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In this episode, Peter gives various exciting updates on the organization and the future. We also further our series on need, speaking to the place of belonging with a reading of an essay on formation and discipleship.
Inside the mind of the ivy league graduates who have ruined the Browns0:30 Mike and Brook open on the Browns' ugly loss in Chicago and why it felt over almost immediately.3:45 They zero in on penalties, confusion, and special teams mistakes as clear signs of poor coaching.6:30 Mike explains how “organizational decisions” are often just cover for avoiding accountability.9:45 Discussion shifts to Andrew Berry, roster moves, and how bad coaching amplifies bad decisions.15:45 Mike argues the Browns need a real culture-setting head coach — not another press-conference manager.
How should Christian faith shape work in an era of pluralism, fear, and systemic inequality? Sociologist Elaine Howard Ecklund (Rice University) is presenting new insights for faith at work through data, theology, and lived experience. "People love to talk about individual ethics … but what was really hard for them to think about was, what would it mean to make our workplace better as a whole?" In this episode, Ecklund joins Mark Labberton to reflect on moving from individual morality toward systemic responsibility, dignity, and other-centred Christian witness at work. Together they discuss faith and work, the gender and race gaps created by systemic injustice, fear and power, religious diversity, rest and human limits, gender and racial marginalization, and the cost of a credible Christian witness. Episode Highlights "People love to talk about individual ethics." "What would it mean to make our workplace better as a whole?" "People are much more apt to take us seriously if we first take them seriously." "Suppression of faith in particular is not the answer." "God is God and I am not." About Elaine Howard Ecklund Elaine Howard Ecklund is professor of sociology at Rice University and director of the Boniuk Institute for the Study and Advancement of Religious Tolerance. She is a leading sociologist of religion, science, and work whose research examines how faith operates in professional and institutional life. Ecklund has led large-scale empirical studies on religion in workplaces and scientific communities, supported by the National Science Foundation, Templeton Foundation, and Lilly Endowment. She is the author or co-author of several influential books, including Working for Better, Why Science and Faith Need Each Other, and Science vs. Religion. Her work informs academic, ecclesial, and public conversations about pluralism, justice, and moral formation in modern society. Learn more and follow at https://www.elaineecklund.com and https://twitter.com/elaineecklund Helpful Links And Resources Working for Better (IVP): https://www.ivpress.com/working-for-better Why Science and Faith Need Each Other (IVP): https://www.ivpress.com/why-science-and-faith-need-each-other Elaine Howard Ecklund website: https://www.elaineecklund.com Rice University Boniuk Institute: https://boniuk.rice.edu Conversing with Mark Labberton: https://comment.org/conversing Show Notes Sociological study of religion, work, and group behavior Christian faith taken seriously at personal and academic levels Ecklund's former research focus on science as a workplace environment Expanding faith-at-work research beyond scientific communities Compartmentalized Christian faith and the fear of offending colleagues Friendship and collaboration emerging from leadership retreats Large-scale data-driven study on religion in changing workplaces Religious pluralism at work and changing workplace demographics Writing for Christian audiences shaped by empirical research From individual ethics toward systemic responsibility at work "People love to talk about individual ethics." Systemic injustice blind spots Moral shorthand focused on time sheets and office supplies Organizational leadership and culture change Difficulty imagining organizational or structural workplace change Fear of retaliation when confronting unjust systems Responsibility for workplace realities Power underestimated by those holding leadership positions Costly examples of speaking up against workplace injustice Christian fear of marginalization in pluralistic environments Suppression of religious expression as common workplace response Suppression versus accommodation: "Suppression of faith in particular is not the answer." Religious diversity as unavoidable reality of modern work Other-centered faith rooted in dignity of every person Imago Dei shaping engagement across religious difference "People are much more apt to take us seriously if we first take them seriously." Racialized religious minorities: the double marginalization of racial minorities of faith Gender inequity and underexamined workplace power dynamics Faith-based employee groups Fear masquerading as anger in cultural and religious conflict Workplaces as rare spaces for meaningful civic encounter Justice beyond activism Rest as theological foundation for justice and leadership Limits, Sabbath, and resisting productivity as ultimate value "God is God and I am not." Human limits in leadership Production Credits Conversing is produced and distributed in partnership with Comment magazine and Fuller Seminary. #FaithAndWork #ElaineHowardEcklund #ChristianEthics #WorkplaceJustice #ReligiousPluralism #RestAndFaith
If you're a leader in game dev who feels stuck, there is a path forward that levels up your leadership and accelerates your team, game, and career. Sign up here to learn more: https://forms.gle/nqRTUvgFrtdYuCbr6 You're doing the work, fighting for your team, but your ideas stall in meetings and people with less context somehow have more influence than you. It can feel like the only way to win is to become the political operator you hate. In this episode, Ben breaks down the simple, three-part system for influence—the Influence Trifecta—so you can drive change for your team and career without selling your soul. Organizational influence is not just about who's right or what's logical; it's about understanding the social fabric of your organization. What You'll Learn in This Episode: What influence without authority looks like Why trust is so important to your long-term success Why being "right but not helpful" stalls careers What to watch for so you don't become the "political animal" You're always playing politics. If you choose not to play, you cap your influence and allow others to set the direction. Learn how to deliberately build influence for the benefit of your game, your team, and your own advancement in an ethical way. Connect with us:
The Sherwood Rangers Yeomanry: From Weekend Soldiers to Tank Veterans — James Holland — Hollandintroduces the Sherwood Rangers Yeomanry, a British "National Guard"-equivalent cavalry regiment that underwent radical organizational transformation during World War II, transitioning from horse-mounted cavalry operations to mechanized armored tank warfare. Holland highlights officer Stanley Christopherson as exemplifying the regiment's evolution from weekend military enthusiasts into battle-hardened combat veterans through intensive operational experience in North Africa. Holland documents that the regiment systematically acquired vital all-arms combat coordination expertise, integrating tank, infantry, and artillery operations during the North African campaign, establishing tactical proficiency essential for the D-Day invasion and subsequent continental operations.
Have you ever thought of your professional life as a series of highways and backroads, and wondered how to navigate? On this show, Sam Passey, Associate Dean of Library Services at Colorado Mountain College, shares his model for navigating organizational stoplights and roundabouts to better avoid congestion and ensure smooth progress.
The talent market has shifted in ways that make hiring harder for early-stage teams. In this episode, Melissa Kwan and Lloyed Lobo talk about why salaries jumped, why interviews often look better than the work that follows, and how these gaps slow companies down.They share what they've learned from hiring mistakes, how expectations changed after the unicorn wave, and what founders should pay attention to when building teams that can actually deliver.TIMESTAMPS:00:56 The current state of the talent market02:24 Gaps between interviews and actual performance07:22 Compensation expectations vs. capabilities21:23 Organizational impact of early mis-hires34:24 Building a team that delivers consistently45:03 Hiring for trajectory, not tenureLloyed Lobo:- LinkedIn: https://linkedin.com/in/lloyedlobo- Instagram: https://instagram.com/lloyedlobo
Send us a textDr. Joel Rothaizer is a psychologist, executive coach, organizational consultant and leadership development specialist. He's Board Certified in Organizational & Business Consulting Psychology, and a Master Certified Coach through the International Coaching Federation. His book on leadership, called Clear Impact, has been strongly endorsed by Ken Wilber. The head of Integral Zen calls it the most integral book on leadership he's ever read.A Few Quotes From This Episode“Helping leaders see the logical next step is the easy part. Helping them see why they do not take it is the art.”“Whatever you are biased toward, you lose the value of it when you over-privilege it.”“Everything goes better as a polarity. There is not a single value you can come up with that is not better understood as a polarity.”“People will integrate a tool at the level of complexity they live at.”“A polarity map is inherently developmentally energizing. It temporarily helps people think at a higher level than they would on their own.”Resources Mentioned in This EpisodeBook: Clear Impact by Dr. Joel RothaizerArticle: Guaranteed to Optimize Your Leadership Effectiveness in Minutes a Day by Dr. Joel RothaizerArticle: The Wake I Leave by Dr. Joel Rothaizer Article: Co-Responsibility: The Essential Foundation for Effective Performance Collaboration by Dr. Joel RothaizerArticle: Organizational Leader: Do You Really “Think Systems”?Book: Cloudless Mind: Conversations on Buddhahood by Dan BrownAbout The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. About Scott J. AllenWebsiteWeekly Newsletter: Practical Wisdom for LeadersMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspec ♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.
In this episode, Melissa breaks down one of the most misunderstood concepts in small business growth: organizational design. If you've ever wondered why your team feels stretched thin, why certain roles aren't “working out,” or why it's so hard to hire strategically this conversation is your roadmap.Small businesses often grow faster than their internal structures, and that leads to confusion, overwhelm, and poor decision-making. Using examples from corporate America, real client scenarios, and her extensive hiring and organizational design experience, Melissa explains how to build a team intentionally instead of reactively.What You'll LearnWhy every business, no matter the industry, has the same core functionsThe difference between generalists and specialistsThe real reason your operations manager is “struggling”How organizational hierarchy actually worksWhy your business may need leaders more than doers as you growThe myth of promoting from withinWhy you, the owner, cannot be your team's only teacher If you aren't certain what roles your business needs:
The post Nicole Radziwill on organizational consciousness, reimagining work, reducing collaboration barriers, and GenAI for teams (AC Ep26) appeared first on Humans + AI.
Jacob Andra, CEO of Talbot West, joins to discuss the urgent imperative for companies to move beyond siloed, ad hoc growth and embrace an integrated, tech-forward future. What you will learn in this episode: Why "total organizational intelligence" is a survival imperative for the modern enterprise How orchestrating your data across the organization is a huge unlock for immediate revenue opportunities The most common and foundational AI use case: standardized knowledge management powered by large language models How to build a clear, defensible AI roadmap to avoid "AI washing" and drive real, long-term impact Beyond large language models: Using advanced machine learning for complex optimization Find past conversations at workiva.com/podcast/the-pre-read. Subscribe to catch all our upcoming episodes. #Leadership #FinancePodcast #AITransformation #OrganizationalIntelligence
In this conversation, Community Cats Podcast host Stacy LeBaron unpacks her decades of nonprofit leadership, using the lens of animal welfare to illustrate how organizations evolve from scrappy, all-hands-on-deck startups into strategically focused, governance-driven institutions. Drawing on her experience mentoring 80+ organizations and running a successful feline rescue nonprofit, Stacy explains the realities of cat overpopulation, the challenge of transitioning boards from operational to governance roles, the complications of hiring an executive director, and the tensions that arise when long-time board members struggle to relinquish hands-on duties. She highlights the importance of clear communication, strong leadership structures, and succession planning as nonprofits mature, and underscores how internal dynamics, not funding alone, ultimately determine organizational stability. Key Takeaways The Community Cats Podcast focuses on turning passion for cats into community action, with an emphasis on reducing cat overpopulation and improving access to affordable spay/neuter services. Stacy created the Catmobile, a mobile spay/neuter clinic, as a scalable solution that transformed Massachusetts' cat population management. An “adolescent nonprofit” is one shifting from reactive habits to strategic planning, typically when boards begin moving from operational involvement toward governance. Operational boards often mix volunteer duties with oversight, creating confusion—especially when staff are hired for roles board members still want to perform. Transitioning to a true governance board requires clarity, transparency, and sometimes a dramatic reshaping of board membership; Stacy's board shrank from 22 to 11 in one day. Healthy board–executive director relationships depend on communication structures that prevent bottlenecks while preserving accountability. Hiring a first executive director often raises questions about financial sustainability and fundraising responsibilities; expectations must be explicitly discussed during recruitment. It can take three to five years for a new executive director to fully hit stride and begin delivering significant programmatic and fundraising growth. Mature boards come in different forms—some are ED-led, some are institutionalized—but all require succession planning to prevent stagnation or collapse. Organizational maturity is defined less by funding levels and more by leadership stability, role clarity, and the ability to function smoothly despite staff or board turnover. e welcome support of the Nonprofit SnapCast via Patreon. We welcome your questions and feedback via The Nonprofit SnapCast website. Learn more about Nonprofit Snapshot's consulting services.
Every few years, the world of product management goes through a phase shift. When I started at Microsoft in the early 2000s, we shipped Office in boxes. Product cycles were long, engineering was expensive, and user research moved at the speed of snail mail. Fast forward a decade and the cloud era reset the speed at which we build, measure, and learn. Then mobile reshaped everything we thought we knew about attention, engagement, and distribution.Now we are standing at the edge of another shift. Not a small shift, but a tectonic one. Artificial intelligence is rewriting the rules of product creation, product discovery, product expectations, and product careers.To help make sense of this moment, I hosted a panel of world class product leaders on the Fireside PM podcast:• Rami Abu-Zahra, Amazon product leader across Kindle, Books, and Prime Video• Todd Beaupre, Product Director at YouTube leading Home and Recommendations• Joe Corkery, CEO and cofounder of Jaide Health • Tom Leung (me), Partner at Palo Alto Foundry• Lauren Nagel, VP Product at Mezmo• David Nydegger, Chief Product Officer at OvivaThese are leaders running massive consumer platforms, high stakes health tech, and fast moving developer tools. The conversation was rich, honest, and filled with specific examples. This post summarizes the discussion, adds my own reflections, and offers a practical guide for early and mid career PMs who want to stay relevant in a world where AI is redefining what great product management looks like.Table of Contents* What AI Cannot Do and Why PM Judgment Still Matters* The New AI Literacy: What PMs Must Know by 2026* Why Building AI Products Speeds Up Some Cycles and Slows Down Others* Whether the PM, Eng, UX Trifecta Still Stands* The Biggest Risks AI Introduces Into Product Development* Actionable Advice for Early and Mid Career PMs* My Takeaways and What Really Matters Going Forward* Closing Thoughts and Coaching Practice1. What AI Cannot Do and Why PM Judgment Still MattersWe opened the panel with a foundational question. As AI becomes more capable every quarter, what is left for humans to do. Where do PMs still add irreplaceable value. It is the question every PM secretly wonders.Todd put it simply: “At the end of the day, you have to make some judgment calls. We are not going to turn that over anytime soon.”This theme came up again and again. AI is phenomenal at synthesizing, drafting, exploring, and narrowing. But it does not have conviction. It does not have lived experience. It does not feel user pain. It does not carry responsibility.Joe from Jaide Health captured it perfectly when he said: “AI cannot feel the pain your users have. It can help meet their goals, but it will not get you that deep understanding.”There is still no replacement for sitting with a frustrated healthcare customer who cannot get their clinical data into your system, or a creator on YouTube who feels the algorithm is punishing their art, or a devops engineer staring at an RCA output that feels 20 percent off.Every PM knows this feeling: the moment when all signals point one way, but your gut tells you the data is incomplete or misleading. This is the craft that AI does not have.Why judgment becomes even more important in an AI worldDavid, who runs product at a regulated health company, said something incredibly important: “Knowing what great looks like becomes more essential, not less. The PM's that thrive in AI are the ones with great product sense.”This is counterintuitive for many. But when the operational work becomes automated, the differentiation shifts toward taste, intuition, sequencing, and prioritization.Lauren asked the million dollar question. “How are we going to train junior PMs if AI is doing the legwork. Who teaches them how to think.”This is a profound point. If AI closes the gap between junior and senior PMs in execution tasks, the difference will emerge almost entirely in judgment. Knowing how to probe user problems. Knowing when a feature is good enough. Knowing which tradeoffs matter. Knowing which flaw is fatal and which is cosmetic.AI is incredible at writing a PRD. AI is terrible at knowing whether the PRD is any good.Which means the future PM becomes more strategic, more intuitive, more customer obsessed, and more willing to make thoughtful bets under uncertainty.2. The New AI Literacy: What PMs Must Know by 2026I asked the panel what AI literacy actually means for PMs. Not the hype. Not the buzzwords. The real work.Instead of giving gimmicky answers, the discussion converged on a clear set of skills that PMs must master.Skill 1: Understanding context engineeringDavid laid this out clearly: “Knowing what LMS are good at and what they are not good at, and knowing how to give them the right context, has become a foundational PM skill.”Most PMs think prompt engineering is about clever phrasing. In reality, the future is about context engineering. Feeding models the right data. Choosing the right constraints. Deciding what to ignore. Curating inputs that shape outputs in reliable ways.Context engineering is to AI product development what Figma was to collaborative design. If you cannot do it, you are not going to be effective.Skill 2: Evals, evals, evalsRami said something that resonated with the entire panel: “Last year was all about prompts. This year is all about evals.”He is right.• How do you build a golden dataset.• How do you evaluate accuracy.• How do you detect drift.• How do you measure hallucination rates.• How do you combine UX evals with model evals.• How do you decide what good looks like.• How do you define safe versus unsafe boundaries.AI evaluation is now a core PM responsibility. Not exclusively. But PMs must understand what engineers are testing for, what failure modes exist, and how to design test sets that reflect the real world.Lauren said her PMs write evals side by side with engineering. That is where the world is going.Skill 3: Knowing when to trust AI output and when to override itTodd noted: “It is one thing to get an answer that sounds good. It is another thing to know if it is actually good.”This is the heart of the role. AI can produce strategic recommendations that look polished, structured, and wise. But the real question is whether they are grounded in reality, aligned with your constraints, and consistent with your product vision.A PM without the ability to tell real insight from confident nonsense will be replaced by someone who can.Skill 4: Understanding the physics of model changesThis one surprised many people, but it was a recurring point.Rami noted: “When you upgrade a model, the outputs can be totally different. The evals start failing. The experience shifts.”PMs must understand:• Models get deprecated• Models drift• Model updates can break well tuned prompts• API pricing has real COGS implications• Latency varies• Context windows vary• Some tasks need agents, some need RAG, some need a small finetuned modelThis is product work now. The PM of 2026 must know these constraints as well as a PM of the cloud era understood database limits or API rate limits.Skill 5: How to construct AI powered prototypes in hours, not weeksIt now takes one afternoon to build something meaningful. Zero code required. Prompt, test, refine. Whether you use Replit, Cursor, Vercel, or sandboxed agents, the speed is shocking.But this makes taste and problem selection even more important. The future PM must be able to quickly validate whether a concept is worth building beyond the demo stage.3. Why Building AI Products Speeds Up Some Cycles and Slows Down OthersThis part of the conversation was fascinating because people expected AI to accelerate everything. The panel had a very different view.Fast: Prototyping and concept validationLauren described how her teams can build working versions of an AI powered Root Cause Analysis feature in days, test it with customers, and get directional feedback immediately.“You can think bigger because the cost of trying things is much lower,” she said.For founders, early PMs, and anyone validating hypotheses, this is liberating. You can test ten ideas in a week. That used to take a quarter.Slow: Productionizing AI featuresThe surprising part is that shipping the V1 of an AI feature is slower than most expect.Joe noted: “You can get prototypes instantly. But turning that into a real product that works reliably is still hard.”Why. Because:• You need evals.• You need monitoring.• You need guardrails.• You need safety reviews.• You need deterministic parts of the workflow.• You need to manage COGS.• You need to design fallbacks.• You need to handle unpredictable inputs.• You need to think about hallucination risk.• You need new UI surfaces for non deterministic outputs.Lauren said bluntly: “Vibe coding is fast. Moving that vibe code to production is still a four month process.”This should be printed on a poster in every AI startup office.Very Slow: Iterating on AI powered featuresAnother counterintuitive point. Many teams ship a great V1 but struggle to improve it significantly afterward.David said their nutrition AI feature launched well but: “We struggled really hard to make it better. Each iteration was easy to try but difficult to improve in a meaningful way.”Why is iteration so difficult.Because model improvements may not translate directly into UX improvements. Users need consistency. Drift creates churn. Small changes in context or prompts can cause large changes in behavior.Teams are learning a hard truth: AI powered features do not behave like typical deterministic product flows. They require new iteration muscles that most orgs do not yet have.4. The PM, Eng, UX Trifecta in the AI EraI asked whether the classic PM, Eng, UX triad is still the right model. The audience was expecting disagreement. The panel was surprisingly aligned.The trifecta is not going anywhereRami put it simply: “We still need experts in all three domains to raise the bar.”Joe added: “AI makes it possible for PMs to do more technical work. But it does not replace engineering. Same for design.”AI blurs the edges of the roles, but it does not collapse them. In fact, each role becomes more valuable because the work becomes more abstract.• PMs focus on judgment, sequencing, evaluation, and customer centric problem framing• Engineers focus on agents, systems, architecture, guardrails, latency, and reliability• Designers focus on dynamic UX, non deterministic UX patterns, and new affordances for AI outputsWhat does changeAI makes the PM-Eng relationship more intense. The backbone of AI features is a combination of model orchestration, evaluation, prompting, and context curation. PMs must be tighter than ever with engineering to design these systems.David noted that his teams focus more on individual talents. Some PMs are great at context engineering. Some designers excel at polishing AI generated layouts. Some engineers are brilliant at prompt chaining. AI reveals strengths quickly.The trifecta remains. The skill distribution within it evolves.5. The Biggest Risks AI Introduces Into Product DevelopmentWhen we asked what scares PMs most about AI, the conversation became blunt and honest. Risk 1: Loss of user trustLauren warned: “If people keep shipping low quality AI features, user trust in AI erodes. And then your good AI product suffers from the skepticism.”This is very real. Many early AI features across industries are low quality, gimmicky, or unreliable. Users quickly learn to distrust these experiences.Which means PMs must resist the pressure to ship before the feature is ready.Risk 2: Skill atrophyTodd shared a story that hit home for many PMs. “Junior folks just want to plug in the prompt and take whatever the AI gives them. That is a recipe for having no job later.”PMs who outsource their thinking to AI will lose their judgment. Judgment cannot be regained easily.This is the silent career killer.Risk 3: Safety hazards in sensitive domainsDavid was direct: “If we have one unsafe output, we have to shut the feature off. We cannot afford even small mistakes.”In healthcare, finance, education, and legal industries, the tolerance for error is near zero. AI must be monitored relentlessly. Human in the loop systems are mandatory. The cycles are slower but the stakes are higher.Risk 4: The high bar for AI compared to humansJoe said something I have thought about for years: “AI is held to a much higher standard than human decision making. Humans make mistakes constantly, but we forgive them. AI makes one mistake and it is unacceptable.”This slows adoption in certain industries and creates unrealistic expectations.Risk 5: Model deprecation and instabilityRami described a real problem AI PMs face: “Models get deprecated faster than they get replaced. The next model is not always GA. Outputs change. Prompts break.”This creates product instability that PMs must anticipate and design around.Risk 6: Differentiation becomes hardI shared this perspective because I see so many early stage startups struggle with it.If your whole product is a wrapper around an LLM, competitors will copy you in a week. The real differentiation will not come from using AI. It will come from how deeply you understand the customer, how you integrate AI with proprietary data, and how you create durable workflows.6. Actionable Advice for Early and Mid Career PMsThis was one of my favorite parts of the panel because the advice was humble, practical, and immediately useful.A. Develop deep user empathy. This will become your biggest differentiator.Lauren said it clearly: “Maintain your empathy. Understand the pain your user really has.”AI makes execution cheap. It makes insight valuable.If you can articulate user pain precisely.If you can differentiate surface friction from underlying need.If you can see around corners.If you can prototype solutions and test them in hours.If you can connect dots between what AI can do and what users need.You will thrive.Tactical steps:• Sit in on customer support calls every week.• Watch 10 user sessions for every feature you own.• Talk to customers until patterns emerge.• Ask “why” five times in every conversation.• Maintain a user pain log and update it constantly.B. Become great at context engineeringThis will matter as much as SQL mattered ten years ago.Action steps:• Practice writing prompts with structured context blocks.• Build a library of prompts that work for your product.• Study how adding, removing, or reordering context changes output.• Learn RAG patterns.• Learn when structured data beats embeddings.• Learn when smaller local models outperform big ones.C. Learn eval frameworksThis is non negotiable.You need to know:• Precision vs recall tradeoffs• How to build golden datasets• How to design scenario based evals for UX• How to test for hallucination• How to monitor drift• How to set quality thresholds• How to build dashboards that reflect real world input distributionsYou do not need to write the code.You do need to define the eval strategy.D. Strengthen your product senseYou cannot outsource product taste.Todd said it best: “Imagine asking AI to generate 20 percent growth for you. It will not tell you what great looks like.”To strengthen your product sense:• Review the best products weekly.• Take screenshots of great UX patterns.• Map user flows from apps you admire.• Break products down into primitives.• Ask yourself why a product decision works.• Predict what great would look like before you design it.The PMs who thrive will be the ones who can recognize magic when they see it.E. Stay curiousRami's closing advice was simple and perfect: “Stay curious. Keep learning. It never gets old.”AI changes monthly. The PM who is excited by new ideas will outperform the PM who clings to old patterns.Practical habits:• Read one AI research paper summary each week.• Follow evaluation and model updates from major vendors.• Build at least one small AI prototype a month.• Join AI PM communities.• Teach juniors what you learn. Nothing accelerates mastery faster.F. Embrace velocity and side projectsTodd said that some of his biggest career breakthroughs came from solving problems on the side.This is more true now than ever.If you have an idea, you can build an MVP over a weekend. If it solves a real problem, someone will notice.G. Stay close to engineeringNot because you need to code, but because AI features require tighter PM engineering collaboration.Learn enough to be dangerous:• How embeddings work• How vector stores behave• What latency tradeoffs exist• How agents chain tasks• How model versioning works• How context limits shape UX• Why some prompts blow up API costsIf you can speak this language, you will earn trust and accelerate cycles.H. Understand the business deeplyJoe's advice was timeless: “Know who pays you and how much they pay. Solve real problems and know the business model.”PMs who understand unit economics, COGS, pricing, and funnel dynamics will stand out.7. Tom's Takeaways and What Really Matters Going ForwardI ended the recording by sharing what I personally believe after moderating this discussion and working closely with a variety of AI teams over the past 2 years.Judgment becomes the most valuable PM skillAs AI gets better at analysis, synthesis, and execution, your value shifts to:• Choosing the right problem• Sequencing decisions• Making 55 45 calls• Understanding user pain• Making tradeoffs• Deciding when good is good enough• Defining success• Communicating vision• Influencing the orgAgents can write specs.LLMs can produce strategies.But only humans can choose the right one and commit.Learning speed becomes a competitive advantageI said this on the panel and I believe it more every month.Because of AI, you now have:• Infinite coaches• Infinite mentors• Infinite experts• Infinite documentation• Infinite learning loopsA PM who learns slowly will not survive the next decade. Curiosity, empathy, and velocity will separate great from goodMany panelists said versions of this. The common pattern was:• Understand users deeply• Combine multiple tools creatively• Move quickly• Learn constantlyThe future rewards generalists with taste, speed, and emotional intelligence.Differentiation requires going beyond wrapper appsThis is one of my biggest concerns for early stage founders. If your entire product is a wrapper around a model, you are vulnerable.Durable value will come from:• Proprietary data• Proprietary workflows• Deep domain insight• Organizational trust• Distribution advantage• Safety and reliability• Integration with existing systemsAI is a component, not a moat.8. Closing ThoughtsHosting this panel made me more optimistic about the future of product management. Not because AI will not change the job. It already has. But because the fundamental craft remains alive.Product management has always been about understanding people, making decisions with incomplete information, telling compelling stories, and guiding teams through ambiguity and being right often.AI accelerates the craft. It amplifies the best PMs and exposes the weak ones. It rewards curiosity, empathy, velocity, and judgment.If you want tailored support on your PM career, leadership journey, or executive path, I offer 1 on 1 career, executive, and product coaching at tomleungcoaching.com.OK team. Let's ship greatness. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit firesidepm.substack.com
Many leaders in the healthcare system and academic medicine, by default, manage their day through transactional leadership. However, as we learn in this week's episode of the Faculty Factory Podcast, there may be a better way. We are thrilled to welcome Martin Zeier, MD, visiting us from Germany this week on the podcast to discuss transformational leadership. Dr. Zeier leads the Division of Nephrology at the University of Heidelberg in Germany. He recently traveled to the United States and attended the Annual Meeting of the American Society of Nephrology, which took place in Houston. You can learn more about the University of Heidelberg here: https://www.nierenzentrum-heidelberg.com Transformational leadership helps us build trust between one another, which is one of its core principles and plays a key role in mentoring the next generation of leaders. This leadership style can strengthen our teams to advance our institutions and the missions we serve. It also challenges us to lead through intellectual stimulation, because academic professionals are not at their best without the opportunity for growth. “I have always been curious about how I could build and enhance teams and how I could improve as a medical professional and leader,” Dr. Zeier stated at the interview's outset. His own intellectual curiosity over the years served as an impetus for him to study organizational psychology in his advanced studies, as he also shared with us. Learn more about the Faculty Factory: https://facultyfactory.org/
This installment of TMTO reports on a 2025 mission trip to Kenya by the Qumran Family Foundation (QFF), focusing on supporting widows and orphans through literacy and empowerment programs. It details the ministry's work, challenges faced, accomplishments, and future plans. · Ministry focus on Kenyan widows and orphans: QFF aims to break the cycle of poverty by providing literacy education and business/job skills to widows and supporting orphans lacking basic subsistence and educational opportunities. Kenyan widows face social isolation, abuse, and financial struggles, compounded by cultural restrictions and lack of government support. · Biblical foundation for the mission: The ministry is grounded in Torah commandments to care for widows and orphans, citing multiple scriptural references emphasizing justice, provision, and honor toward these groups. · Trip logistics and locations: The mission trip was planned starting December 2024, with travel from August 24 to November 20, 2025. Activities took place in Nairobi, Migori, Kehancha, and Kisii. · Organizational milestones: QFF became a registered non-profit/NGO in Kenya with an official tax identification (KRA PIN) in August 2025, enabling legal operations. · Educational achievements: Forty-one widows graduated from the basic literacy course with a formal ceremony in September 2025. A new widows' school was opened in Kisii with 16-20 students, and the Kehancha school relocated to begin Phase 2 classes teaching business and job skills to graduates. · Ministry outreach and baptisms: The team delivered the Gospel to Kuria Family Care Messianic Assembly, supporting 25 fatherless children, and baptized eight individuals including the pastor in November 2025. · Staffing and facilities: QFF opened an office in Migori Town in November 2025, employing four teachers, an office manager, and an operations assistant to support ongoing programs. · Challenges faced: The ministry encountered political unrest, widespread corruption, and the strong presence of Islam in Kenya, alongside spiritual opposition, requiring reliance on faith and careful verification in operations. · Future needs and plans: QFF seeks funding for teachers, classrooms in Kisumu and Migori, a vehicle, support for Kuria Care orphans and widows, and ongoing operational costs. Planned 2026 goals include expanding literacy classes, graduating new classes, and continuing mission trips. Donations and support are encouraged via qumranfamilyfoundation.org.
In this episode, Professor Mouse and the Cosmologist discuss hyper-local politics and being volunteer board members.
The Kewanee City Council meeting began with a public hearing focused on the Source Water Improvement Project and lead service line replacement, aiming to ensure safer drinking water. Deputy Assessor Jennifer Prescott is set to provide insights into Equalized Assessed Value changes. On zoning matters, variances and special use permits for local properties will be considered. The council will vote on supplier agreements, including fuel for city vehicles, and address tax abatements related to major bond debts. Additional resolutions include authorizing city officials for financial transactions, appointing an IMRF agent, and setting next year's council meeting calendar. Organizational, procurement, and environmental policy updates are also on the discussion list.
What's stopping legacy companies from becoming the next Airbnb or Amazon—and how can they unlock platform thinking to transform their assets into thriving ecosystems? Dive into how established organizations can use the “Digital Phoenix” effect to fuel innovation, leverage their existing advantages, and reshape value creation with cutting-edge insights from the world of platforms. Topics covered: Platform business models and value creationPlatform thinking vs. traditional business models The “Digital Phoenix” effect and leveraging idle assets Case studies: Telepass, EasyPark, airports, and Chipotle Overcoming barriers to platform transformation Internal platforms and cross-functional collaboration The impact of AI and generative AI on organizations Employee engagement and organizational change Shifting from customer-centricity to value architecture Scaling, flexibility, and regeneration benefits of platforms Connect with Daniel & Tommaso:Website: PlatformThinking.EULinkedIn: Daniel Trabucchi // Tommaso Buganza Episode Chapters00:00:05 – Introduction and welcome 00:00:33 – The rise of platform companies and industries reshaped 00:01:38 – AI's role in internal platforms and collaboration 00:02:02 – Guests' background and partnership 00:02:29 – The Digital Phoenix Effect and business transformation 00:04:16 – The Phoenix analogy and legacy company opportunities 00:04:43 – Telepass case study: from legacy to platform 00:05:58 – Overcoming the chicken-and-egg problem 00:07:39 – Idle assets: a startup advantage for legacy firms 00:08:47 – Defining platforms: do both sides need to be tech-centric? 00:09:18 – Types of users and value creation differences 00:10:09 – Legacy firms, tech, and two-sided value 00:12:36 – Nontraditional examples: airports and value creation 00:14:12 – Chipotle's farmer market: a pandemic case 00:17:11 – Mindset shifts: sustainability, regeneration, and platform transformation 00:19:09 – Barriers to platform adoption: mindset, complexity, and value 00:23:57 – From customer shoes to value architect's perspective 00:25:10 – Reshaping organizations: multiple customer mindsets 00:27:23 – Common worries of business leaders 00:29:41 – Benefits for companies making the leap 00:33:25 – Organizational change and employee engagement 00:34:14 – Leading innovation and internal platform value 00:36:12 – Creating a win-win within organizations 00:38:26 – AI's evolving role in platform thinking 00:40:57 – Internal collaboration and GenAI's sliding doors 00:42:49 – Where to find the guests and resources 00:44:03 – Show credits and closing
The Raiders fall to 2-10 and Raider Nation has officially had enough. Scott Gulbransen & Moe Moton go nuclear on the dysfunction, Pete Carroll's hot seat, and why this franchise is lost until they pick ONE voice at the top. 00:00 – Cold open: 10 straight division losses 02:23 – The ONE positive: Brock Bowers finally used in the red zone 04:35 – Caleb Rogers > the vets? PFF says YES (and Pete still won't start him) 06:00 – O-line still trash, DJ Glaze truthers in shambles 09:20 – Greedy Vance promoted, Darnay Holmes finally benched 11:20 – Has the locker room quit? (Spoiler: not yet… but it's coming) 14:50 – Former Raiders thriving elsewhere = ultimate indictment 46:00 – Caller: “We need a Silkwood shower for this entire org” 52:00 – Who's really in charge? Tom Brady? Spytek? Mark Davis? Nobody knows 59:20 – Madden therapy: How to fix the Raiders in one offseason Pete Carroll is officially on the hot seat. Like & subscribe for weekly Raiders rants!
Our loyal listeners call in from all over the globe to vent their frustration with the continued dysfunction of the Las Vegas Raiders organization. From the coaching to staff to owner Mark Davis, Raider Nation just wants to know who's in charge! To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices
Send us a textDr. Joel Rothaizer is a psychologist, executive coach, organizational consultant and leadership development specialist. He's Board Certified in Organizational & Business Consulting Psychology, and a Master Certified Coach through the International Coaching Federation. His book on leadership, called Clear Impact, has been strongly endorsed by Ken Wilber. The head of Integral Zen calls it the most integral book on leadership he's ever read.A Few Quotes From This Episode“You leave a wake in every interaction. The real question is not just what kind of wake you left, but whether you even noticed.”“Thirty seconds before every conversation, set a task goal and a people goal. That one habit can catapult your leadership capacity.”“Performance isn't about you or me — it's about how we're doing together. Start a performance conversation with that and everything shifts.”Resources Mentioned in This EpisodeBook: Clear Impact by Dr. Joel RothaizerArticle: Guaranteed to Optimize Your Leadership Effectiveness in Minutes a Day by Dr. Joel RothaizerArticle: The Wake I Leave by Dr. Joel Rothaizer Article: Co-Responsibility: The Essential Foundation for Effective Performance Collaboration by Dr. Joel RothaizerArticle: Organizational Leader: Do You Really “Think Systems”?Book: Cloudless Mind: Conversations on Buddhahood by Dan BrownTed Talk: Everyday Leadership by Drew DudleyAbout The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. About Scott J. AllenWebsiteWeekly Newsletter: Practical Wisdom for LeadersMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspective. Nothing can replace your reflection, research, and explorati ♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.
What if the hardest part of reliability has nothing to do with tooling or automation? Jennifer Petoff explains why real reliability comes from the human workflows wrapped around the engineering work.Everyone seems to think AI will automate reliability away. I keep hearing the same story: “Our tooling will catch it.” “Copilots will reduce operational load.” “Automation will mitigate incidents before they happen.”But here's a hard truth to swallow: AI only automates the mechanical parts of reliability — the machine in the machine.The hard parts haven't changed at all.You still need teams with clarity on system boundaries.You still need consistent approaches to resolution.You still need postmortems that drive learning rather than blame.AI doesn't fix any of that. If anything, it exposes every organizational gap we've been ignoring. And that's exactly why I wanted today's guest on.Jennifer Petoff is Director of Program Management for Google Cloud Platform and Technical Infrastructure education. Every day, she works with SREs at Google, as well as with SREs at other companies through her public speaking and Google Cloud Customer engagements.Even if you have never touched GCP, you have still been influenced by her work at some point in your SRE career. She is co-editor of Google's original Site Reliability Engineering book from 2016. Yeah, that one!It was my immense pleasure to have her join me to discuss the internal dynamics behind successful reliability initiatives. Here are 5 highlights from our talk:3 issues stifling individual SREs' workTo start, I wanted to know from Jennifer the kinds of challenges she has seen individual SREs face when attempting to introduce or reinforce reliability improvements within their teams or the broader organization.She categorized these challenges into 3 main categories* Cultural issues (with a look into Westrum's typology of organizational culture)* Insufficient buy-in from stakeholders* Inability to communicate the value of reliability workOrganizations with generative cultures have 30% better organizational performance.A key highlight from this topic came from her look at DORA research, an annual survey of thousands of tech professionals and the research upon which the book Accelerate is based.It showed that organizations with generative cultures have 30% better organizational performance. In other words, you can have the best technology, tools, and processes to get good results, but culture further raises the bar. A generative culture also makes it easier to implement the more technical aspects of DevOps or SRE that are associated with improved organizational performance.Hands-on is the best kind of trainingWe then explored structured approaches that ensure consistency, build capability, and deliberately shape reliability culture. As they say – Culture eats strategy for breakfast!One key example Jennifer gave was the hands-on approach they take at Google. She believes that adults learn by doing. In other words, SREs gain confidence by doing hands-on work. Where possible, training programs should move away from passive listening to lectures toward hands-on exercises that mimic real SRE work, especially troubleshooting.One specific exercise that Google has built internally is Simulating Production Breakages. Engineers undergoing that training have a chance to troubleshoot a real system built for this purpose in a safe environment. The results have been profound, with a tremendous amount of confidence that Jennifer's team saw in survey results. This confidence is focused on job-related behaviors, which when repeated over time reinforce that culture of reliability.Reliability is mandatory for everybodyAnother thing Jennifer told me Google did differently was making reliability a mandatory part of every engineer's curriculum, not only SREs.When we first spun up the SRE Education team, our focus was squarely on our SREs. However, that's like preaching to the choir. SREs are usually bought into reliability. A few years in, our leadership was interested in propagating the reliability-focused culture of SRE to all of Google's development teams, a challenge an order of magnitude greater than training SREs. How did they achieve this mandate?* They developed a short and engaging (and mandatory) production safety training* That training has now been taken by tens of thousands of Googlers* Jennifer attributes this initiative's success to how they“SRE'ed the program”. “We ran a canary followed by a progressive roll-out. We instituted monitoring and set up feedback loops so that we could learn and drive continuous improvement.”The result of this massive effort? A very respectable 80%+ net promoter score with open text feedback: “best required training ever.”What made this program successful is that Jennifer and her team SRE'd its design and iterative improvement. You can learn more about “How to SRE anything” (from work to life) using her rubric: https://www.reliablepgm.com/how-to-sre-anything/Reliability gets rewarded just like feature workJennifer then talked about how Google mitigates a risk that I think every reliability engineer wishes could be solved at their organization. That is, having great reliability work rewarded at the same level as great feature work.For development and operations teams alike at Google, this means making sure “grungy work” like tech debt reduction, automation, and other activities that improve reliability are rewarded equally to shiny new product features. Organizational reward programs that recognize outstanding work typically have committees. These committees not only look for excellent feature development work, but also reward and celebrate foundational activities that improve reliability. This is explicitly built into the rubric for judging award submissions.Keep a scorecard of reliability performanceJennifer gave another example of how Google judges reliability performance, but more specifically for SRE teams this time. Google's Production Excellence (ProdEx) program was created in 2015 to assess and improve production excellence (aka reliability improvements) across SRE teams.ProdEx acts like a central scorecard to aggregate metrics from various production health domains to provide a comprehensive overview of an SRE team's health and the reliability of the services they manage. Here are some specifics from the program:* Domains include SLOs, on-call workload, alerting quality, and postmortem discipline* Reviews are conducted live every few quarters by senior SREs (directors or principal engineers) who are not part of the team's direct leadership* There is a focus on coaching and accountability without shame (to elicit psychological safety)ProdEx serves various levels of the SRE organization through:* providing strategic situational awareness regarding organizational and system health to leadership and* keeping forward momentum around reliability and surfacing team-level issues early to support engineers in addressing themWrapping upHaving an inside view of reliability mechanisms within a few large organizations, I know that few are actively doing all — or sometimes any — of the reliability enhancers that Google uses and Jennifer has graciously shared with us. It's time to get the ball rolling. What will you do today to make it happen? This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit read.srepath.com
Andy and Randy talk about the frustrations of the fans right now as the Falcons are headed towards another losing season and who they blame for it all
Ray Chung grew up in a faithful Christian home in Malaysia, watching both sides of his family run businesses that shaped the fabric of their communities. Even as a kid, he sensed that business carried real power, but it wasn't until his own encounter with deeper faith that he began wrestling with how work, calling, and impact could fit together. College only fanned that flame, awakening a vision for business as a living witness to the Gospel. Years later, Ray would spend significant time with HOPE International, where a healthy, Christ-centered culture left a lasting mark on him. For more than twenty years, he has been helping leaders and teams reorient their hearts toward the way of Jesus. Now a senior consultant with Rising Sun Consultants, Ray walks alongside organizations as they build cultures formed by servant leadership and spiritual maturity. Then in 2021, Ray faced a radically personal invitation to generosity when he sensed God asking him to give one of his kidneys. His story is full of wisdom on surrender, Christlike culture, and what it means to faithfully steward the life God has given you. Major Topics Include: The theology of work An example of a healthy organizational culture Why an organization's culture is important Words of wisdom about the non-profit model Assessing an organization's board, leadership, and financials The five elements of servant-leadership Prioritizing intimacy with God as a busy leader Practical tips for spiritual rest Being called to give his kidney Stewarding your story, experience, and relationships in a way the points others to Jesus QUOTES TO REMEMBER “Work is a channel of grace to display the glory of God in meeting needs, ours and our neighbors, as we generate resources that can be shared in the redemptive work of the Gospel.” “Business can be a powerful force for God's transformation” “God has been at work in these communities long before we show up.” “Organizational culture is really hard to fake long term.” “Culture requires intentionality and accountability.” “Do I believe that the more I work, the more I can advance the mission? Or do I really think that God is at work here?” “Sometimes we need to remember how to be a human being rather than a human doing. I try to give myself permission to be about more than work.” “I used to believe the lie that I am what I perform. But I'm learning to believe the truth that I am loved by the Creator and that alone is enough.” “Our life is not our own when we are surrendered to God.” LINKS FROM THE SHOW Hope International (see our interview with founder, Jeff Rutt or CEO, Peter Greer) Jesse Casler (see our past interview here) Lead with Prayer by Ryan Skoog, Peter Greer, and Cameron Doolittle (see our interview with the authors here) Practicing the Way by John Mark Comer The Ruthless Elimination of Hurry by John Mark Comer Lectio 365 App Caleb Breakey, founder of Renown Publishing (see our past interview here) Kate Gardner, co-host of the Ascendants Podcast and co-founder of Magnify (see our past interview here) Alan Barnhart (see our past interview here) Julie Wilson, President of Women Doing Well (see our past interview here) Dana and Bill Wichterman (see our past interview here) The Finish Line Community Facebook Group The Finish Line Community LinkedIn Group BIBLE REFERENCES FROM THE SHOW Psalm 46:10 | Be Still Be still, and know that I am God. I will be exalted among the nations, I will be exalted in the earth! Luke 3:11 | Share What You Have And he answered them, “Whoever has two tunics is to share with him who has none, and whoever has food is to do likewise.” John 13:35 | Love One Another By this all people will know that you are my disciples, if you have love for one another. Ephesians 3:20 | More than We Can Think to Ask Now to him who is able to do far more abundantly than all that we ask or think, according to the power at work within us, WE WANT TO HEAR FROM YOU! If you have a thought about something you heard, or a story to share, please reach out! You can find us on Instagram, Facebook, and LinkedIn. You can also contact us directly from our contact page. If you want to engage with the Finish Line Community, check out our groups on Facebookand LinkedIn.
On this week's episode we discuss. If the Lakers have the best Big 3 in the NBA?The Lakers new organizational changes.The Lakers NBA Cup dominance. Instagram: @MatterOfStatsPodcastX: @MatterOfStatsPYouTube: youtube.com/@matterofstatspodcastAudio/Video producer: instagram.com/KaliBeezy714Intro & Outro Music Produced by Double A for B.K.E.Sound effects courtesy of: Pixabay / Universfield via Pixabay.com
Feeling Stuck? Build Your Future Self Now! Book discussion based on Dr. Benjamin Hardy's Book Be Your Future Self Now: The Science of Intentional Transformation. Organizational psychologist and 2x New York Times bestselling author Dr. Benjamin Hardy reveals why your FUTURE SELF is the real driver of your present actions — not your past — and exactly how to step into that version of you starting today. If you've ever felt stuck, unmotivated, or like you're on a hamster wheel, this episode will give you the breakthrough: • The 7 hidden threats that keep 99% of people disconnected from their future self • Why “hope” is the #1 predictor of success (and how to activate it instantly) • The Pygmalion Effect: raise your expectations → 37%+ performance increase • How to make discipline automatic by bonding with your future self • The one question that 10x's your motivation and decision-making today • Escape the “urgent but unimportant” trap forever • Why NOT trying is the only true failure (and how to force growth instead) Tim Staton, Bobbie Felder, and Pam Koppelmann unpack Dr. Benjamin Hardy's blockbuster book “Be Your Future Self Now” with raw military, leadership, and real-life stories that hit hard. Stop drifting. Start building the version of you that already exists. Connect with Tim: Website: timstatingtheobvious.com Facebook - https://www.facebook.coma/timstatingtheobvious Youtube: https://www.youtube.com/channel/UCHfDcITKUdniO8R3RP0lvdw Instagram: @TimStating Tiktok: @timstatingtheobvious LinkedIn: https://www.linkedin.com/in/tim-staton-04b41a271/ Enroll in the Leadership Course: https://themanyhatsofleadership.learnworlds.com/course/the-edge-mindset
The Builder Circle by Pratik: The Hardware Startup Success Podcast
Host Sera Evcimen welcomes Kristen Edwards, CTO and co-founder of Pensa Technologies and PhD candidate at MIT, for a deep dive into the intersection of artificial intelligence and hardware engineering. Kristen shares her expertise on AI-driven solutions for manufacturing, the challenges of integrating AI into engineering workflows, and the future of design and manufacturing.Key Topics Covered:Kristen's background: AI, engineering, and manufacturing research at MIT and Pensa Technologies.The evolving role of AI in engineering: from automating tedious tasks to enabling new forms of design iteration and optimization.Trust and explainability in AI: When to trust AI outputs, the importance of data governance, and the need for human oversight.Data privacy and security: Foundation models, federated learning, and inference-time techniques for protecting intellectual property.The gap between academic research and industry application: Real-world constraints, manufacturing realities, and the importance of context.Organizational and social challenges: Why successful AI adoption requires both technical and cultural change.Exciting AI tools and companies: From generative CAD to defect detection in manufacturing, including shoutouts to Onshape, 1000 Kelvin, and Bucket Robotics.White spaces and future opportunities: Design-manufacturing interfaces, spatial reasoning, and capturing engineering intuition.Lightning round: The future of engineering jobs, the irreplaceable value of human creativity and empathy, and the importance of adapting to new technologies.Actionable Takeaways:Track not just engineering decisions, but the reasoning behind them, this is key for effective AI integration.Data management is foundational: Know where your data lives, how it's labeled, and how it can be used to train or inform AI.Embrace AI as a “co-pilot” to augment, not replace, human expertise, especially for creative and high-consequence tasks.Be proactive about upskilling and adapting to new tools; engineers who leverage AI will have a competitive edge.The hardware world is full of opportunities for software talent, collaboration is needed to drive the next wave of innovation.Sponsors & Resources:Onshape: Cloud-native product development platform. Apply for the Onshape Startup Program at onshape.pro/thebuildercircle.Jiga: Direct access to vetted manufacturers for reliable hardware sourcing. Learn more at jiga.io.Companies mentioned: 1000 Kelvin (AI for metal additive manufacturing), Bucket Robotics (AI for defect detection), Auto PCB (automated PCB design), Monolith (AI for test data analysis).Connect & Learn More:Follow the show's Substack for hardware tools, frameworks, and tips.Reach out to thebuildercircle@pratikdev.com if you have problems or ideas there are innovators ready to help!Music by: Tom StokeDISCLAIMER "The Builder Circle” and “Pratik Development LLC” are independent and not affiliated with or endorsed by any other company. All views expressed are solely those of the guests. Content is for informational purposes only and does not constitute legal, financial, or any professional advice. Listeners are responsible for their own decisions and should consult qualified professionals. By listening, you agree we are not liable for any outcomes.
PREVIEW — David Daoud — Hezbollah leadership recovery and new leader analysis. Following the loss of key leaders who possessed decades of organizational experience and doctrine, Hezbollah faces significant structural challenges. The group, described as a large, well-armed organization, is currently "laying low." The current leader, Naim Kassem, characterized as quiet and bookish, appears well-suited for this moment, as Hezbollah requires a low profile and must avoid appearing weakened.
Consistent practices keep the organizational flywheel spinning, and one practice is essential, especially during the holidays: gratitude.In this episode, Dr. Janet Pilcher explains how intentional appreciation connects people back to the core values of purpose and worthwhile work. Listen to learn how to connect an individual's specific behavior to its organizational impact, sending a clear message of "what right looks like" and strengthening the bond with your school community.Recommended Resources: Creating the Momentum to Achieve Organizational Excellence in Education Systems, How Gratitude Builds Great TeamsFollow Host Dr. Janet Pilcher on LinkedIn: https://www.linkedin.com/in/janetpilcher/
Organizational and community development consultant Sarah Phelps recognized early in life that she was neurodivergent and very very smart. Influenced by her experiences from the rural midwestern town of her upbringing to time in France, India, China and more, Phelps has become a champion for people thriving, bringing a deep care for community at every opportunity.With an IQ over 160, Sarah Phelps is smart. She is a facilitator, strategist, and community builder who helps organizations weave wellbeing, equity, and innovation into the everyday realities of learning, leadership development, and culture change. Drawing on more than 20 years of nonprofit and corporate experience in strategic HR and organizational development, she's known for identifying solutions that stick. Phelps has consulted with values-driven organizations nationwide—including OutNebraska and Inclusive Communities—to cultivate inclusive, mission-aligned teams and brave, growth-oriented conversations. She is the founder of the Emerging Speakers Institute, co-founder of Leaders for Equity, Allyship and Diversity, a speaker with Hummingbird Humanity, and Board President of Umbrella US, where she champions neurodivergent and LGBTQ thriving. A voracious reader, gardener, and singer, Phelps brings curiosity, creativity, and deep care for community to every room she's in.********************Today's show and others are supported by the generous membership of Amy and Tom Trenolone.*Bonus content* for Lives members only features exclusive content and more. Find a Lives membership tier that fits you - support link here.
Cali Williams Yost, CEO and Founder of Flex+Strategy Group, has pioneered workplace flexibility since 1995. Cali shares her journey from banking to becoming a flexibility strategist. She explains why flexible work is essential for business growth and attracting and retaining top talent. Cali explains the pitfalls of hybrid and flexible model policy-only approaches and the need for full operational system-wide integration. She urges leaders to rethink outdated work constructs and outlines practical steps for embedding flexibility into organizational culture for sustainable success. TAKEAWAYS Chapter 1: Origins of a Flexibility Strategist [01:19] Cali studies English and Economics appealing to her two contrasting interests. [02:08] Cali's first job at a bank gives her training and allows her to go to New York City! [02:43] Client relationships are key to success, but rigid systems cause Cali's colleagues to quit. [03:35] Cali sees flexible work as logical and proposes it, unsuccessfully to bank leadership. [04:30] A bank client CEO explains he offers flexible working to retain his employees long-term. [05:14] Urged by his business-driven reasoning, Cali leaves to become a flexibility strategist. [05:47] Cali gets an MBA to have credibility with business leaders about workplace innovation. [06:10] Cali joins Families and Work Institute, developing strategies to operationalize flexibility. [07:35] Workplace flexibility becomes an employee benefit part of policy, not operationalised. [08:45] Making policies operational, Cali develops 'work-life fit' and publishes her first book. Chapter 2: Workplace Flexibility Before & During COVID [10:13] Top down approaches are not effective so Cali dives deep into change management. [11:15] Cali starts her own firm to take an operational, integrated approach to flexible working. [12:26] Pre-2020, most companies had flexible work policies but they weren't operationalised. [13:50] Widespread flexibility was organic and inconsistent with more men working remotely. [13:55] When COVID hit, companies with operationalised flexibility policies adapted easily. [14:19] Executives must reassess foundational work constructs and beliefs to adapt effectively. [17:00] The work challenges presented by leaders and younger employees "clash of contexts". [18:55] The upcoming demographic cliff makes flexible work necessary to attract and retain talent. Chapter 3: Leading in the Modern Work Era [19:26] Finding those ready to lead the change, challenge their context and hold space. [19:48] Three change phases—assess, align, activate—are critical for embedding flexibility. [20:10] Leadership alignment is essential; one resistant leader can derail an entire initiative. [22:45] Employers investing in defining new working parameters unlock many benefits. [23:59] Leaders need to be aware of what is and isn't working with employees. [25:31] Critical willingness to hold space for change being messy and looking at work differently. [27:11] Mandating in-office days without data and strategic input erodes employee confidence. [27:52] Executives co-creating with employees to achieve aligned operational flexibility. [29:55] Trust increases when employees participate in experimenting and defining the process. Chapter 4: Intentional Future of Work Transformation [32:11] Senior leaders must be intentional about work transformation. [32:50] The sustainability of 5-day/week RTO policies especially for talent attraction/retention. [34:07] The significant, essential hurdle of stepping back and rethinking the old work model. [35:12] Younger employees successfully create an intern integration program when empowered. [37:45] Talent shortages by 2032 make flexible models essential to business continuity. [38:33] AI will supplement, not replace, human workers—talent attraction remains vital. [39:42] Rigid workspace metrics must evolve to support dynamic, flexible workforce needs. [42:16] Organizational transformation requires change management and relationships with systems thinking. IMMEDIATE ACTION TIP: Leaders need to assess their talent reality from now through 2030 – aligning the expectations of their workforce and the needs of the business. RESOURCES Cali Williams Yost on LinkedIn flex+strategy group website QUOTES Pre-pandemic "Flexibility was happening organically. It was happening inconsistently, and it was not optimized." "The consistent recognition is - I need to do this differently. So what does that look like?" "You have to be willing to hold the space because change is messy." "This [flexibility] isn't a policy. This is a way of operating." "We're getting ready to hit a historic labour cliff demographic cliff. There aren't gonna be people. The workers who are left? They are going to dictate how they're gonna work. So you should be working right now on being employer of choice."
What if org design wasn't a three-year consulting project but a living, breathing practice? In this episode, Tim Brewer and Amy Springer sit down with Jules Siegel-Hawley, who has shaped job architecture and organizational systems at Doctors Without Borders and beyond. Jules shares how her background in clinical social work and acting led her into “cool HR,” why job architecture is the most high-stakes but foundational part of org design, and why leaders should treat organizational design as an ongoing rhythm rather than a big-bang transformation. From managing the tension of titles, power, and compensation, to exploring the rise of AI-human ecosystems, Jules unpacks the evolving challenges of leadership, transparency, and collaboration. Whether you're leading a startup or managing a division in a global enterprise, this episode will help you see org design not as a one-off project, but as a practice of constant iteration, clarity, and trust. Jules Siegel-Hawley https://www.linkedin.com/in/jules-siegel-hawley-52210274/ https://www.andesadvisory.co/ Functionly https://www.functionly.com/ https://www.linkedin.com/company/functionly/ Org Design Podcast https://www.functionly.com/org-design-podcast https://www.linkedin.com/company/orgdesignpodcast/
In today's environment, clarity isn't a luxury—it's a multiplier that unlocks every dollar you've invested in your people. -Salima Hemani Designing Organizations That Breathe: How Structure Shapes Culture, Leadership, and Impact. With Salima Hemani Here's the truth most leaders don't realize: You're already shaping your organization's culture and performance every single day—whether you know it or not. Every leader needs some understanding of organizational design's impact. Not to become an OD expert or efficiency consultant, but because aligning structure with culture and creating environments where people do their best work is fundamentally your responsibility. When budgets tighten, teams feel stuck, and your best people start leaving despite world-class training programs, the problem often isn't your strategy or your talent—it's the invisible architecture determining how work actually gets done. In this conversation, Salima Hamani reveals why 75-80% of organizational redesigns fail (hint: it's not about the org chart), and more importantly, how leaders at every level can create the clarity that becomes their organization's greatest competitive advantage. In this episode, Salima shares: • Why great organizational design grows leaders, not just organizes them - How one company created "natural stretch zones" through project-based structure that elevated middle managers without another training program • The warning signs your structure is holding back performance - When people have the right skills, clear values, and beautiful org charts but still can't get results, decisions made, or forward momentum • Why the org chart is just 10% of organizational design - The critical elements most leaders miss: operating models, governance frameworks, decision rights, and how information actually flows • How to measure the ROI of clarity - One government agency dropped project delays by 70% simply by clarifying decision pathways and governance (not just redrawing boxes) • The questions leaders need to ask before any redesign - Why spending time on strategic clarity upfront saves months of frustrated implementation later The bottom line: You don't need to become an organizational design expert, but you do need to understand that structure either amplifies or constrains everything else you're trying to achieve. The best training programs, the most talented people, and the clearest strategy all fall flat without the structural clarity that lets people actually use them. Organizational design isn't something to delegate and forget—it's the scaffolding that determines whether your leaders can truly lead, whether your investments in people pay off, and whether your organization can breathe and grow rather than suffocate under its own weight. About Salima: Salima Hemani, MBA, PCC, SHRM-SCP, is an accomplished organizational strategist, executive coach, and human capital advisor with over 25 years of experience leading large-scale transformation, organizational design, and leadership alignment initiatives. She is the Founder and President of SZH Consulting, an organizational and leadership development firm serving Fortune 500 companies, government agencies, and mission-driven organizations. Salima brings a rare blend of strategic insight and operational depth, having served as both an internal executive and external consultant guiding C-suite teams through growth, restructuring, and culture evolution. Her expertise spans strategy execution, organizational design, leadership development, and executive team coaching - anchored in systems thinking, data-driven insights, and a people-first approach. A trusted thought partner to CHROs and senior leaders, Salima is known for her ability to turn complexity into clarity and create space for bold, actionable dialogue. She frequently speaks on topics including leading through change and building organizations that thrive. Connect with Salima: https://www.linkedin.com/company/szh-consulting-llc/ A Leadership Beyond exists to support the alignment between the business strategy and people strategy - to drive results with people not at the expense of people (Talent Optimization). Subscribe to our podcast to join the Leadership Beyond Community of Conversation and hear insights from thought leaders and human development experts leading the way in the field of Talent Optimization. We are grateful to you and always eager to hear from you! To learn more visit https://aleadershipbeyond.com Tom & Adrienne
Our latest episode features Jessica Randazza Pade, Head of Brand Activation & Commercialization at Neurable. Named to Campaign US's 40 Over 40 and ELLE Magazine's 40 Under 40, Jessica is an award-winning global digital marketer, business leader, and storyteller. She explains why AI is not a value proposition, how to turn vague use cases into measurable outcomes, and why making technology invisible is often the strongest competitive advantage.“If the user can't articulate what's different in their life because of your product, you're selling a vitamin—not a painkiller.”Listen on Apple Podcasts | SpotifyShape Our 2026 ResearchWe're mapping where teams are struggling with AI adoption and what tools, frameworks, and support they need in 2026. Your input directly shapes our annual research and the topics we cover.Take the survey → https://tally.so/r/Y5D2Q5AI has lowered the cost of prototyping but raised the bar for adoption. Most AI products fail because they launch demos instead of durable workflows, rely on large models where small ones would work better, ignore trust, or sell “time savings” instead of business outcomes. Organizations resist tools that feel risky, inaccurate, unproven, or misaligned with real workflows. Complicated architecture, poor UX, weak personalization, and unclear ROI all compound the problem. Here's a sample of it:#3: Your product doesn't actually learn. Fake personalization destroys trust.#4: One hallucination can end adoption permanently.#8: “Saving time” is not a business case—outcomes are.#11: Organizational silos suffocate AI products.#17: Without a workflow and measurable ROI, you don't have a product.AI will not save your product. Only reliability, trust, workflow clarity, governance readiness, and measurable value delivery will.Read the full article → https://ph1.ca/blog/why-your-AI-product-will-failsThe Year of AI ValueThis video covers why 2026 marks a turning point where AI is judged not by novelty or intelligence but by measurable ROI, workflow impact, and operational reliability. It explains why businesses are shifting from “AI features” to fully redesigned AI-enabled systems.We are past the point of buying AI based on promisesAI buyers no longer invest because the tech is impressive. They invest when it:* delivers measurable ROI* reduces operational and compliance risk* integrates into existing workflows* produces consistent results* overcomes organizational resistance and silosIf you'd like us to create a full episode on why AI products fail, add a comment to this post.The AI Adoption Curve Is About to FlipThis video explains how organizations are moving from experimentation to structural integration, redesigning roles, responsibilities, and workflows around AI. It also highlights early signals that distinguish “tool usage” from true operational adoption.Watch →Featured Thinker: Stuart Winter-TearThis week we're spotlighting the insightful work of Stuart Winter-Tear, founder of Unhyped. His writing reframes LLM inconsistency as a reflection of the chaotic and contradictory data ecosystems they're trained on—challenging assumptions about rationality, coherence, and system behavior.LinkedIn | Substack Featured Reads1. The GenAI Divide: Why 95% of enterprise GenAI projects failMIT's 2025 State of AI in Business report finds that 95% of GenAI pilots generate no measurable ROI, mainly due to lack of workflow integration and unclear value metrics.https://mlq.ai/media/quarterly_decks/v0.1_State_of_AI_in_Business_2025_Report.pdf2. Apple Mini Apps and the new distribution frontierGreg Isenberg outlines how Apple Mini Apps may redefine onboarding, distribution, and reach across the entire consumer ecosystem.https://x.com/gregisenberg/status/19893414608947118383. Calum Worthy's “2wai” and the ethics of selling the unimaginableThe actor launched an app enabling people to generate AI avatars of deceased relatives—a revealing look at how AI now commercializes ideas once considered unthinkable.https://www.businessinsider.com/calum-worthey-2wai-ai-dead-relatives-app-launch-2025-14. The Complete Guide to Building with Google AI StudioMarily Nika provides a comprehensive, practical guide to building production-ready applications with Google's AI ecosystem.5. SNL's Glen Powell AI Sketch: When satire becomes a warningThe Atlantic unpacks how SNL's AI sketch captures the cultural moment—where AI shifts from hype to comedic critique, signaling deeper public skepticism.https://www.theatlantic.com/culture/2025/11/snl-glen-powell-ai-sketch/684944/Coming Up on the PodcastOur upcoming guests include:* Ovetta Sampson — Chief Human Experience Officer & AI Design leaderhttps://www.ovetta-sampson.com/* Dr. Maya Ackerman — Generative AI researcher and creativity systems experthttps://maya-ackerman.com/* Leonardo Giusti, Ph.D. — Head of Design, Archetype AIhttps://www.archetypeai.io/If you haven't participated yet, please take our 2026 survey and help shape where our research goes next: https://tally.so/r/Y5D2Q5What challenges are you facing with your AI projects?Whether you're struggling with:* product adoption* pricing and positioning* ROI and value proof* trust and accuracy* demo-to-paid conversion* internal resistance or workflow clarity* the complexity of hardware plus AIWe'd love to hear from you. arpy@ph1.ca This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit designofai.substack.com
92.3 The Fan's own Daryl Ruiter joins Ken Carman and Anthony Lima to go over the latest on the Cleveland Browns, after their Sunday loss to the Baltimore Ravens.
BT & Sal unleash a fiery argument for a complete organizational clean house following the Giants' continued losing. While they credit interim head coach Mike Kafka for showing "guts" by holding a star player accountable, they argue that retaining GM Joe Shane and promoting Kafka would result in a "stale" regime. The hosts fear that allowing Shane, whose roster-building track record is criticized (e.g., Evan Neal, Daniel Jones handling), to hire another head coach would only compound the team's long-term ineptitude. They stress that a "clean break" is the only way for the Giants to find new juice and finally achieve a successful rebuild.
In this PostPod episode, Marc and Vassilis discuss the complexities of digital advertising, emphasizing the importance of understanding viewability versus visibility, the pitfalls of cheap media, and the critical role of creative quality. They reflect on insights from recent guests and explore strategies for effective marketing, including the need for internal awareness and organizational change. The conversation highlights the challenges marketers face in navigating the digital landscape and the necessity of questioning data and media choices to drive better outcomes.TakeawaysViewability does not guarantee visibility in advertising.Cheap media can lead to higher long-term costs.Creative quality is essential for effective advertising.Marketers should focus on ads that are actually seen.Internal awareness of media effectiveness is crucial.Challenging partners on media quality is necessary.It's important to measure effectiveness, not just efficiency.Organizational change is needed to adapt to new marketing realities.Timestamps:00:00 - Introduction 05:55 - Insights from Guests and Industry Connections09:07 - The State of Digital Advertising12:03 - Viewability vs. Visibility in Media14:56 - The Cost of Cheap Media15:53 - The Double Jeopardy of Challenger Brands16:49 - Innovative Media Strategies for Startups18:04 - Conclusion and Future Considerations18:33 - The Importance of Creative Quality in Advertising20:15 - Addressing the Accountability Gap in Marketing22:52 - Practical Steps for Marketers25:40 - Raising Internal Awareness of Marketing Challenges27:47 - Navigating Organizational Resistance to Change
Alidad Hamidi: The Tax Agile Teams Pay for Organizational Standards Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "If you set targets for people, they will achieve the target, even if that means destroying the system around them." - W. Edwards Deming (quoted by Alidad) The tension is familiar to every Scrum Master working in large organizations: leadership demands standard operating models, flow time metrics below specific numbers, and reporting structures that fit neat boxes. Meanwhile, teams struggle under the weight of context-insensitive measurements that ignore the nuanced reality of their work. Alidad faces this challenge daily—creating balance between organizational demands and what teams actually need to transform and thrive. His approach starts with a simple but powerful question to leaders: "What is it that you want to achieve with these metrics?" Going beyond corporate-speak to have real conversations reveals that most leaders want outcomes, not just numbers. Alidad then involves teams in defining strategies to achieve those outcomes, framing metrics as "the tax we pay" or "the license to play." When teams understand the intent and participate in the strategy, something surprising happens—most metrics naturally improve because teams are delivering genuine value, customers are happy, and team dynamics are healthy. But context sensitivity remains critical. Alidad uses a vivid analogy: "If you apply lean metrics to Pixar Studio, you're gonna kill Pixar Studio. If you apply approaches of Pixar Studio to production line, they will go bankrupt in less than a month." Toyota's production line and Pixar's creative studio both need different approaches based on their context, team evolution, organizational maturity, and market environment. He advocates aligning teams to value delivery with end-to-end metrics rather than individual team measurements, recognizing that organizations operate in ecosystem models beyond simple product paradigms. Perhaps most important is patience. "Try to not drink coffee for a week," Alidad challenges. "Even for a single person, one practice, it's very hard to change your behavior. Imagine for organization of hundreds of thousands of people." Organizations move through learning cycles at their own rhythm. Our job isn't to force change at the speed we prefer—it's to take responsibility for our freedom and find ways to move the system, accepting that systems have their own speed. Self-reflection Question: Which metrics are you applying to your teams without considering their specific context, and what conversation do you need to have with leadership about the outcomes those metrics are meant to achieve? [The Scrum Master Toolbox Podcast Recommends]
In this episode of The Business of Alignment, Anthony “AJ” Vaughan, founder of The E1B2 Collective, unpacks one of the most overlooked truths inside enterprise organizations: the widening gap between strategic ambition and workforce capability. Drawing from real-world research and executive behavior theory, AJ explores why many CEOs and CHROs privately admit they're unsure their teams possess the skills needed to deliver on the company's next big growth vision.He challenges Learning & Development leaders to evolve beyond programs and slide decks toward true behavioral change — equipping sales and operational leaders to coach, adapt, and scale alignment in real time. Through candid examples, AJ outlines how modern L&D functions can become the central nervous system of organizational readiness, embedding learning at the managerial level and transforming capability gaps into competitive advantage.A must-listen for executives, HR innovators, and leadership coaches who understand that growth isn't just about headcount or budget, it's about the alignment between human behavior and business intent.
In this comprehensive episode, Luka Mustafa, founder and CEO of Irnas Product Development, provides an in-depth exploration of Zephyr RTOS and its transformative impact on embedded development. We dive deep into how Zephyr's Linux Foundation-backed ecosystem enables hardware-agnostic development, dramatically reducing the time spent on foundational code versus business-value features. Luka shares practical insights from five years of specializing in Zephyr development, demonstrating how projects can achieve remarkable portability - including running the same Bluetooth code on different chip architectures in just an hour, and even executing embedded applications natively on Linux for development purposes.The discussion covers Zephyr's comprehensive testing framework (Twister), CI/CD integration capabilities, and the cultural shift required when moving from traditional bare-metal development to this modern RTOS approach. We explore real-world applications from low-power IoT devices consuming just 5 microamps to complex multi-core systems, while addressing the learning curve challenges and when Zephyr might not be the right choice. This episode is essential listening for embedded teams considering modernizing their development practices and leveraging community-driven software ecosystems.Key Topics[03:15] Zephyr RTOS fundamentals and Linux Foundation ecosystem benefits[08:30] Hardware abstraction and device tree implementation for portable embedded code[12:45] Nordic Semiconductor strategic partnership and silicon vendor support landscape[18:20] Native POSIX development capabilities and cross-platform debugging strategies[25:10] Learning curve challenges: EE vs CS background adaptation to Zephyr development[32:40] Resource requirements and low-power implementation on constrained microcontrollers[38:15] Multi-vendor chip support: STMicroelectronics, NXP, and industry adoption trends[42:30] Safety-critical applications and ongoing certification processes[45:50] Organizational transformation strategies and cultural adaptation challenges[52:20] Zbus inter-process communication and modular development architecture[58:45] Twister testing framework and comprehensive CI/CD pipeline integration[65:30] Sample-driven development methodology and long-lived characterization tests[72:15] Production testing automation and shell interface utilization[78:40] Model-based development integration and requirements traceability[82:10] When not to use Zephyr: Arduino simplicity vs RTOS complexity trade-offsNotable Quotes"With Zephyr, porting a Bluetooth project from one chip architecture to another took an hour for an intern, compared to what would traditionally be months of effort." — Luka Mustafa"How many times have you written a logging subsystem? If the answer is more than zero, then it shouldn't be the case. Someone needs to write it once, and every three years someone needs to rewrite it with a better idea." — Luka Mustafa"The real benefit comes from doing things the Zephyr way in Zephyr, because then you are adopting all of the best practices of developing the code, using all of the subsystems to the maximum extent." — Luka Mustafa"You want to make sure your team is spending time on things that make money for you, not on writing logging, for example." — Luka MustafaZephyr Project - Linux Foundation-backed RTOS project providing comprehensive embedded development ecosystemTwister Testing Framework - Zephyr's built-in testing framework for unit tests, hardware-in-the-loop, and CI/CD integrationZbus Inter-Process Communication - Advanced event bus system for modular embedded development and component decouplingiirnas - Open-source examples of Zephyr best practices and CI/CD pipeline implementationsCarles Cufi's Talk - Detailed presentation on Nordic's strategic decision to support Zephyr RTOS You can find Jeff at https://jeffgable.com.You can find Luca at https://luca.engineer.Want to join the agile Embedded Slack? Click hereAre you looking for embedded-focused trainings? Head to https://agileembedded.academy/Ryan Torvik and Luca have started the Embedded AI podcast, check it out at https://embeddedaipodcast.com/
Send us a textJoin the roundtable as we connected real-world AI use cases with key policy issues such as the defense of 1031 exchanges, local tax proposals, and persistent challenges around interest rates, affordability, and supply constraints that still drive market outcomes. Roundtable hosts stressed that AI should augment—not replace—experienced professionals, and that guardrails, privacy, and quality control must anchor any deployment.This month's Round Table Hosts: Andreas Senie, Host, Founder CRECollaborative (CRECo.ai), Technology Growth Strategist, CRETech Thought Leader, & Brokerage OwnerSaul Klein, Realtor Emeritus, Data Advocate & Futurist, Original Real Estate Internet Evangelist, Executive Editor Realty Times, IncRebekah Carlson, Founder & CEO Carlson Integrated, LLC, Past President NICAR Association, Brokerage OwnerChris Abel, Membership Director Associated Builders and Contractors of Connecticut, Board Member SMPS—Society for Marketing Professional Services Dan Wagner, Senior Vice President Government Relations at The The Inland Real Estate Group of Companies, Inc. Key PointsAI is now a practical necessity across real estate sectors, improving speed, accuracy, and efficiency when governed by strong data, privacy, and IP policies.California's enhanced-image disclosure law sets a compliance precedent likely to influence MLS listing practices and consumer protection nationwide.Bipartisan engagement remains vital: industry coalitions (e.g., 1031 exchange defense) must maintain relationships across the aisle amid shifting political dynamics.Enterprise-grade AI (e.g., Microsoft Copilot) reduces data leakage risks versus public tools; strict guardrails are essential for proprietary client data.AI standardizes documentation (e.g., construction bids), intensifying competition and necessitating deeper qualitative assessments, live interviews, and relationship-based vetting.Ethical marketing demands truthful representations, careful IP handling, and tailored prompting to avoid misleading content and legal exposure.Organizational adoption improves with designated champions, daily-use routines, chatbots/summarizers, and embedded documentation to accelerate answers and reduce friction.Access and adoption disparities (e.g., women 22% less likely to adopt AI) create equity challenges; education and support are needed to ensure inclusive benefits.Client-facing AI can irritate established relationships; deploy selectively with human touch and robust quality control.Macro fundamentals—interest rates, affordability, supply constraints—still drive real estate decisions; AI augments execution but doesn't replace market basics.About CRECo.ai RoundtablDon't forget to subscribe to our YouTube channel where there is a host of additional great content and to visit CRECo.ai the Commercial Real Estate Industry's all-in-one dashboard to connect, research, execute, and collaborate online CRECo.ai. Please be sure to share, rate, and review us it really does help! Learn more at : https://welcome.creco.ai/reroundtable
Have you ever felt like you're constantly putting out fires at work instead of making progress? Kevin welcomes Don Kieffer and Nelson Repenning to discuss why so many workplace processes feel frustrating and ineffective, and what leaders can do about it. Drawing on decades of experience in operations and organizational design, Don and Nelson reveal why quick-fix workarounds backfire, how firefighting becomes the default mode of operation, and the hidden costs of constantly reacting instead of leading. They introduce the concept of dynamic work design and explain why breaking down silos isn't just nice to have, it's essential. Along the way, they share practical tools leaders can use to move from chaos to sustainable success. Listen For 00:00 Introduction and the problem with roadblocks at work 03:33 How they met and started collaborating 06:07 The Harley-Davidson connection 08:32 The big idea behind the book 09:41 Why organizations assume the world is predictable 11:03 What dynamic work design means 12:21 The hidden cost of firefighting and workarounds 13:01 The firefighting trap explained 15:33 How firefighting becomes self-reinforcing 17:36 Why the dynamic appears in every organization 19:12 Leadership behaviors that unintentionally worsen it 21:12 Moving beyond blame to system thinking 21:56 The problem with silos in organizations 23:43 How work actually flows across silos 25:12 Visualizing knowledge work to expose inefficiency 26:04 Silos and identity in organizations 27:22 Why we must focus on system productivity 28:36 The matrix problem in modern organizations 29:12 Five elements of dynamic work design 29:48 Problem formation as an underrated leadership skill 30:24 Why framing the problem matters 31:23 Using conscious thinking to solve the right problems 32:36 Asking "what problem are we trying to solve" 33:20 What leaders can learn from this habit 33:48 Don and Nelson's hobbies outside of work 34:38 What they are reading now 35:35 Where to find their book and connect 37:19 Wrap up and invitation to subscribe Their Story: Nelson P. Repenning and Donald C. Kieffer are the authors of There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work. Nelson is the School of Management Distinguished Professor at the MIT Sloan School of Management. He is currently the director of MIT's Leadership Center and was recently recognized by Poets & Quants as one of the world's top executive MBA instructors. His scholarly work has appeared in Management Science, Organization Science, Administrative Science Quarterly, the Academy of Management Review, Strategic Management Journal, and Research in Organizational Behavior. Donald C. Kieffer is a Senior Lecturer in Operations Management at MIT Sloan. He is a career operations executive and co-creator of Dynamic Work Design. Kieffer started running equipment in factories at age 17. He was VP of operational excellence at Harley-Davidson, where he worked for 15 years. Since 2007, he has been advising leaders in a variety of industries around the globe. His guidance was instrumental in transforming both the production and technical development areas of the Broad Institute, a Cambridge-based genomic sequencing organization, now an industry leader. He is the founder of ShiftGear Work Design, LLC, and teaches Operations Management at AVT in Copenhagen. This Episode is brought to you by... Flexible Leadership is every leader's guide to greater success in a world of increasing complexity and chaos. Book Recommendations There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work by Nelson P. Repenning and Donald C. Kieffer The Mindful Body: Thinking Our Way to Chronic Health by Ellen J. Langer Murder Mysteries by Lousie Penny Like this? Competing in the New World of Work with Keith Ferrazzi How to Achieve Breakthrough Execution and Accelerate Growth with Patrick Thean Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP
BT & Sal unleash a week of fiery takes on the spiraling New York Giants organization. They declare the regime "finished" after a miserable three consecutive 2-7 starts, demanding John Mara fire both Brian Daboll and Joe Schoen to initiate a complete culture reset. The hosts blast any suggestion of splitting the ticket as an "epic disaster." The debate escalates with a powerful argument for the Giants to "do whatever they can to go get Belichick" as the only acceptable gamble for a winning coach. In earth-shattering Jets news, BT & Sal react to the shocking trade of star CB Sauce Gardner for two first-round picks and a wide receiver, declaring the move a "home run" that gives GM Moogy the necessary assets to accelerate the rebuild and clean house. Segments also include ranting about "Streaming Hell" for sports fans, dissecting the messy Mets' offseason (Montas's contract), and tackling Bald-Faced Lie/Truth on trades, Pete Alonso's MVP votes, and Aaron Boone's job security.
She's climbed the ladder at her companythrough many years and phases of growth. Now, she's sensing a changing organizational tide and isn't sure where she fits in its future. Host Muriel Wilkins coaches this leader through defining her value, working through possible scenarios at her organization, and taking a step forward into her next career phase.
Greenhouse gas (GHG) reporting continues to evolve, with companies facing increasing complexity in navigating frameworks, data quality, and materiality. In this episode, we explore recurring themes and practical challenges in GHG disclosures—from organizational boundaries to the role of renewable energy credits (RECs)—with insights from our specialists deeply engaged in global sustainability reporting.In this episode, we discuss:1:22 – GHG reporting landscape and regulatory shifts5:01 – Materiality, alignment with financial reporting, and minimum boundaries23:48 – Organizational boundaries and key decisions companies are facing31:35 – Scope 2 renewable energy certificates: timing, location, and use43:00 – Systems, tools, and data quality, including preparing for reporting and assuranceLooking for more on GHG and sustainability reporting?Sustainability now: Inside the GHG Protocol's scope 3 updateSustainability now: A primer on California climate reportingOther episodes in our sustainability reporting podcast seriesGHG Protocol announces Scope 2 Public ConsultationPwC's Sustainability reporting guideBe sure to follow this podcast on your favorite podcast app and subscribe to our weekly newsletter to stay in the loop for the latest thought leadership on sustainability reporting.About our guestsMarcin Olewinski is a PwC Assurance practice partner with over 20 years of experience bringing valued perspectives and insights to large clients in the energy sector. Additionally, he's focused extensively within the National Office on greenhouse gas emissions and sustainability reporting and leads PwC's global technical working group focused on GHG.Colin Powell is PwC Canada's Technical Net Zero Leader, specializes in GHG quantification, life cycle assessment, target setting, and decarbonization strategies. He has helped companies measure over 1 billion tonnes of GHG emissions and advised global clients on decarbonization. Colin sits on the GHG Protocol's Scope 3 Working Group, shaping global standards, and is a Professional Engineer with a PhD in wastewater treatment modeling.About our hostHeather Horn is the PwC National Office Sustainability & Thought Leader, responsible for developing our communications strategy and conveying firm positions on accounting, financial reporting, and sustainability matters. In addition, she is part of PwC's global sustainability leadership team, developing interpretive guidance and consulting with companies as they transition from voluntary to mandatory sustainability reporting.Transcripts available upon request for individuals who may need a disability-related accommodation. Please send requests to us_podcast@pwc.comDid you enjoy this episode? Text us your thoughts and be sure to include the episode name.
Anthony compares and contrasts that Lakers loss last night, in which they barely fielded an NBA team to a Dodgers win in the World Series highlighted by organizational successes like Emmet Sheehan and Will Klein. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices
Darren Murph, a leading voice on distributed work and former leader at GitLab, Zillow, and Andela returned to the show.We dug into the remote first maturity scale, the four-pillar operating model (knowledge, project, self, performance), and how to build an “org brain.”---- Sponsor Links:
In this episode of The Distribution, host Brandon Sedloff sits down with Aasif Bade, founder and CEO of Ambrose, to explore how he built one of the country's leading modern industrial real estate platforms from the ground up. Aasif shares his journey from watching his father work in a warehouse on the west side of Indianapolis to founding Ambrose in 2008—just weeks after the collapse of Lehman Brothers. He explains how that moment of uncertainty became an opportunity to reimagine how industrial real estate could be developed and operated with an entrepreneurial, client-first mindset. They discuss: • The childhood experience that sparked Aasif's lifelong passion for warehouses and real estate • Lessons learned from Duke Realty and how they shaped Ambrose's “boots on the ground” approach • Launching Ambrose during the Great Financial Crisis and the conviction behind taking that risk • The evolution from deal-by-deal partnerships to raising a $400 million institutional fund • How modern industrial design and advanced automation are redefining America's supply chain • The growing overlap between industrial and data center development opportunities • Why power access and hands-on market knowledge create a competitive edge LInks: Ambrose - https://ambrosepg.com/ Aasif on LinkedIn - https://www.linkedin.com/in/aasif-bade-a3b1851a4/ Brandon on LinkedIn - https://www.linkedin.com/in/bsedloff/ Juniper Square - https://www.junipersquare.com/ Topics: (00:00:00) - Intro (00:02:42) - Aasif's early interest in warehousing (00:12:25) - Starting Ambrose during economic turmoil (00:18:28) - The growth and scale of Ambrose (00:23:54) - Challenges in raising an institutional fund (00:25:45) - Building relationships with institutional investors (00:28:34) - Boots on the ground approach (00:29:39) - Understanding market nuances (00:33:27) - Organizational structure and outsourcing (00:38:12) - Impact of onshoring and reshoring (00:42:20) - Supply and demand dynamics in industrial real estate (00:47:18) - Inside a modern industrial warehouse (00:49:43) - Power constraints in modern warehouses (00:51:21) - Conclusion and final thoughts
Alex Sloley: Coaching Teams Trapped Between Agile Aspirations and Organizational Control Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "The team says, oh, we want to try to do things this way, and the org keeps coming back and saying stuff like, no, no, no, you can't do that, because in this org, we don't allow that." - Alex Sloley Alex shares his current challenge working with a 10-person pilot Scrum team within a 1,500-person organization that has never done Agile before. While the team appears open-minded and eager to embrace agile ways of working, the organization continuously creates impediments by dictating how the team must estimate, break down work, and operate. Management tells them "the right way" to do everything, from estimation techniques to role-based work assignments, even implementing RACI matrices that restrict who can do what type of work. Half the team has been with the organization for six months or less, making it comfortable to simply defer to authority and follow organizational rules. Through coaching conversation, Alex explores whether the team might be falling into learned helplessness or simply finding comfort in being told what to do—both positions that avoid accountability. His experimental approach includes designing retrospective questions to help the team reflect on what they believe they're empowered to do versus what management dictates, and potentially using delegation cards to facilitate conversations about decision-making authority. Alex's key insight is recognizing that teams may step back from empowerment either out of fear or comfort, and identifying which dynamic is at play requires careful, small experiments that create safe spaces for honest dialogue. Self-reflection Question: When your team defers to organizational authority, are they operating from learned helplessness, comfort in avoiding accountability, or genuine respect for hierarchy? How can you design experiments to uncover the real dynamic at play? [The Scrum Master Toolbox Podcast Recommends]
Robby Stein is VP of Product at Google, where he oversees the core products of Google Search—including the new AI Overviews, AI Mode, search ranking, Google Lens, and more. Previously, he led consumer products at Instagram, where he and his teams built Stories, Reels, Close Friends, and other key features now used by billions.What you'll learn:1. Why Google's AI products are suddenly taking off after years of perceived stagnation2. How AI is expanding Search rather than replacing it, contrary to what many predicted3. The three core product principles that have helped Robby build multiple billion-user products4. Inside Instagram's decision to build its own version of Snapchat Stories5. His mantra of “relentless improvement”6. How Google developed AI Mode from concept to launch in just one year7. Why most teams give up too early on potentially transformative products—Brought to you by:• Vanta—Automate compliance. Simplify security: https://vanta.com/lenny• Jira Product Discovery—Confidence to build the right thing: https://atlassian.com/lenny/?utm_source=lennypodcast&utm_medium=paid-audio&utm_campaign=fy24q1-jpd-imc• Orkes—The enterprise platform for reliable applications and agentic workflows: https://www.orkes.io/—Transcript: https://www.lennysnewsletter.com/p/how-google-built-ai-mode-in-under-a-year—My biggest takeaways (for paid newsletter subscribers): https://www.lennysnewsletter.com/i/175041217/my-biggest-takeaways-from-this-conversation—Where to find Robby Stein:• X: https://x.com/rmstein• LinkedIn: https://www.linkedin.com/in/robbystein/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction to Robby Stein(04:46) Google's recent success with AI(06:08) The evolution of Google Search(09:41) AI Mode and its impact(15:30) The rise of AEO(18:50) Building successful AI products(21:31) Embodying relentless improvement(30:10) Lessons from Instagram Stories(35:20) Driving growth in established products(40:08) Balancing optimization and innovation(43:39) The journey of AI Mode: From launch to expansion(48:05) Organizational changes and urgency(49:51) AI Mode vs. competitors(51:35) Core product principles(57:07) Instagram's Close Friends feature(01:03:01) The importance of resources in development(01:06:39) AI corner(01:11:19) Curiosity and learning(01:15:01) Lightning round and final thoughts—Referenced:• Google Gemini: https://gemini.google.com/app• Nano Banana: https://aistudio.google.com/models/gemini-2-5-flash-image• Chat GPT: https://chatgpt.com/• Perplexity: https://www.perplexity.ai/• Google Lens: https://lens.google/• AI Google search: https://www.google.com/ai• Why ChatGPT will be the next big growth channel (and how to capitalize on it) | Brian Balfour (Reforge): https://www.lennysnewsletter.com/p/why-chatgpt-will-be-the-next-big-growth-channel-brian-balfour• Alex Rampell on X: https://x.com/arampell• A 4-step framework for building delightful products | Nesrine Changuel (Spotify, Google, Skype): https://www.lennysnewsletter.com/p/a-4-step-framework-for-building-delightful-products• Look broader, look closer, think younger: Tony Fadell speaks at TED2015: https://blog.ted.com/look-broader-look-closer-think-younger-tony-fadell-speaks-at-ted2015/• Jobs to Be Done: https://www.christenseninstitute.org/theory/jobs-to-be-done/• The ultimate guide to JTBD | Bob Moesta (co-creator of the framework): https://www.lennysnewsletter.com/p/the-ultimate-guide-to-jtbd-bob-moesta• Rinstagram or Finstagram? The curious duality of the modern Instagram user: https://www.theguardian.com/technology/2016/sep/26/rinstagram-finstagram-instagram-accounts• V03: https://v03ai.com/• Pirate GPT: https://www.kickstarter.com/projects/silentmeditation/pirate-gpt/• The Bear on Hulu: https://www.hulu.com/series/the-bear-05eb6a8e-90ed-4947-8c0b-e6536cbddd5f• Dune on HBO Max: https://www.hbomax.com/movies/dune/e7dc7b3a-a494-4ef1-8107-f4308aa6bbf7• Top Gun: Maverick: https://www.imdb.com/title/tt1745960/• Purple pillows: https://purple.com/pillows• Avocado pillow: https://www.avocadogreenmattress.com/products/green-pillow• Justin Bieber's website: https://www.justinbiebermusic.com/• Scooter Braun's website: https://scooterbraun.com/—Recommended books:• Competing Against Luck: The Story of Innovation and Customer Choice: https://www.amazon.com/Competing-Against-Luck-Innovation-Customer/dp/0062435612• The Design of Everyday Things: https://www.amazon.com/Design-Everyday-Things-Revised-Expanded/dp/0465050654• Aurora: https://www.amazon.com/Aurora-High-Stakes-Survival-Navigate-Darkness/dp/0062916475• Project Hail Mary: https://www.amazon.com/Project-Hail-Mary-Andy-Weir/dp/0593135202—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. To hear more, visit www.lennysnewsletter.com
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