong in an agentic workflow, the consequences can cascade quickly, across processes, data, customer interactions, and operational outputs.This is why the move from pilot to production represents a fundamentally different risk conversation. As McCarthy puts it, "technology is now a decision-making actor." That framing has significant implications for how enterprises structure ownership, oversight, and accountability around their AI deployments.What Agentic AI Actually Means for Your OrganisationThe term “agentic AI” is often used loosely, so it is important to clarify what it actually means. An agentic system can:Break a complex goal down into sub-tasks without human prompting at each step.Use tools, APIs, databases, and other software to execute those tasks.Adapt its approach based on intermediate results.Operate across extended time horizons without continuous human input.This is meaningfully different from a large language model that generates a report when asked, or a copilot that suggests the next line of code. Agentic systems take initiative, which means it's both their value and their risk.Leiva's book, Amplified, explores how organisations can harness this capability without losing control of it. The central argument is that autonomy is not a binary switch; it is a dial. Organisations need to be deliberate about where they set that dial across use cases, risk profiles, and stages of deployment maturity.A Framework for Smarter AI DecisionsOne of the most practical tools discussed in the episode is the three-class decision model. Rather than treating all AI decisions as equivalent, it asks leaders to classify decisions by consequence and reversibility.The first class covers routine, low-stakes decisions where agentic systems can operate with high autonomy, like scheduling, data routing, and standard customer queries. The second class covers decisions with moderate consequences, where human review should be triggered before action is taken. The third class covers high-stakes decisions where human authority must remain the final step.Mapping AI deployments to this framework is the foundation of a defensible governance structure, one that can satisfy board scrutiny and regulatory requirements simultaneously. It also forces a critical question: who owns the decision about which class a given AI action falls into? That ownership question, the guests argue, is where most enterprise AI programmes currently have a blind spot.The Leadership ImperativeWith that said, the organisations that will benefit most from the agentic era are not necessarily those with the most sophisticated technology. As Leiva writes in Amplified, they are the ones who have thought most carefully about how to deploy that technology in a way that is accountable, adaptable, and aligned with how their people actually work.Boards are already asking harder questions about AI risk. Leaders who can answer them confidently because they have built the governance frameworks and defined the accountability structures will hold a material advantage. For leaders ready to move beyond the pilot stage, McCarthy and Leiva offer grounded guidance. Listen for more insights, and if you have any questions, feel free to get in touch with them directly.Connect with the guests:Cathal McCarthy — LinkedIn | Kore.aiDan Leiva — LinkedIn | CXamplifyFurther reading: Amplified by Dan Leiva — available on AmazonHave a look at Artemis, the agent platform from Kore.ai, or you can book a demoTakeawaysThe shift from conversational to agentic AIEnterprise AI governance and accountabilityOperationalising AI at scale and risk managementBuilding trust and transparency in autonomous AI systemsTurning AI experimentation into measurable business outcomesChapters00:00 – Welcome to the Agentic Era02:33 – The Shift in AI Utilisation06:47 – From Pilots to Production: Understanding Risks10:10 – Gaps in AI Readiness13:11 – Rethinking Governance and Accountability16:50 – Operationalising Agentic Systems20:09 – Applying Agentic Workflows in Practice22:43 – Actionable Advice for Leaders

AI investment is growing fast, but proving its value remains one of the biggest challenges facing data leaders today. Dashboards are built, models are deployed, and yet when the budget question arrives, most teams still can't clearly demonstrate return on investment.Speaking on Don't Panic, It's Just Data with host Christina Stathopoulos, Nadiem von Heydebrand, CEO and co-founder of Mindfuel, identified where most organisations go wrong: the interface between data teams and the business. According to von Heydebrand, the reason is straightforward: no use case, no value."We get a demand, we believe we've understood it, and we start executing immediately," he explained. Months pass, and nobody can answer why the project exists or what problem it was supposed to solve in the first place. The fix isn't more technology. It's better use case management.The 3 Pillars of Effective AI Use Case ManagementOne of von Heydebrand's core principles is straightforward: before you build anything, you need to really understand the business challenge you're trying to solve. "You have to fall in love with the problem, not with the solution," he said. This matters more than ever in the era of generative AI. With token costs attached to every AI interaction, building the wrong solution isn't just a wasted effort; it's an ongoing financial drain. Use case management has moved from being a nice-to-have to an operational necessity. Good use case management, according to Nadiem, rests on three pillars:Demand exploration: Don't assume you understand the problem. Engage stakeholders, ask deeper questions, and uncover the real business challenge before a single line of code is written.Value management: Every use case needs a value hypothesis. What outcome is expected if this problem is solved? As Nadiem puts it: "The solution itself has a value of zero. Value lives in the problem space."Value tracking: Once live, track performance against the original hypothesis. Define a realistic ROI timeframe and review it consistently.Adoption Metrics Are Not Proof of ValueOne of the most common mistakes? Measuring AI success through usage and adoption data alone. "I have enough examples where usage is high, and value is zero or even negative," von Heydebrand warned.Clicks and logins are a proxy. Business outcomes are the goal. If there's no correlation between the two, the metric is misleading.Output vs. Outcome: The Shift That MattersThe most important distinction in the conversation was the difference between output and outcome. Data teams have historically been measured on output like model accuracy, number of dashboards, and features delivered. But output without impact is just activity. Outcome means the value created for the recipient of your work. Organisations that make this mindset shift from measuring what they produce to measuring what they change are the ones that change their data functions from cost centres into genuine value generators.For leaders under pressure to prove ROI from AI initiatives, Mindfuel's CEO advises a pragmatic approach: start now, start small, and be honest. As Stathopoulos summarised: "It all comes back to being intentional about what you build and why." For more information, visit mindfuel.ai, the platform built to help data and AI teams demonstrate, manage, and maximise business value.Connect with the guest:Nadiem von Heydebrand: LinkedIn | MindfuelTakeawaysThe importance of structured use case managementLinking AI initiatives to business valueThe impact layer and value tracking in AI projectsChapters00:00 – Introduction to Data and AI Impact Management03:16 – The Challenge of Connecting AI to Business Outcomes11:38 – Understanding Use Case Management17:40 – The Missing Value Layer in Data and AI Initiatives22:23 – Evolving Mindsets in Data and AI27:36 – Advice for Leaders on Proving AI ROI

By Mr. Stefanos Angeletos, Mr. Nikolaos Koulierakis, Dr. Vasiliki Danilatou Europe's digital transformation is accelerating at an unprecedented pace. Artificial intelligence (AI) is reshaping industries, critical infrastructures are becoming increasingly interconnected, and cyber threats are growing in both sophistication and frequency. Against this backdrop, the European Union faces a critical challenge: how to equip its workforce with the multidisciplinary skills required to secure Europe's digital future. The answer may lie in a new ambitious European initiative: EU-iNSPIRE – iNnovative multi-diSciPlinary Industry-focused cybersecurity education for upskilling and ReskIlling the EU workforcE. The project is supported by the European Health and Digital Executive Agency (HADEA) under the DIGITAL Europe Programme. EU-INSPIRE brings together 23 organisations across academia, industry, cybersecurity, policy, insurance, and standardisation to create a next-generation educational ecosystem for cybersecurity, AI, and cyber insurance. This four-year initiative officially began in January 2025 and will run until December 2028 under the coordination of the University of Piraeus Research Center in Greece. Eunomia Limited, an SME based in Dublin, Ireland, is proud to contribute to this groundbreaking initiative as one of the consortium partners. A Pan-European Initiative Addressing the Cybersecurity Skills Gap The cybersecurity skills shortage is no longer simply a workforce issue – it is a strategic challenge for Europe's resilience, economic stability, and technological sovereignty. Organisations across sectors increasingly struggle to recruit professionals who possess not only technical cybersecurity expertise, but also understanding of AI governance, cyber-risk management, regulatory compliance, and cyber-insurance. The rapidly evolving digital landscape increasingly demands professionals with multidisciplinary skillsets who can navigate technical, organisational, ethical, regulatory, and strategic challenges, rather than relying exclusively on narrow domain specialisation. EU-iNSPIRE was designed to address exactly this challenge. According to the project description, the initiative aims to revolutionise higher education within cybersecurity by cultivating a new generation of specialists with expertise spanning the political, organisational, and technological dimensions of cybersecurity, AI, and cyber insurance. The project will also support continuous upskilling and reskilling for professionals adapting to evolving digital threats and industry demands. The project is currently progressing towards the completion of course development. Why EU-iNSPIRE Matters Cybersecurity is no longer confined to IT departments. Every sector – from healthcare and finance to manufacturing, transport, insurance, and public administration – depends on resilient digital infrastructures. At the same time, AI technologies are rapidly being integrated into cybersecurity operations. AI can improve threat detection, automate incident response, and strengthen resilience. However, it also introduces new risks including adversarial attacks, algorithmic vulnerabilities, and ethical concerns around transparency, accountability, and bias. This convergence of cybersecurity and AI creates an urgent need for professionals who can work across disciplines. EU-iNSPIRE responds through a three-fold approach: 1. Training cybersecurity professionals capable of leveraging AI-driven technologies to enhance resilience of systems, infrastructures, and digital processes. 2. Developing cyber insurance specialists who understand the relationship between cybersecurity, AI, and cyber risk assessment. 3. Empowering domain experts with sector-specific digital transformation expertise, particularly in conformity assessment and regulatory compliance. The project goes beyond traditional academic programmes. It aims to create a sustainable ecosystem that combines: Master-level educati...

Over the past decade, China has launched a remarkable number of multilateral initiatives — from the Belt and Road to BRICS to a suite of so-called Global Initiatives covering development, security, and civilisation. Western analysts have tended to read these as evidence of a Chinese project to displace the existing international order. Guest: Dr Joel Ng (Senior Fellow and Head of the Centre for Multilateralism Studies at the S. Rajaratnam School of International Studies, Nanyang Technological University in Singapore) Book: The Dragon's Emerging Order: Sinocentric Multilateralism and Global Responses Recorded on 27th March, 2026.

Show NotesIn this episode, Simon Western speaks with seasoned psychoanalyst and organisational consultant Dr. Anton Obholzer about the hidden emotional and relational dynamics shaping leadership, organisations and society. Anton is a hugely respected organisational consultant from the Tavistock tradition, and it is a delight to hear his wisdom and insights on this podcast.  Moving beyond technical models of management and mental health, the conversation explores organisations as living systems embedded within wider social and political realities. Anton reflects on the Tavistock tradition, the influence of Eric Miller and the importance of understanding organisations not simply as structures of efficiency, but as emotional containers carrying anxiety, projection, creativity and possibility. Simon and Anton discuss leadership as a protective and generative force, creating the conditions for growth, talent and human flourishing.The dialogue explores the erosion of relational life in contemporary society, the dangers of organisations becoming spaces for unmanaged social anxiety, and the increasing dominance of technological and managerial rationality over human connection. They examine the importance of experiential learning, vulnerability, observation and creative practice in sustaining healthy organisations and societies.At the heart of the episode is a deeper question about how we live together in increasingly uncertain times. Rather than retreating into expertise, certainty or control, Anton calls for greater relational awareness, collective responsibility and societal imagination.Key Reflections Organisations are emotional and societal systems, not simply technical machines Leadership involves creating protective spaces where people and creativity can flourish Psychoanalysis offers ways to understand the hidden dynamics shaping organisational life Relational intelligence matters more than purely technical expertise Organisations often absorb and enact wider societal anxieties and fractures Creativity, art and dialogue are essential to organisational and societal health Experiential learning creates deeper awareness than abstract theory alone Technological advancement risks intensifying alienation and loss of human contact Mental health cannot be separated from political, social and organisational conditions Healthy societies require interdependence, vulnerability and collective responsibility KeywordsPsychoanalysis, Leadership, Organisational Dynamics, Tavistock, Anton Obholzer, Simon Western, Eco-Leadership, Relational Intelligence, Systems Thinking, Emotional Containment, Group Relations, Society, Human Connection, Organisational Culture, Creativity, Vulnerability, Interdependence.Brief BioDr. Anton Obholzer is a psychiatrist, Fellow of the Royal College of Psychiatrists, and both a child and adult psychoanalyst, trained at the Tavistock Clinic and the Institute of Psychoanalysis in London. Alongside his clinical work, he trained as an organisational consultant under Eric Miller at the Tavistock Institute of Human Relations, helping pioneer the application of psychoanalytic thinking to organisations, leadership, and institutional life.Until 2002, he served as Chief Executive of the Tavistock & Portman Clinics in London and continues as Chairman of the Consulting to Institutions Workshop and Senior Consultant in the Tavistock Consultancy Service. He has designed and directed group relations and management conferences internationally, and lectures widely on organisational change, leadership, and resistance under conditions of stress and turbulence.A Visiting Professor at the Universities of Vienna, Graz, and Innsbruck, faculty member at INSEAD's Advanced Management Programme, and teacher across Europe, Dr. Obholzer has spent decades exploring the unconscious dynamics that shape organisations - especially when systems are under pressure.He is also the co-editor of the influential book The Unconscious at Work, a seminal text that examines how unconscious anxieties and emotional dynamics operate within organisations and institutions. His writings and publications have profoundly shaped the fields of systems psychodynamics, organisational consultancy, and leadership studies.

How much power does the UK's fastest supercomputer use? This week, Technology Now returns to Isambard AI, the UK's most powerful supercomputer to find out how you run such a machine. We will explore how much energy it uses, how the system stays cool, and we ask if there are any planned future developments which could increase efficiency. Dr Emma Rose, Centre Manager for the Bristol Centre for Supercomputing, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations. This episode is available in both video and audio formats.About Emma: https://www.linkedin.com/in/emma-rose-7951768a/

Barry O'Reilly is an entrepreneur, author, and founder of Nobody Studios, an early-stage venture studio focused on building AI companies. Over the last six years he has worked with founders, executives and enterprise leadership teams to rethink how organisations operate in the age of generative AI, while simultaneously building and launching companies inside the studio model.A former startup advisor and executive coach, Barry has spent the last several years studying why most AI transformations fail despite enormous investment. Through his coaching and advisory work with leaders from companies including American Airlines, Skyscanner, and Slack, Barry has developed practical frameworks for improving decision-making, reducing administrative overhead, and increasing what he calls "decision velocity".In this episode, Barry explains why AI adoption fails when companies focus on tools instead of behaviour change, why judgment is becoming the most important human skill, and how teams can use AI to improve collaboration rather than replace people.Key takeaways — Most AI transformations fail because organisations start with tools instead of behaviours. Installing AI software does not change how people work, make decisions or collaborate. — The most effective AI use cases amplify a person's natural way of working. Barry realised he produced better writing by talking through ideas and using transcription tools instead of forcing himself into traditional writing workflows. — Capturing meetings, conversations and decisions as structured data creates long-term organisational intelligence. Every interaction becomes a reusable asset that improves preparation, follow-through, and future decision-making. — Leaders must role-model AI adoption themselves. Organisations see better outcomes when executives openly experiment with tools, share lessons learned, and create psychological safety around adoption. — Decision velocity matters more than raw productivity. Teams improve when they arrive prepared, make decisions faster, reduce reversals, and spend more time solving meaningful problems instead of handling administration. — AI should be used to challenge thinking, not replace it. The most valuable prompts ask for blind spots, alternative scenarios, and pressure tests rather than definitive answers. — Teams working with AI outperform individuals working with AI. Barry cites research showing that collaborative ideation with AI produces significantly stronger outcomes than isolated use. — Productivity gains are meaningless if they simply create more exhaustion. The real opportunity is creating space for reflection, slow thinking, and better judgment. — Judgment is the critical human capability organisations cannot outsource. If people stop exercising judgment and rely entirely on AI-generated answers, they gradually erode their ability to make decisions under uncertainty.Chapters 1:03 — Building AI companies at Nobody Studios 3:16 — Why AI transformations fail 5:05 — The danger of focusing on tools 6:35 — Discovering natural workflows with AI 8:51 — Turning conversations into data assets 12:02 — Measuring successful AI adoption 13:14 — Why leaders must role-model behaviour change 18:39 — Decision velocity as a leadership metric 21:33 — Escaping administrative overload 23:02 — Why leaders need time to think 26:54 — What CFOs are worried about 28:08 — Can AI replace startup teams? 29:45 — Why distribution still matters most 33:13 — Capturing and synthesising ideas with AI 34:38 — Using AI to challenge your thinking 37:11 — Avoiding top-down AI-driven strategy 39:00 — Why teams plus AI outperform individuals 42:31 — The problem with AI-generated certainty 43:12 — Preserving human judgment 44:55 — Hiring for judgment and decision-making 47:19 — Final reflections on leadership and AIOur 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.

In this episode of Treasury Leaders, Host Philip Costa Hibberd, Founder of Automation Boutique, talks with Mariam (Petrosyan) Halfhide, Principal Consultant, Data & AI Strategy at Xebia, to explore how AI strategy, data governance, and organisational readiness are reshaping the future of finance and treasury.Mariam shares practical insights on why many organisations struggle to move beyond AI experimentation, the importance of building strong data foundations, and how finance leaders can bridge the gap between technology and business decision-making. She also discusses the growing role of AI in forecasting, operational efficiency, and strategic planning, while highlighting why human judgment and communication remain essential.Whether you're a treasury professional, finance leader, or simply interested in AI transformation, this episode offers valuable lessons on how businesses can adopt AI more effectively and create long-term value.What You'll Learn in This Episode:AI Strategy & Business Alignment: Why successful AI adoption starts with understanding business problems, not just implementing technology.Data Foundations Matter: How poor data quality and fragmented systems limit the effectiveness of AI initiatives.The Human Side of AI: Why communication, collaboration, and organisational readiness are critical for successful transformation.AI in Finance & Treasury: How AI can support forecasting, analytics, automation, and decision-making across finance functions.From Experimentation to Execution: Why many companies remain stuck in pilot phases and what is needed to scale AI successfully.Episode Breakdown with Timestamps:[00:00] – Introduction[01:40] – Mariam's Background in Data & AI Strategy[04:15] – Why AI Adoption Often Fails in Organisations[08:22] – The Importance of Data Quality and Governance[12:35] – Aligning AI with Business Objectives[17:10] – AI Use Cases in Finance and Treasury[22:48] – Moving Beyond AI Experimentation[27:55] – Organisational Readiness and Change Management[32:20] – Human Judgment vs AI Decision-Making[36:45] – The Future of AI in Treasury and Finance[40:10] – Final Advice for Finance LeadersFollow Our Guest: LinkedIn: https://www.linkedin.com/in/mpetrosyan/Xebia: https://www.linkedin.com/company/xebia/Follow Treasury Leaders:Website: https://corporate-treasury-101.com/LinkedIn: https://www.linkedin.com/company/treasury-leaders/Follow Our Hosts:Hussam Ali on LinkedIn: https://www.linkedin.com/in/hussam-r-ali/Guillaume Jouvencel on LinkedIn: https://www.linkedin.com/in/guillaume-jouvencel/Jan-Willem Attevelt on LinkedIn: https://www.linkedin.com/in/attevelt/Philip Costa Hibberd on LinkedIn: https://www.linkedin.com/in/philip-costa-hibberd/GHA Marketing Website: https://ghapodcast.com/Automation Boutique Website: https://automationboutique.com/ -----------------------------------------------------------------------Get $100 off any AFP product, including their CTP Exam Prep Platform, using our discount code! Find this and More on our partner's pagehttps://corporate-treasury-101.com/partners-page/

Guest post by Sapthagiri Chapalapalli, Head of TCS Europe The European Environment European organisations have a unique opportunity to lead with trusted infrastructure, rigorous compliance, and innovation that advances both growth and societal goals. The European Union is seen as a regulatory superpower globally, often setting the standards which the world then adopts. In technology, traditionally Europe sets the bar high on risk, safety, rights and antitrust, but there is recognition that there is tension between this approach, versus the more innovation-friendly and hands-off attitude in the US. Organisations are caught in the middle, needing to be compliant, to work globally, and ultimately ensure their entire digital ecosystem is serving their needs with minimal friction. Maintaining a competitive environment for growth is a constant tightrope to walk. Right now, the game-changing nature of AI, a fluctuating global legislative environment, and concern over geopolitical risks, data dependencies, and concerns over supply chain vulnerabilities are driving European organisations to reevaluate their technology stacks as a business priority. A sovereign cloud approach is a strong route to advancing business goals while maintaining compliance and being in control of your data. The sovereign cloud objective Sovereign cloud is a strong option for European organisations because, by placing the concept of sovereignty at the core of transformation, they integrate data protection and compliance mechanisms from the start to create a framework within which they can competitively innovate, while exercising ultimate control over their data in a protected environment. At its core, sovereign cloud is a purpose-built cloud computing environment that specifically meets certain protection, security or legal requirements, granting organisations more comprehensive control over their digital assets. Data stays within defined borders or jurisdictions, even when the organisation is working with a global cloud provider, while remaining scalable to the needs of the business. Sovereign cloud provides strategic autonomy, including protecting intellectual property and personal data to maintain business continuity in the face of geopolitical or supply chain shocks, while preserving speed, elasticity, and interoperability. And sovereign cloud infrastructure as a service (IaaS) is gaining popularity; spending in this area is forecast to total $80 billion (€68 billion) in 2026, a 35.6% increase from 2025, according to Gartner. As a technology service provider, we're seeing clients coming TCS with four needs in particular. 1. To reduce exposure to extraterritorial laws. With most mid and large-scale enterprises today storing data in off-premise in the cloud, organisations are often relying on international data centres. And as non-EU laws like the US Cloud Act and China's Cybersecurity Law become more numerous and powerful, organisations are increasingly looking to keep all of their data in a single controlled sovereign environment. 2. To adhere to strict EU data residency and processing requirements, and react to increasing pressure from regulations like GDPR, DORA, and other sector-specific policy. Organisations want a simple solution to stay compliant. 3. To manage data and supply chain risks in a tricky geopolitical environment by their data. This often means keeping data closer to home in Europe, but not always. 4. To competing on a global scale with new technologies like AI. Organisations want to control and protect the data environment for their AI solutions. Consequently, sovereign clouds are increasingly seen as critical for sovereign AI solutions. Achieving cohesive design and prioritising a 'Minimum Viable Enterprise' approach When talking with clients, we see sovereign cloud often described as a destination. In practice, it is a set of deliberate design choices working flawlessly in concert with the objective of ensuring meaningful and unambigu...

Despite significant progress around gender equality in the workplace, many women still face internal and external barriers that can impact their confidence, visibility, and career progression. From self-doubt and imposter syndrome to difficulties promoting achievements and building influence, certain workplace habits can quietly hold talented professionals back from reaching their full potential. At the same time, organisations have an important role to play in creating environments where people feel supported, empowered, and encouraged to contribute confidently. Through coaching, leadership development, psychological safety, and inclusive workplace practices, employers can help individuals overcome these barriers and thrive. In this episode of The HR Room, we explore the hidden habits that can impact women at work and what both individuals and organisations can do to build confidence, visibility, and leadership capability. We discuss practical strategies for overcoming self-limiting behaviours, the importance of workplace culture, and why creating opportunities for women to progress remains a business-critical priority. Hosts Dave Corkery and Mary Cullen are joined by special guest Gillian McGrath, Executive Coach and Founder of Change Grow Succeed.  Guests Mary Cullen — Founder & Managing Director, Insight HR Gillian McGrath — Executive Coach & Founder, Change Grow Succeed Topics Include: The importance of building allies, networks, and workplace visibility How minimising language and behaviours can undermine confidence Rumination, overthinking, and analysis paralysis in the workplace What imposter syndrome really is  The six common symptoms of imposter syndrome The relationship between perfectionism, procrastination, and self-doubt Psychological safety and creating environments where people feel comfortable speaking up Practical ways to build confidence and develop everyday courage The impact of flexible working, transparency, and inclusive workplace practices How pay transparency and gender equity initiatives can support women's progression Key Takeaways: Many of the challenges associated with imposter syndrome are more common than people realise. Building strong workplace relationships and allies is critical for career progression. Organisations that invest in targeted development programmes often see greater representation of women in leadership positions. Psychological safety plays a vital role in helping people learn, contribute, and progress. Creating equitable systems and transparent pathways to advancement benefits everyone in the workplace. Resources & Links: Change Grow Succeed Insight HR Catch up on Insight HR's webinar: Preparing for Pay Transparency – Why Job Evaluation Matters: Insight HR Events & Webinars Get in Touch  If you're not already following us on LinkedIn, please do. If you have suggestions for future episodes, or if you'd like to join us as a guest, reach out to Dave Corkery at dcorkery@insighthr.ie or connect with him on LinkedIn. About The HR Room Podcast The HR Room Podcast is brought to you by Insight HR — where we speak with HR leaders, experts and practitioners across Ireland about the issues shaping the world of work today. If you're enjoying the podcast, please share it with colleagues or friends and leave us a review. We love to hear your feedback, we take requests, and we're always here to support you with your HR challenges. Immediate HR support 

Get featured on the show by leaving us a Voice Mail: https://bit.ly/MIPVM  This episode dives into why large CRM and ERP projects keep failing and how AI is reshaping consulting, software delivery, and platform decisions. The core insight is simple. Organisations fail when they buy software instead of outcomes. With AI, experienced teams can move faster, strip away legacy complexity, and build only what the business actually needs. The conversation explores outcome-based thinking, flawed RFP processes, and why AI is accelerating the gap between great and average practitioners. 

In Usap Tayo, we look at the governmental organisations, community legal centres, and charities providing essential assistance to temporary migrants who are otherwise ineligible for standard government welfare. - Sa Usap Tayo, tinalakay ang mga non-governmental organisation, community legal centre, at kawanggawa ang umaalalay upang magbigay ng pangunahing tulong sa mga temporary migrant na hindi sakop ng mga karaniwang tulong ng pamahalaan.

Hidden in the corner of a carpark in Bristol lies Isambard AI, the UK's fastest supercomputer. This week, Technology Now is visiting Isambard AI to find out how the system works, how it was designed and assembled in a modular way, and to discover what sort of projects it runs. Professor Simon McIntosh-Smith, Director of the Bristol Centre for Supercomputing, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations. This episode is available in both video and audio formats.About Simon:https://www.linkedin.com/in/simonmcintoshsmith/Sources:https://www.bristol.ac.uk/research/centres/bristol-supercomputing/articles/2025/isambard-ai-launches-july-2025.htmlhttps://www.uswitch.com/broadband/studies/broadband-speed-statistics/

In this week's Media Confidential, Alan and Lionel discuss the changing winds at Ofcom, after its prospective new chair was scrutinised by a select committee. How much was Ian Cheshire briefed beforehand? And will he do anything to tackle GB News?The pair also talk about Trump's latest attack on the BBC—as well as Fran Unsworth's departure from the broadcaster, after the former news boss claimed that she was driven out by trans activism in an interview with the Telegraph.They answer a listener's ethical question, as the Economist draws controversy for its hiring practices. And they discuss a Panorama investigation into disturbing allegations around Channel 4's reality TV show Married At First Sight. Hosted on Acast. See acast.com/privacy for more information.

Back in 2006, The Devil Wears Prada introduced audiences to one of cinema's most iconic workplace bosses: Miranda Priestly. At the time, her leadership style -demanding, authoritarian and often toxic - felt strangely familiar to many people working in corporate environments. But nearly twenty years later, workplace culture has changed dramatically, and we see that play out in cinemas at the moment with the movie's sequel The Devil Wears Prada 2. In this episode of The HR Room Podcast, hosts Dave Corkery and Mary Cullen are joined by Insight HR consultants Aoife Dolan and Joe Redmond, to explore how The Devil Wears Prada and its sequel reflect the evolution of leadership, workplace expectations and employee rights over the past two decades. Guests • Aoife Dolan — HR Consultant, Insight HR • Joe Redmond — HR Consultant, Insight HR Topics include: • How The Devil Wears Prada reflects workplace culture in 2006 versus today • Miranda Priestly's leadership style and the evolution of toxic workplace behaviours • Generational shifts in expectations around work-life balance, wellbeing and psychological safety • The impact of social media, Glassdoor and public WRC decisions on employer reputation • Why employees today are more willing to raise grievances and speak up about toxic behaviour • The relationship between pressure, burnout and workplace conflict • The importance of psychological safety in creating healthy, high-performing workplaces Key Takeaways for HR Leaders • Toxic leadership styles may still exist — but employees are increasingly willing to challenge them. • Psychological safety and dignity at work are now essential expectations, not optional extras. • Generational shifts are changing attitudes toward work-life balance, wellbeing and leadership. • Organisations that ignore toxic behaviour risk reputational damage, retention issues and increased complaints. • High performance should never excuse bullying, harassment or inappropriate conduct. • Employer reputation is more exposed than ever through social media, Glassdoor reviews and public WRC cases. • HR teams play a critical role in coaching leaders, addressing poor behaviour and shaping healthy cultures. Referenced Episodes and Resources • Episode 263 — Generational Differences in the Workplace with Dr Mary Collins • Episode 261 — Neurodiversity & Psychological Safety in the Workplace • Workplace Bullying Webinar featuring Adrian Twomey • Insight HR Workplace Investigations Get in Touch  If you're not already following us on LinkedIn, please do. If you have suggestions for future episodes, or if you'd like to join us as a guest, reach out to Dave Corkery at dcorkery@insighthr.ie or connect with him on LinkedIn. About The HR Room Podcast The HR Room Podcast is brought to you by Insight HR — where we speak with HR leaders, experts and practitioners across Ireland about the issues shaping the world of work today. If you're enjoying the podcast, please share it with colleagues or friends and leave us a review. We love to hear your feedback, we take requests, and we're always here to support you with your HR challenges. Immediate HR support 

In this episode, we are joined by pioneering systemic psychotherapist, organisational consultant, and author Christine Oliver for a rich conversation exploring systemic approaches to organisational life, leadership, and change.Drawing from over 30 years of experience across the NHS, charities, international organisations, faith communities, and private consultancy, Christine reflects on how systemic and social constructionist ideas can help organisations navigate complexity, conflict, hierarchy, and uncertainty.Together, we explore reflexive inquiry, relational leadership, organisational culture, moral story-making, appreciative inquiry, and the power of conversation in shaping teams and systems. Christine shares insights from her influential work in consultancy and psychotherapy, including how organisations can create spaces where people think together with greater clarity, accountability, and respect.We also discuss power and positionality in organisations, the challenges of leadership, and how systemic practitioners can work collaboratively in ways that move beyond expert-driven models of change.This episode will be valuable for therapists, leaders, consultants, coaches, educators, and anyone interested in applying systemic thinking beyond the therapy room.Christine brings warmth, wisdom, and decades of experience to this thoughtful and deeply practical conversation.http://www.christineoliver.net/

A strategic guide to risk, opportunity and adoption! $ BTC 78,461 Block Height 949,622 Today's guests are James Dewar, David Pool, and Darren Fremantle who join me to discuss their new "Bitcoin for Organisations" project, an open-source educational resource designed to help businesses understand Bitcoin as a critical risk management imperative. Key Topics: Introduction to the "Bitcoin for Organisations" idea Backgrounds and expertise of guests James Dewar, Darren Fremantle, and David Paul Framing Bitcoin as a crucial risk management issue for businesses The role of Bitcoin and Lightning in enabling "agentic payments" for AI Distinguishing Bitcoin from the broader "crypto" industry Challenges in educating traditional finance and corporate entities about Bitcoin Successes in engaging risk, compliance, legal, and academic sectors The open-source nature and collaborative development of the material Specific industry verticals and internal functions addressed in the materials Strategies for dispelling common myths and FUD surrounding Bitcoin The potential for "sleeper Bitcoiners" to advocate for adoption within their organisations The future landscape of fiat currency, central banks, and Bitcoin coexistence Connections: James Dewar - @Bitcoinshire David Pool - @exitingfiat Darren Freemantle - @freemantledj @MyFirstBitcoin_ My First Bitcoin website: ,https://programs.myfirstbitcoin.org/programs/bitcoin-for-organizations/ Check out my book ‘Choose Life' - https://bitcoinbook.shop/search?q=prince Pleb Service Announcements: Join 20 thousand Bitcoiners on @cluborange https://signup.cluborange.org/co/princey CONFERENCES: BITCOIN IRELAND - 22ND -25TH MAY 2026 - DUBLIN https://bitcoinireland.eu/ Use code BITTEN for - 10% BTC PRAGUE - 11th - 13th June 2026 http://btcprg.me/BITTEN - Use code BITTEN for - 10% BTC HEL - 25th - 26th September 2026. - Helsinki https://btchel.com/ Use code BITTEN for - 10% My First Bitcoin. https://myfirstbitcoin.org/ Shills and Mench's: BITBOX - SELF CUSTODY YOUR BITCOIN - www.bitbox.swiss/bitten Use Code BITTEN THE MEETUP BREAKDWON - BITCOIN EVENTS UK - https://www.themeetupbreakdown.com/ SWAN BITCOIN - www.swan.com/bitten PLEBEIAN MARKET - BUY AND SELL STUFF FOR SATS; https://plebeian.market/ @PlebeianMarket ZAPRITE - https://zaprite.com/bitten - Invoicing and accounting for Bitcoiners - Save $40 SATSBACK - Shop online and earn back sats! https://satsback.com/register/5AxjyPRZV8PNJGlM ALL FURTHER LINKS HERE - FOR DISCOUNTS AND OFFERS - https://vida.page/princey - https://linktr.ee/princey21m

How often have you heard someone say they aspire to be an ISO consultant? Likely not at all! That's not surprising as it's quite a niche world to find yourself in, yet despite that, there are still thousands of ISO professionals worldwide. We're continuing with our mini-series where we introduce members of our team, to explore how they fell into the world of ISO and discuss the common challenges they face while helping clients achieve ISO certification.   In this episode we introduce Steve Mason, a Principle isologist® at Blackmores, to share the journey of how he went from intern, to ISO Assessor, to ISO consultant and the challenges he's faced while working with clients. You'll learn ·      What is Steve's role at Blackmores? ·      What does Steve enjoy outside of consultancy? ·      What path did Steve take to become an ISO Consultant? ·      What is the biggest challenge he's faced when implementing ISO Standards? ·      What is Steve's biggest achievement?   Resources ·      Isologyhub ·      ISO 14001:2026 What's Changed And How to Comply Webinar Registration   In this episode, we talk about: [00:30] Episode Summary – We introduce Steve Mason, a Principle Isologist® here at Blackmores, to discuss his journey towards becoming an ISO consultant who specialises in ISO 27001, ISO 27701, ISO 27018, ISO 27017 and ISO 20000-1. [02:40] What is Steve's role at Blackmores? Her role primarily involves supporting clients in two key areas: maintaining and continually improving their existing ISO management systems and helping them establish and implement new standards. As part of that support, he: ·      Makes Standards understandable and accessible to clients ·      Conduct internal audits ·      Reviews and updates management system documentation ·      Facilitate management reviews ·      Train internal teams and prepare them for certification audits. Steve is the Standard champion for ISO 27001, ISO 27701, ISO 27017, ISO 27018 and ISO 20000-1 at Blackmores, but he also deals with ISO 9001, ISO 41001, ISO 22301 and ISO 42001 related projects and support. Steve's other main role at Blackmore's is as a Mental Health First Aider, which is shared with Minoo Agarwal. Together, they provide resources and offer support to the team. [06:00] The importance of Mental Health management in the workplace: Steve had faced bullying in previous roles, so preventing others from experiencing the same had become a big motivator for him taking on the role of Mental First Aider for Blackmores. He emphasizes it's importance, and highlights 2 key Standards that you can use to help support mental first aid within your business. This includes ISO 45003 Mental Health in the Workplace and BS 30480 Suicide and the Workplace. [09:10] What does Steve enjoy doing outside of consultancy?: Steve has a wide variety of interests and hobbies, including: Lay Minister: Steve is a Lay Minister in the United Reform Church and mainly based at the URC Chapel in Walkern, but can be found leading worship and preaching at Ashwell, Baldock, Stevenage and Knebworth chapels. Poetry: Steve enjoys writing poetry about anything and everything, racking up an impressive 190 poems so far. Some of his main inspirations include Wordsworth and Keats. If you ever see a poem on the Blackmores LinkedIn page, odds are, it was written by Steve! Classical Music: He's a fan of classical music, anything by Beethoven, Mahler or Shostakovich specifically. He likes these composers in particular due to their stretching of the rules of music for the time. Exploring hidden London: Steve often goes on hidden London tours which explore disused underground stations which may have been shut down as long as 100 years ago! Buses and Trains: Steve was lucky enough to drive a bus in his past, of which he has the licence plate of sitting in his office. He collects bus and train models and will go out to snap a photo or two of their real world counterparts when he comes across them. History: Steve is a huge mystery buff, with a particular fondness for Richard III and the War of the Roses and the Anglo Saxon period of history. Family Tree: Steve has been tracing his family tree back as far as he can on his mother's side, which extends as far back as 1547! Interestingly enough he found out that relatives from way back then got married in the church that he currently lives nearby and got qualified as a Lay Minister for the Church of England in Stevenage! Cats: He's owned his fair share of feline friends through the years, with one particular tabby holding the name 'Spartacus'. [22:35] What was Steve's path towards becoming an ISO Consultant?:  Steve was once told in the 1980s 'There is no future in Standards; find another career, perhaps in Sales or Purchasing'. How wrong that turned out to be! He's always worked with standards, from the first day he started work doing inspection in Goods Inwards, he was referring to them. The direction towards Management systems came in 1983 when he started implementing BS 5750. From that day onward he had been involved in Management Systems. Steve completed a management apprenticeship at Racal-Guardall where he was able to do 3 months' work experience in all departments, which helped him appreciate how companies function and how important it is to maintain good communication channels. He was at the end of this apprenticeship that the opportunity arose in the QA department to work on BS 5750. His career path has included other organisations such as Tektronix, BOC Ohmeda, Cirkit, Deta, TDK and BSI, all of which earned Steve a lot of experience in Manufacturing and Service and Distribution, mainly in Quality and Customer Service roles. Steve has always felt a bit like a closet consultant, even when he worked as an assessor at BSI. He feels as if Blackmores has enabled him to fully flourish and develop his portfolio of standards – not bad for a career where there was apparently no future in standards! [28:45] Born to be a consultant – Steve mentions that consultancy is a skill that many are born to be. You can train and learn the skills of course, but for some it comes very naturally and it can be hard to replicate that skillset in others. [30:15] What is Steve's favourite aspect of being a Consultant? Steve loves talking with clients and working with them to explore solutions that can address the requirements of the standards. His motto is 'Mould the Standard to the organisation and not the organisation to the standard' This means, always producing a management system that benefits the organisation first and then adjusting it to meet the requirements of the standard. Organisations that mould the business to the standard usually end up with a management system that is a 'bolt-on' and an uncomfortable, sometimes irrelevant, fit. Everyone in the organisation needs to feel that the management system is a natural fit to what they do. He also enjoys supporting his colleagues at Blackmores. We're a business built on knowledge sharing, and there's no point gatekeeping anything we've learned as a team. So consultants often get together to discuss lessons learned and ensure best practice is a shared experience. Ironically enough, one of Steve's least favourite aspects of being a consultant is auditing! Mostly since he's been doing it for some 40 years now, so he can be forgiven for finding the exercise a bit tedious at times. However, he never let's that affect the end result of an audit. [37:00] What Standards does Steve specilaise in and why? Steve initially started with ISO 9001 but was steered towards ISO 27001 and ISO 20000-1 during his time as BSI. This was based upon his career path up to the point he joined BSI as they align assessors to familiar business and technical environments. In Blackmores, he has been able to develop these areas of Quality, Service and Risk by adding standards related to Business Continuity, PII and Cloud Security, Facilities Management and AI Management. Steve's favourite standard is ISO 20000-1 which started off as an IT Service Management System but can also be used effectively for all services. He always refers to ISO 20000-1 as 'ISO 9001 on Steroids' because it is much more specific and focuses on the subject of service management. Sadly, ISO20000-1 is under rated, under sold and in some cases, never heard of – this is usually because contracts require IS O9001 but the people writing those contracts don't actually know or understand what they are asking for. In simple terms it is a Service Quality Management System and Steve has come across organisations which have shoe-horned ISO 9001 into the business instead of using the natural fitting standard ISO 20000-1. Steve would advise any company that is providing a service with helpdesk support to look at ISO 20000-1, especially if they find that ISO 9001 isn't working well for them. [43:00] What is the biggest challenge Steve had faced during a project and how did he overcome it?: Creating a management system in 10 days for a client which was due to lose a major contract because they had let their certification to ISO 9001 lapse between the 2008 and 2015 versions. Quite the undertaking in such a short amount of time! Steve refuses to claim full responsibility for the success however, as the client was totally invested in getting the system up and running and put in a lot of effort to work with Steve to get it done in time. If it had been any other standard, it would have been impossible, but because it was ISO 9001 and wthey were drawing on what had been in place previously it was possible. Generally, problems arise when there is limited or no Leadership support and commitment, because without this management systems can't be set up in a way that benefits the organisation. All management systems must align with the Business Strategy and should be used to ensure that the strategy is achieved. If you'd like to learn more about the importance of Leadership and aligning your management system with strategic direction, check out a few of our previous episodes. [50:10] What is Steve's proudest achievement?  Steve isn't really one to collect achievements, so he cites winning 1st Prize at 6 years old in a fancy-dress competition, dressed as a Snowman was a proud achievement for 6 year old him. He is also proud of becoming a Lay Reader initially in the Church of England at 37 and latterly in the URC. Another highlight is appearing on The Chase back in 2017, successfully passing the auditions which saw 40,000 applicants. If you want to go see him go up against the Chasers, he was in Series 10 episode 119. He can't point to any one ISO related project as he sees them all as an equal success. He puts all his effort into every project, and his success track shows this to be evident. [54:35] ISO 14001 Transition Webinar:  If you currently hold a 2015 certificate for ISO 14001, then the countdown has already started to transition to the latest 2026 version. We'll be covering the changes and what you need to do to comply and complete your transition in a webinar on the 29th May. You can register your place here.   If you'd like any assistance with implementing ISO standards, get in touch with us, we'd be happy to help! We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

How safe is our data from internal threats? This week, Technology Now dives into the world of confidential computing. We ask why regular encryption when data is at rest or in transit might not be enough, we explore how confidential computing works to keep our data safer, and we examine why this concept is so important in the first place. Dr 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 Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Nigel:https://www.linkedin.com/in/nigel-edwards-170591/

Denis talks to Neil on the back of Bertie Ahern's comments towards the African community in Ireland.

Organisations today have no shortage of AI ideas. What they lack is the ability to turn those ideas into production-ready systems that deliver real business value.For data scientists trying to get AI projects off the ground, understanding why that gap exists is as important as the technical work itself.In this episode, Santosh Kaveti joins Dr Genevieve Hayes to share what organisations consistently get wrong when embarking on AI initiatives, and what data scientists can do to help get it right.In this episode, you'll discover:Why organisations with great AI ideas still fail to deploy them [02:16]What history tells us about where the current AI wave is heading [09:48]The real cost of bolting AI onto systems that weren't designed for it [13:42]How to forge the cross-functional partnerships that get AI projects off the ground [22:21]Guest BioSantosh Kaveti is the CEO and Founder of ProArch, a technology consultancy that helps enterprises operationalise AI securely and at scale. His expertise spans critical infrastructure industries, including power generation, manufacturing and healthcare, where he has seen firsthand how AI can drive business transformation in complex regulatory environments.LinksConnect with Santosh on LinkedInProArch websiteConnect with Genevieve on LinkedInBe among the first to hear about the release of each new podcast episode by signing up HERE

The EU Pay Transparency Directive is fast approaching and despite widespread confusion, it has not been delayed in Ireland. While there may be some leniency around enforcement in the early stages, organisations are still expected to take meaningful steps towards compliance before June 2026. One of the most important (and often overlooked) elements of preparation is the implementation of a robust job evaluation framework. Without clear and defensible pay structures, employers may struggle to justify pay differences once transparency obligations come into force. In this episode of The HR Room Podcast, we explore what HR leaders need to know about job evaluation frameworks, why they matter now, and how organisations can begin preparing for a major cultural shift in how pay decisions are made and communicated. Guests Joe Thompson — Head of HR Services, Insight HR Topics include: Common misconceptions about implementation timelines and enforcement Why job evaluation frameworks are becoming essential Understanding “work of equal value” and equal pay obligations How legacy pay structures can create legal and employee relations risks Why transparency will reshape workplace culture and pay conversations Challenges HR teams may face when implementing job evaluation processes Practical first steps organisations can take to prepare now Key Takeaways for HR Leaders Job evaluation frameworks provide the foundation for fair, evidence-based pay decisions. Transparency obligations will increase employee confidence in questioning pay inequities. Legacy pay decisions and inconsistent salary structures may create legal and cultural risks. Equal pay obligations extend beyond gender and may expose broader workplace inequities. Job evaluation focuses on the value of the role, not the performance of the individual. HR leaders should engage senior leadership teams early and secure budget/resources now. Organisations that act early will strengthen trust, fairness, and employer reputation. Seeking expert support can help organisations navigate a complex and evolving area of compliance. Webinar For more on this topic, register for our webinar on 26th May, where Joe will be joined by employment law expert Síobhra Rush - partner at Lewis Silkin Ireland.  Resources The EU Pay Transparency Directive: Implications for Irish Businesses FAQs: The EU Pay Transparency Directive 2026 The HR Room Ep 260 - The EU Pay Transparency Directive: Everything You Need to Know Contact Us If you're not already following us on LinkedIn, please do. If you have suggestions for future episodes, or if you'd like to join us as a guest, reach out to Dave Corkery at dcorkery@insighthr.ie or connect with him on LinkedIn. About The HR Room Podcast The HR Room Podcast is brought to you by Insight HR — where we speak with HR leaders, experts and practitioners across Ireland about the issues shaping the world of work today. If you're enjoying the podcast, please share it with colleagues or friends and leave us a review. We love to hear your feedback, we take requests, and we're always here to support you with your HR challenges. Immediate HR support

Are we ready for emerging cybersecurity threats in the world of AI? This week, Technology Now looks at how AI has changed the world of cybersecurity for both the good and the bad. We ask how AI is harnessed by attackers to try and gain access to our systems while also exploring how AI can be used defensively too. David Hughes, SVP SASE Security, HPE Networking, tells us more. This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About David: https://www.linkedin.com/in/david-hughes-42751636/Sources: https://www.totalassure.com/blog/cyber-attack-statistics-by-year-2020-2025

When we talk about diversity, equity and inclusion in the workplace, it's easy to focus on metrics, reporting, and representation targets. But what happens when the data improves — and yet employees from underrepresented groups still don't feel fully included at work? In this episode of The HR Room Podcast, we explore the latest findings from Elevate, the Inclusive Workplace Pledge led by Business in the Community Ireland. The conversation examines the gap between progress on paper and the lived experiences of employees across Irish workplaces. Mary and Dave are joined by special guest Richa Tyagi, who leads the Elevate campaign at Business in the Community Ireland. Together, they discuss how organisations can drive meaningful, structural change around inclusion, belonging and equity.   Guest Richa Tyagi — Lead, Elevate Inclusive Workplace Pledge, Business in the Community Ireland   Topics include: Why diversity data collection matters The gap between representation metrics and lived employee experience Structural barriers in recruitment, progression and leadership pathways ender representation and the challenges women face progressing to senior leadership roles Systemic barriers facing Ireland's Traveller community in education and employment Progress and challenges for LGBTQI+ inclusion in Irish workplaces The role HR leaders can play in driving organisational change and accountability Upcoming pay transparency legislation and its impact on workplace equality Why leadership ownership and evidence-based action are essential for meaningful progress   Key Takeaways for HR Leaders Collecting diversity data is important — but organisations must use it to drive action and decision-making. Inclusion must be embedded at leadership and board level, not treated as a standalone HR initiative. Psychological safety is essential if employees are to feel comfortable disclosing aspects of their identity. Organisations should examine where underrepresented groups are being filtered out of progression pathways. Structural inequality remains a major issue for Ireland's Traveller community and requires proactive action from employers. HR leaders must challenge assumptions, address bias and advocate for accountability at senior leadership level. Resources The Elevate Pledge 2026 Annual Report More about Elevate: The Inclusive Workplace Pledge More about Business in the Community Ireland Get in Touch If you're not already following us on LinkedIn, please do. If you have suggestions for future episodes, or if you'd like to join us as a guest, reach out to Dave Corkery at dcorkery@insighthr.ie or connect with him on LinkedIn. To learn more about Elevate and the Inclusive Workplace Pledge, visit Business in the Community Ireland.   About The HR Room Podcast The HR Room Podcast is brought to you by Insight HR — where we speak with HR leaders, experts and practitioners across Ireland about the issues shaping the world of work today. If you're enjoying the podcast, please share it with colleagues or friends and leave us a review. We love hearing your feedback, we take requests, and we're always here to support you with your HR challenges. Immediate HR support

How do you update a network without downtime? This week, Technology Now is diving into the world of telcos and how they keep critical infrastructure running while continuing to improve their systems. We ask how silos have been used historically by telcos, how AI and cloud are being embraced and how you manage the switch from old to new architecture without impacting users. Franz Seiser, Head of the Data Tribe at Deutche Telekom, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Franz:https://www.linkedin.com/in/franz-seiser-658b94/

Do we have enough energy to go around? This week Technology Now investigates how organisations can use their energy more efficiently. We ask how important energy sovereignty should be, we consider the financial benefits of savvy energy use, and we explore potential ways in which waste heat could be repurposed. Karim Abou Zahab, a Principal Technologist with the Sustainable Transformation Team at HPE tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Karim:https://www.linkedin.com/in/karim-abouzahab/Sources:https://www.iea.org/reports/global-energy-review-2025/electricityhttps://www.neso.energy/energy-101/great-britains-monthly-energy-stats#:~:text=Great%20Britain's%20energy%20explained:%20March,lower%20demand%20across%20the%20country.

As AI rapidly reshapes how customers discover, evaluate, and engage with brands, marketers are being forced to rethink the fundamentals of the customer journey. In this episode of The Digital Marketing Podcast, Daniel Rowles speaks with Rachel Thornton, CMO of Adobe Enterprise, to explore what this shift really means in practice. Recorded just ahead of Adobe Summit, Rachel shares exclusive insights into Adobe's latest thinking, product direction, and how enterprise marketers should adapt to an increasingly AI-driven landscape. From evolving user expectations to the rise of AI as the primary interface, this conversation goes beyond the hype to examine the real implications for strategy, data, and customer experience. In This Episode How AI is transforming the traditional linear customer journey into something far more dynamic and unpredictable Why discovery and consideration are being reshaped by AI-powered interfaces and assistants What Adobe is announcing at Summit and how it reflects broader industry shifts How CMOs should rethink customer engagement in an environment where AI intermediates interactions The growing importance of first-party data and real-time personalisation How enterprise organisations are adapting their tech stacks to support AI-led experiences The challenges of maintaining brand consistency when AI is part of the customer interface What marketers often misunderstand about AI and where to focus instead How internal teams and workflows need to evolve to keep pace with change Key Takeaways The customer journey is no longer linear. It is fluid, fragmented, and increasingly influenced by AI-driven touchpoints AI is becoming the primary interface between brands and customers, which changes how influence and trust are built Marketers need to prioritise high-quality, structured data to enable effective AI-driven personalisation Speed and adaptability are now critical competitive advantages in digital marketing Organisations must rethink not just tools, but also teams, processes, and skills There is a growing need to balance automation with authentic brand voice and human oversight Experimentation is essential. Waiting for certainty in AI adoption is likely to result in falling behind