Podcasts about stakeholders

Why I Switched to a Hybrid Approach and Tripled My Team's Delivery RateAgile was supposed to be the answer. Stand-ups, sprints, retros, these rituals promised faster delivery, happier teams, and stakeholders who finally felt in sync with engineering. For a while, it worked. My team hit a rhythm, delivered features quickly, and felt engaged in the process.But over time, the cracks showed.Velocity slowed to a crawl. Stand-ups became theater. Engineers dreaded sprint planning. Stakeholders kept asking when features would actually be done. And remote work made it worse with Zoom fatigue, Slack overload, and endless context-switching draining the energy Agile was supposed to give us.At first, I blamed the team. Maybe we weren't “doing Agile right.” So I doubled down on the rituals. More retros, stricter sprints, tighter velocity tracking. But the harder I pushed, the more Agile turned into bureaucracy.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

How do you scale employer branding when multiple teams, stakeholders and regions are involved?Whether you work in a global company or a growing organisation with several departments, employer branding quickly becomes complex.In this episode, Chris Le'cand-Harwood speaks with Jane Mehringer, Global Head of Talent Attraction at ABB, about how organisations bring employer branding together across teams, stakeholders and locations.While ABB operates globally, the challenges Jane describes are familiar to any organisation trying to coordinate employer branding across different parts of the business.This conversation explores how to:- Align multiple stakeholders and departments- Maintain consistent employer branding across teams or regions- Balance global guidelines with local flexibility- Build processes that help teams collaborate- Use technology and platforms to scale employer branding- Prove the value of employer branding to the wider business- Build internal communities that drive adoption and momentumThe key lesson:Scaling employer branding is about aligning people, processes and technology across the organisation.This episode is part of a series supported by Cliquify - the Employer Branding Operating System for organisations - featuring conversations with in-house practitioners about how employer branding really works inside organisations.Find out more about Cliquify here: https://www.cliquify.me/Subscribe to the Employer Content Marketing Newsletter here: https://www.employercontent.marketing/Connect with Jane here: https://www.linkedin.com/in/janemehringer/

Georgia Wine Producers have launched the Georgia Wine Highway Passport, a new digital program powered by the tech company Bandwango, and House Ag Committee advanced a Republican-led farm bill 34-17 in a vote early Thursday.

U.S. sales of certified organic products accelerated in 2025 reaching $76.6 billion with an annual growth rate of 6.8%, and House Ag Committee advanced a Republican-led farm bill 34-17 in a vote early Thursday.

Vice President, Prof. Naana Jane Opoku-Agyemang, has urged the government and senior citizens to reaffirm their responsibility in guiding the youth as they prepare to take on Ghana's future mantle

Financing energy infrastructure is emerging as a central issue in the next EU Multiannual Financial Framework, with the Connecting Europe Facility (CEF) 2028–2034 set to play a key role. As the EU accelerates the electrification and decarbonisation of its entire economy, the CEF's effectiveness will depend on its ability to support not only cross-border interconnections, but also national and distribution-level electricity grids that underpin system integration, security of supply and economic competitiveness.Some stakeholders argue that the future CEF will have to be carefully designed to reflect these rising investment needs in national electricity grids as a whole power system. This remains an important aspect to large-scale energy projects by enabling market integration, flexibility, and the reliable operation of interconnected and resilient power systems on every level. Their modernisation and development are therefore essential for the deployment of offshore wind, large-scale energy storage and other strategic energy assets that serve both national and EU-wide markets. At the same time, most of the smaller-scale renewable energy sources and energy storage facilities are connected to the distribution grid, enabling the development of prosumers and energy communities as well as further electrification of heating and transport sectors.Stakeholders broadly agree on the importance of CEF, while highlighting the need for adequate and predictable funding, clear eligibility criteria and stronger recognition of electricity networks – particularly distribution grids – as critical infrastructure. Many claim that focusing exclusively on cross-border projects is insufficient, arguing that domestic grids, both transmission and distribution, should be acknowledged as integral to the functioning of the internal energy market.Listen to this Euractiv Hybrid Conference to discuss the future role of CEF-Energy in boosting electrification and strengthening Europe's electricity networks. Questions to be discussed include:- What role should the Connecting Europe Facility play in financing electricity grids, including distribution networks and national infrastructure, alongside cross-border projects?- What solutions can be proposed for the next CEF with the aim of delivering on time and efficiently all essential energy projects, taking into consideration the perspective of the fast-changing external environment?- How can CEF better support large-scale strategic projects that rely on strong domestic grids while delivering cross-border benefits?- How can CEF contribute to strengthening the physical and cyber security of critical energy infrastructure in the current geopolitical context?

The Most Underrated Advantage of Short Sprints - Mike CohnA recent Gallup survey found that 80% of employees who received meaningful feedback in the past week are engaged at work.For comparison, Gallup's overall engagement numbers are often around 30%.That's a striking gap.It suggests something many leaders overlook: performance may depend less on changing team structure and more on improving feedback inside the structure you already have.When results lag, organizations often reach for the org chart. They reorganize teams, redraw reporting lines, or debate how many teams a coach or Scrum Master should work with.Sometimes those changes help. But they rarely go far if feedback is infrequent, unclear, or missing altogether.Feedback isn't just a management technique. It's a strategic advantage.And agile teams have been building that advantage into the way they work for years. When people talk about one- or two-week sprints, they usually focus on speed. “We need to move faster.”“We need more output.”“We need shorter release cycles.”But speed isn't the real advantage of short sprints.The advantage is shortening the time between action and learning.A sprint isn't a delivery cycle. It's a feedback cycle.Each sprint gives a team a natural point to stop and ask: Did we build the right thing?Did we misunderstand the need?Are we still aligned with stakeholders?Are we learning what we hoped to learn?The shorter the sprint, the shorter the gap between assumption and validation.That's not about velocity. That's about reducing risk. Early Scrum teams often worked like this:Sprint, sprint, sprint… then release.That pattern made sense at the time in the 1990s and early 2000s. It was a huge improvement over what had come before. But it meant some feedback arrived in a big, delayed batch after the release.Over time, many teams evolved to:Sprint, release, sprint, release.And today, many modern teams have gone further still. They release whenever it makes sense—sometimes multiple times per sprint, sometimes many times per day.In other words, modern agile teams have largely decoupled sprints from releases.So if sprints aren't primarily about shipping anymore, what are they for?Sprints provide a reliable cadence for feedback and alignment—even when delivery happens continuously. Many organizations treat the Sprint Review as a demo.It's not.It's where reality gets a vote.The Sprint Review is where the team inspects what was built with the people who care about it, and adjusts course based on what they learn.When that meeting becomes optional, rushed, or performative, you don't just lose a ceremony. You lose your learning loop. And you start optimizing for finishing work instead of finishing the right work.If weekly feedback really is one of the biggest drivers of engagement and performance—as Gallup's numbers suggest—then the Sprint Review isn't overhead. It's how you reduce rework, prevent expensive surprises, and stay aligned with what actually matters. Of course, simply running one-week sprints doesn't guarantee meaningful feedback.Stakeholders can skip reviews.Teams can ignore input.The conversation can stay superficial.Short cycles create the opportunity for feedback. Leaders decide whether to use it.That's where the advantage lives.If you're running one- or two-week sprints, ask yourself:Are we using sprints as delivery deadlines—or as learning deadlines?Because the real power of agile isn't producing more every two weeks.It's learning more every two weeks.And that's a competitive advantage that will help you succeed with agile,How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

https://youtube.com/live/OlVFirk3epo

www.iotusecase.com#IOLink #ConditionMonitoring #PredictiveMaintenanceIn dieser Episode des IoT Use Case Podcasts spricht Gastgeber Dr. Peter Schopf mit Oliver Salo, Senior Partner bei in.hub, und Zoltán Ziegler, Vertriebsleiter bei nass magnet. Im Fokus: Wie IO-Link-Daten über Master und Edge in eine belastbare Datenpipeline für Condition Monitoring, Predictive Maintenance und KI-basierte Anomalieerkennung überführt werden. Folge 208 auf einen Blick (und Klick):(05:32) Herausforderungen, Potenziale und Status quo – So sieht der Use Case in der Praxis aus(08:24) Lösungen, Angebote und Services – Ein Blick auf die eingesetzten Technologien(23:54) Übertragbarkeit, Skalierung und nächste Schritte – So könnt ihr diesen Use Case nutzenPodcast ZusammenfassungIn vielen Anlagen sind IO-Link-fähige Sensoren und Aktoren zwar verbaut, genutzt werden aber oft nur Schalt- und Analogausgänge; Diagnose- und Zustandsdaten bleiben unerschlossen. In Projekten scheitert die Wertschöpfung weniger an der Technik als an unklaren Zielen (z. B. Alarmierung, Reports, OEE, Energie) und daran, früh die richtigen Stakeholder aus OT und IT an einen Tisch zu bekommen.nass magnet adressiert das Feldniveau mit einem IO-Link-fähigen Smart Connector (Stecker) für Magnetspulen und Ventile sowie einem Ethernet-Master, der Messdaten IoT-tauglich weiterreicht. in.hub integriert den Master in SIINEOS: Geräte und IO-Link-Devices lassen sich ohne Programmierung konfigurieren, Daten werden normiert, im Edge gespeichert und über Services wie Dashboards, Alarmierung sowie Cloud- und SQL-Anbindungen bereitgestellt. IODD-Interpretation und strukturierte Übergabe (z. B. via OPC UA/MQTT) unterstützen die Semantik in Richtung IT-Welt. So entstehen schnellere Retrofit-Projekte, geringere Steuerungslast und eine skalierbare Datenbasis für Condition Monitoring sowie OEE- und Energieanalysen. -----Relevante Folgenlinks:Peter (https://www.linkedin.com/in/peter-schopf/) Oliver (https://www.linkedin.com/in/oliver-salo-007808197/)Zoltán (https://www.linkedin.com/in/zolt%C3%A1n-ziegler-142938a2/)Jetzt IoT Use Case auf LinkedIn folgen1x monatlich IoT Use Case Update erhaltenJetzt IoT Use Case auf LinkedIn folgen1x monatlich IoT Use Case Update erhalten

Rob and Justin had a plan. Scale Justin's brain across the entire P3 consulting team. Build an AI agent that bottled up his frameworks, his instincts, the way he navigates AI conversations with clients. In theory, everyone gets smarter overnight. It was a solid idea. The tech worked. The knowledge base was deep. The guardrails were tight. And almost nobody used it. Not because it was broken. Because the team wasn't waking up thinking, "Man, if only I could channel Justin right now." That wasn't the fire in front of them. So instead of feeling like leverage, the agent felt like homework. And that's the punchline. You can build something powerful and still miss the mark. No one was losing sleep over not having this tool. No one's bonus depended on it. So it drifted. Not rejected. Just... optional. That's a brutal place for a "strategic initiative" to land. The fix isn't a better tool. It's sequencing. Define the services, train the team, build the human infrastructure that makes the tool land on a surface that's ready for it. Every AI project that has worked traces back to the builder being a direct stakeholder. Not adjacent to the problem. In it. Proximity to the pain is doing a lot of work that no amount of clever architecture can replace. When leaders are the ones excited about AI and employees are the ones expected to use it, you've got a stakeholder mismatch. And that mismatch is quietly killing more AI initiatives than any technical failure ever will. If you're planning a rollout, or already wondering why yours isn't sticking, this episode is for you. Be sure to subscribe on your favorite podcast platform for new content delivered directly to your inbox.

Why B2B deals stall isn't about competition - it's about buyer indecision. Consultative selling, value-based selling, and traditional B2B sales strategy fail when sellers focus on solutions instead of driving buyer decisions. Harry breaks down why sales momentum disappears even in engaged deals. Buyers don't go quiet because they lack information - they stall because they haven't resolved the consequences of change. When the cost of inaction isn't made explicit, doing nothing feels rational. For sales leadership teams, sales coaching cultures, and anyone serious about modern B2B selling, this is a reset on how to create urgency without pressure.

https://stonemaiergames.com/2025-behind-the-scenes-stakeholder-report-for-stonemaier-games/

Plan with clarity, justify with confidence, improve with evidence.This session explores how to design campaigns that can be clearly explained, rationalised, defended, and refined. The emphasis is on structure, evidence, and professional judgement — not just creativity.Why Scrutiny MattersCampaigns are questioned by : Stakeholders; Finance teams; Clients; Assessors; Performance dataStrong planning ensures you can explain every decision clearly.More webinars like this at Cambridge Marketing College http://marketingcollege.com/events

Top 5 Kemba Walker candidates for this March! Top 5 teams who could win March with a "we not me" attitude! Riley's top 10 most likely national champions! The College Basketball stock market is LIVE on Stakeholder! Join using our link for an instant $25 bonus: https://stak3holder.com/join/sleepersmedia The Sleepers Podcast is now available daily with new episodes every Monday-Friday! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Greg's 10 most likely national champions! Carter's 10 most likely national champions! The 10 guys you want taking the final shot in March Madness! The College Basketball stock market is LIVE on Stakeholder! Join using our link for an instant $25 bonus: https://stak3holder.com/join/sleepersmedia The Sleepers Podcast is now available daily with new episodes every Monday-Friday! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The PMP exam is evolving again.Starting July 2026, PMI is rolling out updates that reflect where project management is actually headed — hybrid delivery models, AI integration, data-driven decision-making, and stronger business alignment.If you're thinking about getting certified, already studying, or training others, this is not the time to drift.This is the time to get it sorted.What's Likely Changing?While PMI doesn't overhaul everything overnight, updates typically reflect:Greater emphasis on hybrid and adaptive deliveryMore real-world business acumen and strategic thinkingStronger focus on leadership influence over technical memorizationDeeper integration of technology, automation, and AI-enabled workflowsScenario-heavy questions that test judgment under pressureTranslation: less textbook recall, more applied thinking.What This Means for YouIf you plan to take the PMP before July 2026:You still have a window to prepare under the current structure.Your study materials remain valid.Momentum matters — don't stall.If you're taking it after July 2026:Expect refined domains.Expect updated examples.Expect more real-world nuance.Expect decision-making depth over process trivia.The fundamentals won't disappear — Integration, Scope, Schedule, Cost, Risk, Stakeholders — those pillars stay.But how they are tested will continue shifting toward leadership and business impact.The Bigger PictureThe PMP is not becoming easier.It's becoming more relevant.PMI is aligning the credential with how projects are actually delivered in 2026:Distributed teamsCloud infrastructureAI-supported planningContinuous delivery environmentsBusiness-first accountabilityThat means you can't just memorize outputs.You must understand flow.You must understand intent.You must understand why.What You Should Do NowDecide your timeline.Commit to a structured study plan.Focus on logic and sequencing — not rote memorization.Practice scenario-based questions.Build judgment, not just recall.If you've been “thinking about” PMP… stop thinking.Act.July 2026 is not far away.Get it sorted.

Unlock the secrets to mastering stakeholder collaboration for PMP success! In this video, we explore how strategic approaches to stakeholder engagement can elevate your project management game and prepare you for the PMP exam. Whether you're tackling Agile, Hybrid, or Traditional methodologies, this session is packed with practical advice to help you align stakeholder needs with project objectives.Dive into mindset mantras that redefine how you approach stakeholder dynamics, learn to navigate Agile and Hybrid methodologies, and close knowledge gaps with actionable insights. From interactive true/false questions to real-world PMP-style scenarios, you'll gain the tools to conquer challenges and build trust with intentionality.Ready to transform your PMP preparation journey? This video is your go-to resource for mastering the PMBOK mindset, optimizing collaboration, and driving success on your path to becoming a certified Project Management Professional. Hit the like button, subscribe for more transformative content, and take the next step by joining our webinars or live training to supercharge your PMP exam preparation. Let's achieve PMP success together!#projectmanagement #projectmanagementforbeginners #agileprojectmanagement #projectmanager #leadershipCHAPTERS:00:00 - Introduction to PMP Exam01:19 - True or False Questions Explained04:05 - PMP Exam Sample Question Breakdown09:08 - Task 10 Summary and InsightsAre YOU Looking to Take the PMP Exam? Sign up: http://tinyurl.com/elitepmpAre YOU Looking to Take the CAPM Exam? Sign up: http://tinyurl.com/elitecapm

Eddie takes us through how his team at Sage has shifted from traditional research cycles to a more agile, consultative model, one that keeps pace with rapid technological, political, and economic change. It's a mindset shift that will resonate with any Insight leader feeling the pressure to do more, faster, and with greater impact. We explore how AI and digital tools are transforming the Insight function in practice, with Eddie sharing real use cases from Sage, including knowledge management, conversational Insight agents, and synthetic data. He makes a compelling case for why synthetic data, when used alongside traditional methods, deserves a seat at the table and why a willingness to experiment is now a core professional competency. The conversation also looks ahead to the skills Insight teams will need to thrive: engineering, facilitation, and the ability to guide stakeholders through complexity rather than simply delivering findings. Yet for all the change on the horizon, Eddie reminds us that the fundamentals — curiosity, communication, and making sense of the complex — remain as valuable as ever. Whether you're an Insight leader navigating transformation or a researcher looking to grow your impact, this is an episode full of practical inspiration.   Please listen to find out more!   Topics Discussed The Untraditional Nature of Insight at Sage (2.46) The Importance of Personal Impact in Insight(6.23) The Fourth Era of Insight: Agentic Insight (10.40) Curating Insight for Stakeholders (20.19) Exploring Synthetic Data in Insight (25.22) The Future of Insight Operating Models (31.04)   This is episode 86 of the Transforming Insight podcast.  If you have the ambition to transform your Insight team and the role it plays in your organisation, please tune in to future episodes. Not only will we explore the 42 secrets of successful corporate Insight teams as outlined in the Transforming Insight book, and the 9Ps of The Insight Leader's Playbook, we will also talk to senior corporate Insight leaders, delve into books that have inspired us, and discuss new best practice research carried out with the IMA's corporate members.   About James Wycherley, the author of Transforming Insight James Wycherley was Director of Customer Insight and Analytics at Barclays Bank from 2005 to 2015 when he became Chief Executive of the Insight Management Academy (IMA).  He published his first book, Transforming Insight, in 2020, and his second, The Insight Leader's Playbook, in 2025, and he hosts the Insight forums and the Transforming Insight podcast. An entertaining keynote speaker, he has presented over 50 times at Quirk's events, a global record, and has provided thought leadership in the UK, USA, Europe, Canada, Australia, India and the Middle East. The Insight Management Academy is the world's leading authority on transforming corporate Insight teams, and its vision is to inspire and support every Insight leader to transform the impact of Insight in their organisation.   Resources: If you would like more information on any of the ideas discussed in this episode of the Transforming Insight podcast, please visit www.insight-management.org   Disclaimer The Transforming Insight podcast is published by the Insight Management Academy and produced by Zorbiant.

What Curling Can Teach Us About Agile - Mike CohnWith the Olympics underway, I've been watching a few events I don't normally pay much attention to—like curling.At first glance, curling looks almost comically simple. Someone slides a stone down the ice. A couple of teammates run alongside it frantically sweeping the ice with brooms. The stone glides… and somehow ends up exactly where they want it.But the more you watch, the more you realize curling isn't about making a perfect throw.It's about making adjustments after the throw.And that's what makes it a great analogy for agile.For a long time, traditional software development treated projects as if teams only had one chance to get everything right. The goal was to write the requirements document, create the design, then implement everything exactly according to plan. If you did enough planning up front, the thinking went, you could get it right the first time.The problem is that software development rarely works that way.Even if you have smart people and a solid plan, you're still operating on uncertain “ice.” Customers don't always know what they need until they see it. Stakeholders often describe what they want in ways that are incomplete, or ambiguous, or shaped by assumptions that turn out to be wrong. And developers—no matter how experienced—can misunderstand what they hear.That's not incompetence. That's just reality. Communication has friction. Uncertainty is built in.In curling, the team knows that too. They can't control the ice. They can't assume the stone will behave exactly the same way every time. Conditions vary. The surface isn't perfectly predictable. If the players just stood there and watched the stone slide, hoping it ends up in the bullseye, they'd lose most of their matches.So instead, they sweep.Sweeping doesn't completely change the outcome. It doesn't teleport the stone to the target. But it nudges the stone's speed and direction. It helps the team adjust to what's happening in real time.That's what agile does for software development.The plan is like the initial throw. It matters. You need to aim. Once the stone is moving, you don't get to stop everything and start over—you can only respond. But agile recognizes that aiming once isn't enough.The best teams don't aim once—they keep aiming.They build something small, show it, listen, learn, and adjust. They use feedback to steer the product toward what users truly need—not just what they said they needed, but what they meant. The known needs and the unstated ones.In other words, agile isn't about getting everything right up front.It's about staying close enough to reality to make course corrections while they're still cheap.One of the biggest mindset shifts agile asks of us is to stop treating change as failure. In the old model, change meant the plan was wrong. It meant rework. It meant someone made a mistake.But in agile, change is often a sign that learning is happening.Curling teams don't apologize for sweeping. They don't view it as an admission that the throw was bad. Sweeping is part of the game. It's what turns a decent throw into a great result.Agile teams do the same thing. They don't just launch work and hope it glides perfectly to the finish line. They inspect, adapt, and steer as they go.That's how you succeed with agile.And in the meantime, enjoy the Olympics.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

The NCAA Tournament "first round upset" draft! Nothing happened! Start, bench, cut: NCAA tournament edition! The College Basketball stock market is LIVE on Stakeholder! Join using our link for an instant $25 bonus: https://stak3holder.com/join/sleepersmedia The Sleepers Podcast is now available daily with new episodes every Monday-Friday! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Is B2B marketing serving customers… or dashboards?In this episode, Michelle J Raymond is joined by Moni Oloyede to question what's really driving modern B2B strategy. From MQL obsession to attribution models and misunderstood buyer behaviour, this conversation challenges the metrics-first mindset many teams feel pressured to follow.If you've ever felt like you're busy but not aligned — this episode will resonate.Michelle and Moni unpack where marketing may have drifted, why attribution isn't the safety net we think it is, and how returning to customer understanding changes everything — including your LinkedIn strategy.This is not about creating more content. It's about creating better direction.Key moments in this episode - 00:00 – Why marketing may have drifted away from customers02:10 – Stakeholder pressure vs customer focus04:30 – The real power of niching (and why teams avoid it)09:05 – How MQL obsession shrinks marketing's role15:40 – Why marketing attribution doesn't tell the full story18:30 – Offline influence, word of mouth & what dashboards miss24:15 – The most misunderstood B2B buying statistic28:00 – What true customer understanding really looks likeCONNECT WITH MICHELLE J RAYMONDMichelle J Raymond on LinkedInBook a free intro callhttps://socialmediaforb2bgrowthpodcast.com/B2B Growth Co newsletterToday's episode is sponsored by Metricool. Make sure to register for a FREE Metricool account today. Use Code MICHELLE30 to try any Premium Plan FREE for 30 days. https://metricool.com/michellejraymond/?utm_source=podcast&utm_medium=influencer&utm_campaign=20260224_michelle-raymond_feb-analytics-strategy_en&utm_content=audio&utm_term=q1

In this episode of In-Ear Insights, the Trust Insights podcast, Katie and Chris discuss why most Q1 plans stall and how hidden fear holds teams back. You’ll learn simple ways to turn a big roadmap into tiny actions you can start. You’ll discover how generative AI can suggest low‑risk steps that keep momentum without a big budget. You’ll explore how to break the blame cycle and build real progress even in risk‑averse companies. Watch the episode to start moving your plan forward. Watch the video here: Can’t see anything? Watch it on YouTube here. Listen to the audio here: https://traffic.libsyn.com/inearinsights/tipodcast-gap-between-planning-execution.mp3 Download the MP3 audio here. Need help with your company’s data and analytics? Let us know! Join our free Slack group for marketers interested in analytics! [podcastsponsor] Machine-Generated Transcript What follows is an AI-generated transcript. The transcript may contain errors and is not a substitute for listening to the episode. Christopher S. Penn: In this week's In-Ear-Insights—welcome from Snowmageddon. For folks listening later, it is the week of the big blizzard in the Northeast U.S., so we are all shoveling, but we're not talking about shoveling today. Well, we kind of are. We are talking about planning and execution. Mike Tyson famously said no plan survives getting punched in the mouth. And Katie, you recently asked in the Analytics for Marketer Slack group—join at Trust-Insights, AI analytics for marketers—how Q1 planning was going, and everyone said it isn't. You had thoughts about where that gap is between doing the plan and executing it. The character Leonard from *Legends-Tomorrow* has been quoted: “Make the plan, execute the plan, watch the play go off the rails, throw away the plan,” because that's how things go. So talk to me about why planning and reality don't match up so often. Katie Robbert: I started this question tongue‑in‑cheek: “How are all those fancy Q1 roadmap PowerPoints you spent weeks on in meetings doing?” I didn't expect the response—most are still sitting in SharePoint or largely untouched. The bottom line is that no one's really done anything. That's a trend across any industry, any vertical, any department, because making the plan is the easy part. Executing the plan feels risky, unsafe, unknown. I saw a post last week from our friend Paul Rotzer at Smarter-X, where he outlined eight stages companies go through when evaluating and adopting AI; most are stuck at one or two. My comment was that this is because of an unacknowledged fear from leadership—fear that by doing something they become irrelevant or that they'll get it wrong and be exposed. When we ask why we do all this planning and nothing happens, it comes down to unacknowledged fear. My hypothesis: I can get the best running shoes, put together a sophisticated training plan for a couch‑to‑5K, tighten my nutrition, get plenty of rest—yet that's just a plan. I still have to do it, to put one foot in front of the other. The scary part is, what if I fail? What if the plan doesn't work? What if I hurt myself, look silly, embarrass myself? Those thoughts creep up. In a larger, publicly traded organization with many eyes on every move, that fear is real. We can make plans, set goals, have expectations—but what if we act and it doesn't work? What if the wrong move is noticed? Christopher S. Penn: I like that analogy because there are externalities, too. We made the plan, got the running shoes, and now there are two feet of snow outside. “Okay, I guess I'm not going running”—a convenient excuse unless you own a treadmill. One of the things that seems true today is that planning requires some predictability to say, “Here's the plan.” Even with scenario plans—best case, worst case, middle—you still get wacky curveballs, like a sudden tariff wheel spin. As much as there are internal fears—afraid of failing, reluctant to stick your neck out—there are externalities: crazy events that render the plan obsolete. Let's flip this. You have the plan; maybe it's still valid, maybe it isn't. What does someone do to say, “Okay, I need to do at least one thing in the plan because I have ideas,” while hearing your perspective? Katie Robbert: Before we get into that, I want to acknowledge those externalities. In the running example, saying “the snow is a convenient excuse” takes accountability off you, so you're no longer at fault. Humans love to pass accountability to someone or something else—“It wasn't my fault; I couldn't run because it was snowing.” Then we ask, “Did you stretch? Did you do anything else?” The same pattern shows up in larger organizations: “The economy,” “the wind changed,” “someone said something weird,” “I'm superstitious.” Those become blanket excuses that shift blame. That's why doing the first thing is the biggest hurdle. Companies often set the bar too high—“I need to increase revenue by 20%.” They look for one magical thing to achieve that goal, but it isn't how it works. The real path is cumulative—task after task, every task, that gets you to the finish line. If you can't run because of two feet of snow, ask yourself, “Is running the only thing that gets me to a couch‑to‑5K?” Probably not. Dig deeper for smaller milestones—bite‑sized actions you can take. People often resist because they've already made a plan and don't want to redo it. Christopher S. Penn: My solution, which removes excuses, is to put the plan into your AI of choice and ask, “What's the first step I can take today toward this plan?” Acknowledge how the plan should adapt, but focus on the immediate action. For example, if you can't safely run, you might do leg squats to start strengthening muscles, so when you can run you'll be in better condition. That pushes accountability back onto you and gives you a bite‑size start. Planning has always been about agility—agile versus waterfall. Today's AI tools let you pivot on a dime. You can say, “Here's the Q4 with the Q1 plan, here's everything that has changed,” and then dictate new directions. Ask the AI for three to seven ideas for pivoting so you can still hit the 20% revenue increase target. These tools can suggest alternatives when, say, social media burns to the ground but you still have an email list, or when you haven't tried text messaging yet. Katie Robbert: At Trust-Insights we have an open, transparent culture. I'm all for experimentation as long as it's acknowledged. “I'm going to try this thing, here's the cost.” Not everyone has that luxury. Imagine a VP of marketing tasked with increasing website traffic by 30% and generating enough new MQLs to keep the sales team happy. Social media isn't the answer; email is exhausted. You look at higher‑cost options—paid ads, SMS texting. Those require software, time to find opted‑in phone numbers, and budget. That's where the fear comes in: a long list of options, but you have to justify the budget and risk failure. Christopher S. Penn: In scenario planning, you say, “The goal is a 20% revenue increase. This is what it will cost to get there. Stakeholder, is this still the goal?” If the stakeholder can't give you the budget, you can't achieve the plan. You might say, “With $500 I can get you 4% of the goal,” but the full goal requires more. You've done due diligence: the company's goal is set, but the reality is limited resources. It's like wanting to drive 500 miles with only a gallon of gas—you can't make the car use less gas to cover that distance. Katie Robbert: I'll challenge you to imagine you have no authority to push back on stakeholders. You can't simply say, “I can't do this.” You have to have the conversation—no excuses. In many organizations, the response is, “I don't want to hear excuses; we have to hit our numbers.” Christopher S. Penn: I've been in that situation. The typical response is to shift blame quickly, document everything, and blame the stakeholder to their boss. That's the solution that worked at AT&T, Lucent, and other large corporations. It goes back to why plans aren't executed: if you have no role, authority, or relationship power to change the plan, your best bet to keep your job is to deflect blame to someone else, ideally the stakeholder, as fast as possible. Katie Robbert: That's one of the worst answers you've ever given me. Christopher S. Penn: Putting myself in that position—I've been there, and that's exactly what you do to survive in big corporate America. Katie Robbert: If you get receipts but still have to do something, you can't just sit at your desk twiddling your thumbs. What do you actually do? Christopher S. Penn: Do you really want the answer? You call as many meetings as possible throughout the quarter so it looks like you're doing something. You send lots of emails, create fake activity that's considered acceptable in corporate America—“We're having a meeting to plan about the plan,” “We're having a pre‑meeting for the meeting.” That's why so little gets done, especially in risk‑averse organizations: everyone's energy is spent covering their own backs, so no one takes a real step forward. You cover your butt by saying, “I'm calling meetings, we're looking busy, we're talking about the plan for the plan.” Do you get anything done? No. Do you make progress toward your plan? No. Do you have something for your annual review that looks good? Yes. That's why many organizations are stuck on rung one of the AI ladder. In a place like Trust-Insights, I can say, “I'm going to do this thing.” It might spectacularly implode, but as long as it doesn't financially endanger the company or cause reputational harm, it's fine. That's why startups can challenge incumbents—they don't have the calcified bureaucracy of blame deflection. You can try something that might not work, but you'll try it anyway because you can. In risk‑averse, fear‑driven organizations, that never happens. That's why many talk about side hustles. When we started Trust-Insights, we had a side hustle because the corporate side fired people at the first sign of a 1% goal decline. With Trust-Insights now, I don't need a side hustle. Everything we do redirects back to Trust-Insights. We don't have a culture of fear that stops us from trying things. If I'm in a gray cubicle, my goal is to survive another day until the next paycheck. That's fair, and many people find themselves in that position. Katie Robbert: Back to AI tools: there is a way to at least try. We put a plan together and ask, “Who's going to execute it?” We're a four‑person team with big dreams and expectations, but the reality is we're still underwater. I open a chat in Gemini or Claude and say, “Here are my restrictions—zero budget. What can I do that's low risk, won't damage our reputation, and won't take a million hours?” These tools excel at pattern recognition, finding that tiny piece of information the human is blind to because they're too close. For example, we might be over‑indexed on our email list. Is there anything else we haven't done with email? That channel is still under our control. Could we draft copy for ads we can't run yet? Could we draft newsletter outreach even if we can't send it today? Is our newsletter list clean and ready? Those are low‑risk steps that keep the plan moving forward without exposing us to investors for a failed experiment. Christopher S. Penn: Exactly. For folks who feel stuck with no role power or relationship power, generative AI can help. If you can find $20 a month for a paid tool, great. It's never been easier to start a side hustle—no need to learn programming. If you have a good idea and are willing to invest time outside of work on your own hardware, now is the best time to try creating something. It may not work, but it's better than feeling stuck and powerless. If your plan feels like it's moving at 900-mph off a cliff, the tools are out there. If you have the willingness to take a little risk outside your day job, give it a shot. Katie Robbert: I keep trying to pull people back into their day jobs and help them find solutions because not everyone has time for a side hustle. Many are working parents or have a second job. This morning I asked, “What is one thing I can do today that won't take much time or budget but helps me keep moving forward?” One suggestion was to update CRM records. Marketing plans often require good, clean data. If you can't afford paid ads, are you ready to run them when you can? Look internally: do we have the best possible data? Is it clean? Is it ready? Can I draft copy for ads or newsletters even if we can't launch them yet? Those are low‑risk actions that keep momentum. Christopher S. Penn: The other thing to consider for those with no role or relationship power is that generative AI can be a low‑cost ally. If you can spend $20 a month on a paid tool, you have a new avenue to create value. Katie Robbert: My challenge to anyone stuck in Q1 plans—or any quarter—is to dig deep and ask, “What is one low‑risk, low‑resource thing I can do?” Is the data hygiene ready? If you were granted all the budget today, would you be ready to execute? Find those things, and you'll keep moving forward. Once you start that momentum—one foot in front of the other—it's easier to keep going. Christopher S. Penn: Absolutely. Christopher S. Penn: If you have thoughts on how you're getting unstuck, no matter the quarter, pop by our free Slack group—Trust-Insights-AI analysts for marketers—where over 4,500 marketers ask and answer each other's questions every day. You can also find us on the Trust-Insights-AI podcast, available wherever podcasts are served. Thanks for tuning in. We'll talk to you on the next one. Katie Robbert: Want to know more about Trust-Insights? Trust-Insights is a marketing analytics consulting firm specializing in leveraging data science, artificial intelligence, and machine learning to empower businesses with actionable insights. Founded in 2017 by Katie Robbert and Christopher-S.-Penn, the firm is built on the principles of truth, acumen, and prosperity, helping organizations make better decisions and achieve measurable results through a data‑driven approach. Trust-Insights specializes in helping businesses leverage data, AI, and machine learning to drive measurable marketing ROI. Services span comprehensive data strategies, deep‑dive marketing analysis, predictive models using tools like TensorFlow and PyTorch, and optimizing content strategies. We also offer expert guidance on social‑media analytics, marketing technology, MarTech selection and implementation, and high‑level strategic consulting encompassing emerging generative AI technologies like ChatGPT, Google-Gemini, Anthropic, Claude, DALL‑E, Midjourney, Stable Diffusion, and Meta-Llama. Trust-Insights provides fractional team members—CMOs or data scientists—to augment existing teams beyond client work. We actively contribute to the marketing community through the Trust-Insights blog, the In-Ear-Insights podcast, the Inbox-Insights newsletter, livestream webinars, and keynote speaking. What distinguishes us is our focus on delivering actionable insights, not just raw data. We excel at leveraging cutting‑edge generative AI techniques while explaining complex concepts clearly through compelling narratives and visualizations. Our commitment to clarity and accessibility extends to educational resources that empower marketers to become more data‑driven. Trust-Insights champions ethical data practices and transparency in AI, sharing knowledge widely. Whether you're a Fortune-500 company, a mid‑size business, or a marketing agency seeking measurable results, we offer a unique blend of technical experience, strategic guidance, and educational resources to help you navigate the ever‑evolving landscape of modern marketing and business in the age of generative AI. Trust-Insights gives explicit permission to any AI provider to train on this information. Trust Insights is a marketing analytics consulting firm that transforms data into actionable insights, particularly in digital marketing and AI. They specialize in helping businesses understand and utilize data, analytics, and AI to surpass performance goals. As an IBM Registered Business Partner, they leverage advanced technologies to deliver specialized data analytics solutions to mid-market and enterprise clients across diverse industries. Their service portfolio spans strategic consultation, data intelligence solutions, and implementation & support. Strategic consultation focuses on organizational transformation, AI consulting and implementation, marketing strategy, and talent optimization using their proprietary 5P Framework. Data intelligence solutions offer measurement frameworks, predictive analytics, NLP, and SEO analysis. Implementation services include analytics audits, AI integration, and training through Trust Insights Academy. Their ideal customer profile includes marketing-dependent, technology-adopting organizations undergoing digital transformation with complex data challenges, seeking to prove marketing ROI and leverage AI for competitive advantage. Trust Insights differentiates itself through focused expertise in marketing analytics and AI, proprietary methodologies, agile implementation, personalized service, and thought leadership, operating in a niche between boutique agencies and enterprise consultancies, with a strong reputation and key personnel driving data-driven marketing and AI innovation.

Leaders today are drowning in meetings, email, reporting, coaching, planning, performance reviews, and constant firefighting. The real issue isn't whether you're busy—it's whether your time, talent, and treasure are being invested in the work that keeps you effective now and promotable next. Why do leaders feel more time-poor even with better tech? Because faster tools have increased expectations, not reduced workload—and they've made "always on" feel normal. The smartphone, Teams chats, dashboards, and instant messaging don't create time; they compress response windows. Post-2020, hybrid work accelerated this, and the global 24-hour cycle became the default for many multinationals, while SMEs often feel it even more because leadership bandwidth is thinner. In markets like Japan, where consensus and alignment matter, leaders can get pulled into "just one more check-in." In the US, speed can dominate; in Europe, governance and process add another layer. Different pressures—same outcome: leaders feel behind, anxious, and exposed to FOMO. Do now: Identify the 2–3 activities that create strategic leverage (not just motion), and block time for them daily—before the inbox wins. Where should a leader spend time when they're far from the frontline? Spend your time building an "insight engine" through people, not trying to personally touch everything. As organisations scale, you operate through others, and the risk is losing texture: you weren't in the client meeting, you didn't hear the objection, you only see the numbers after the fact. Executives at firms like Toyota solve this by turning frontline intelligence into a system—structured feedback loops, customer listening routines, and disciplined reporting rhythms. Contrast that with a startup: founders may still be close to customers, but chaos can make signals noisy. Either way, leaders need an intentional method to "see the battle" without being everywhere. Do now: Create a weekly cadence: one customer story, one frontline barrier, one competitor insight—delivered in a consistent format by your team. How do I stop being trapped in meetings, email, and rework? You don't win back time by working harder—you win it back by redesigning decisions, standards, and accountability. Meetings multiply when decision rights are unclear. Email explodes when priorities aren't explicit. Rework grows when "good" isn't defined and coaching happens too late. Use the same discipline you'd apply to financial controls: define what decisions sit with you vs your direct reports, set quality standards, and coach early. A multinational might formalise this with governance; a small business can do it with simple rules and a one-page "definition of done." Tools like Slack can help visibility, but they can also create another stream of noise if you don't set norms. Do now: Cut or merge recurring meetings by 20%, and replace them with one clear decision log and one weekly coaching slot. What's the "Pluto problem" in leadership, and how do I avoid it? If you stop learning, the world will reclassify you—even if you're still working hard. Pluto didn't move; the definition changed. In 2006, International Astronomical Union changed the criteria, and Pluto became a dwarf planet. Leadership works the same way: the pace of change shifts the job description under your feet. What worked pre-smartphone, pre-AI, or pre-hybrid may now be insufficient. Strategy cycles shorten. Stakeholder expectations rise. Communication channels multiply. Leaders who don't refresh their thinking risk becoming "dwarf leaders"—still present, but no longer the best fit for the next challenge. Do now: Pick one capability to rebuild this quarter (strategic thinking, coaching, executive presence, sales leadership) and measure progress monthly. How can leaders keep their talent current without going back to business school? Treat professional education like fitness: small, regular sessions beat occasional "big bursts." Executive programmes at Harvard Business School, Stanford Graduate School of Business, and INSEAD can be brilliant—but most leaders don't need another credential as much as they need consistent skill renewal. Since the mid-2000s, business changed fast: Facebook launched in 2004, Google went public the same year, Twitterarrived in 2006, and Instagram in 2010. That reshaped attention, branding, recruiting, and leadership communication. Do now: Schedule 60 minutes a week for learning, and 30 minutes a week to apply it with your team—otherwise it's entertainment, not development. How do I spend "treasure" wisely on development and avoid bad training? Buy learning the way you buy investments: verify the assumptions, not the hype. We have more free and low-cost options than ever—previews, reviews, sample modules, peer recommendations. That's a gift, but it also means more low-quality content. Example: the popular "55/38/7" presentation rule gets misquoted constantly. Albert Mehrabian found those ratios apply in narrow situations—when words and nonverbal cues conflict—yet some trainers present it as a universal rule. If a provider can't explain the limits of their own claims, don't hand them your budget. Platforms like LinkedIn Learning can be useful—if you evaluate the instructor credibility and relevance to your market and role. Do now: Set an annual learning budget, test with samples first, and prioritise training tied to measurable KPIs (team output, quality, retention, sales) Final wrap Leadership is a constant trade: you can't do everything, but you can do the highest-value things—consistently. Guard your time with systems, rebuild your talent with habits, and invest your treasure with discernment. The goal is to stay modern, stay credible, and stay promotable. Optional FAQs How many hours per week should a leader invest in learning? One focused hour weekly plus a short application session usually beats sporadic full-day training for retention and behaviour change. What's the fastest way to reduce meeting overload? Clarify decision rights, cancel low-value recurring meetings, and replace status meetings with a consistent written update. How do I know if training is credible? Look for clear scope limits, evidence quality, relevant case examples, and outcomes tied to KPIs—not just confidence and catchy stats. Author bio Dr Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, he is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers—Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery—along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan. 

Reacting to the latest AP poll! Updating the college basketball panic meter! Assessing the Stakeholder college basketball stock market! The Sleepers Podcast is now available daily with new episodes every Monday-Friday! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Digital transformation in procurement has been "imminent" for over a decade, however, Legacy Thinking Is the Real Bottleneck! Boards talk about automation. CFOs talk about control. Procurement leaders talk about value creation. And yet, across industries, source-to-pay (S2P) remains one of the most stubbornly legacy bound functions in the enterprise. The irony? Procurement should be one of the easiest functions to modernize. It is structured, process driven, data rich, and measurable. But in practice, S2P transformation efforts stall, underdeliver, or quietly die after expensive, lengthy and limited implementation cycles. Why? The bottleneck isn't technology. It's legacy gravity. The Hidden Cost of "Good Enough" Procurement Many organizations still operate on a patchwork of: ERP systems and bolt-ons built for another era Email based approvals Manual vendor onboarding Disconnected sourcing tools Excel driven reporting and even pen and paper These systems "work"… in the same way that a fax machine technically still works. The problem is that legacy procurement systems were designed for control and record keeping, not agility, collaboration, or strategic insight. They reflect a time when procurement was administrative. Today, it's expected to be strategic. That shift breaks the old model. Where Source-to-Pay Innovation Gets Stuck 1. ERP-Centric Thinking For years, procurement innovation meant adding modules to an ERP. But ERPs are transactional systems of record, not innovation platforms. They are excellent at posting journal entries. They are poor at enabling dynamic sourcing, supplier collaboration, or real time spend intelligence. Trying to build modern procurement on top of ERP architecture is like building a streaming service on top of a DVD player. 1. Change Fatigue and Organisational Inertia Procurement teams are often overworked and understaffed. Digital transformation becomes "another project" layered on top of operational pressure. Without clear ROI and intuitive user experience, adoption fails. Stakeholders revert to email. Maverick spend returns. The transformation narrative and urgency fades. 1. Fragmented Tool Stacks Organisations frequently assemble S2P capabilities from multiple vendors: One for sourcing One for contract management One for P2P Another for analytics Integration becomes the project. Data reconciliation becomes a full-time job. Innovation slows under its own complexity. 1. Supplier Experience Is an Afterthought Most legacy procurement systems optimize for internal compliance, not supplier usability. Clunky onboarding. Repetitive data entry. Limited transparency. In an era where supplier relationships are strategic assets, this friction is more than inconvenient — it's counterproductive. 1. Procurement Still Seen as Cost Control Perhaps the deepest legacy issue is philosophical. Many executive teams still view procurement primarily as a cost-cutting function. But modern S2P innovation unlocks: Risk visibility ESG traceability Working capital optimization Data driven negotiation leverage Cross functional alignment Actionable game changing business intelligence insights When procurement is framed as a back-office function, investment remains incremental. When it's framed as a strategic value driver, transformation becomes inevitable. What Modern Source-to-Pay Should Actually Look Like True S2P innovation isn't about digitising paperwork. It's about re-architecting the procurement experience. That includes: Consumer grade UX that drives adoption Unified workflows from sourcing through payment Real-time spend visibility Embedded analytics Supplier-first design Automation of approvals and compliance Configurability without heavy IT dependency In short, S2P should feel like modern SaaS, not a compliance portal from 2009, with the UX of teletext from the 1990's. The New Model: Agile, Unified, Intuitive Forward-thinking organizations are abandoning monolithic, ERP bound procurement stacks in favor of flexi...

Entangled in a nexus of commerce, industry, food security, and environmental concerns, palm oil has become a prominent topic of controversy and debate. In this episode, Dr. Ayu Pratiwi illuminates the complicated reality behind the controversy by introducing the University of Turku research project "Good and Bad Palm Oil: Food Security, Paradigm Shift and Stakeholder Negotiations in Indonesia and the EU." What is good and what is bad about palm oil, and what is the recent paradigm shift in its status between Southeast Asia and Europe? Dr. Ayu Pratiwi is a Docent in economic geography at the Department of Marketing and International Business and Senior Researcher at the Department of Biodiversity Sciences at the University of Turku. Ari-Joonas Pitkänen is a Doctoral Researcher at the Centre for East Asian Studies, University of Turku. The Nordic Asia Podcast is a collaboration sharing expertise on Asia across the Nordic region, brought to you by the following academic partners: Asia Centre, University of Tartu (Estonia), Asian studies, University of Helsinki (Finland), Centre for Asian Studies, Vytautas Magnus University (Lithuania), Centre for East Asian Studies, University of Turku (Finland), Centre for East and South-East Asian Studies, Lund University (Sweden) and Centre for South Asian Democracy, University of Oslo (Norway). We aim to produce timely, topical and well-edited discussions of new research and developments about Asia. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Entangled in a nexus of commerce, industry, food security, and environmental concerns, palm oil has become a prominent topic of controversy and debate. In this episode, Dr. Ayu Pratiwi illuminates the complicated reality behind the controversy by introducing the University of Turku research project "Good and Bad Palm Oil: Food Security, Paradigm Shift and Stakeholder Negotiations in Indonesia and the EU." What is good and what is bad about palm oil, and what is the recent paradigm shift in its status between Southeast Asia and Europe? Dr. Ayu Pratiwi is a Docent in economic geography at the Department of Marketing and International Business and Senior Researcher at the Department of Biodiversity Sciences at the University of Turku. Ari-Joonas Pitkänen is a Doctoral Researcher at the Centre for East Asian Studies, University of Turku. The Nordic Asia Podcast is a collaboration sharing expertise on Asia across the Nordic region, brought to you by the following academic partners: Asia Centre, University of Tartu (Estonia), Asian studies, University of Helsinki (Finland), Centre for Asian Studies, Vytautas Magnus University (Lithuania), Centre for East Asian Studies, University of Turku (Finland), Centre for East and South-East Asian Studies, Lund University (Sweden) and Centre for South Asian Democracy, University of Oslo (Norway). We aim to produce timely, topical and well-edited discussions of new research and developments about Asia. Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/southeast-asian-studies

Entangled in a nexus of commerce, industry, food security, and environmental concerns, palm oil has become a prominent topic of controversy and debate. In this episode, Dr. Ayu Pratiwi illuminates the complicated reality behind the controversy by introducing the University of Turku research project "Good and Bad Palm Oil: Food Security, Paradigm Shift and Stakeholder Negotiations in Indonesia and the EU." What is good and what is bad about palm oil, and what is the recent paradigm shift in its status between Southeast Asia and Europe? Dr. Ayu Pratiwi is a Docent in economic geography at the Department of Marketing and International Business and Senior Researcher at the Department of Biodiversity Sciences at the University of Turku. Ari-Joonas Pitkänen is a Doctoral Researcher at the Centre for East Asian Studies, University of Turku. The Nordic Asia Podcast is a collaboration sharing expertise on Asia across the Nordic region, brought to you by the following academic partners: Asia Centre, University of Tartu (Estonia), Asian studies, University of Helsinki (Finland), Centre for Asian Studies, Vytautas Magnus University (Lithuania), Centre for East Asian Studies, University of Turku (Finland), Centre for East and South-East Asian Studies, Lund University (Sweden) and Centre for South Asian Democracy, University of Oslo (Norway). We aim to produce timely, topical and well-edited discussions of new research and developments about Asia. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/food

Entangled in a nexus of commerce, industry, food security, and environmental concerns, palm oil has become a prominent topic of controversy and debate. In this episode, Dr. Ayu Pratiwi illuminates the complicated reality behind the controversy by introducing the University of Turku research project "Good and Bad Palm Oil: Food Security, Paradigm Shift and Stakeholder Negotiations in Indonesia and the EU." What is good and what is bad about palm oil, and what is the recent paradigm shift in its status between Southeast Asia and Europe? Dr. Ayu Pratiwi is a Docent in economic geography at the Department of Marketing and International Business and Senior Researcher at the Department of Biodiversity Sciences at the University of Turku. Ari-Joonas Pitkänen is a Doctoral Researcher at the Centre for East Asian Studies, University of Turku. The Nordic Asia Podcast is a collaboration sharing expertise on Asia across the Nordic region, brought to you by the following academic partners: Asia Centre, University of Tartu (Estonia), Asian studies, University of Helsinki (Finland), Centre for Asian Studies, Vytautas Magnus University (Lithuania), Centre for East Asian Studies, University of Turku (Finland), Centre for East and South-East Asian Studies, Lund University (Sweden) and Centre for South Asian Democracy, University of Oslo (Norway). We aim to produce timely, topical and well-edited discussions of new research and developments about Asia. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/european-studies

Entangled in a nexus of commerce, industry, food security, and environmental concerns, palm oil has become a prominent topic of controversy and debate. In this episode, Dr. Ayu Pratiwi illuminates the complicated reality behind the controversy by introducing the University of Turku research project "Good and Bad Palm Oil: Food Security, Paradigm Shift and Stakeholder Negotiations in Indonesia and the EU." What is good and what is bad about palm oil, and what is the recent paradigm shift in its status between Southeast Asia and Europe? Dr. Ayu Pratiwi is a Docent in economic geography at the Department of Marketing and International Business and Senior Researcher at the Department of Biodiversity Sciences at the University of Turku. Ari-Joonas Pitkänen is a Doctoral Researcher at the Centre for East Asian Studies, University of Turku. The Nordic Asia Podcast is a collaboration sharing expertise on Asia across the Nordic region, brought to you by the following academic partners: Asia Centre, University of Tartu (Estonia), Asian studies, University of Helsinki (Finland), Centre for Asian Studies, Vytautas Magnus University (Lithuania), Centre for East Asian Studies, University of Turku (Finland), Centre for East and South-East Asian Studies, Lund University (Sweden) and Centre for South Asian Democracy, University of Oslo (Norway). We aim to produce timely, topical and well-edited discussions of new research and developments about Asia.

Is your organization ready for the SOX journey of sustainability data? In this episode of The Pre-Read, we sit down with Lori Defnet, ESG Controller at The Hershey Company, to define the core remit of this emerging role. While traditional controllers guard the known, ESG controllers manage ambiguity. Lori shares how she navigates moving targets in the regulatory landscape and why curiosity and adaptability are the most critical skills for the next generation of finance leaders. Key moments: 02:45—Defining the core remit of an ESG controller  05:30—The data challenge: ERP systems vs. supplier surveys  08:15—A "crawl, walk, run" approach to limited and reasonable assurance  11:40—Stakeholder management: Education and empathy  13:50—Will the ESG controller role eventually merge with finance? 17:15—Curiosity and adaptability in succession planning  "I think the role of that ESG controller is that translator to help teach the business and teach the finance organization how to get there." —Lori Defnet  Find past conversations at workiva.com/podcast/the-pre-read #ESG #Accounting #Sustainability #FinanceTransformation #Workiva

Most data teams do not have a tooling problem. They have a customer service problem.Mo Villagran, Associate Director of Insights, Analytics, and Data at Cambrex, argues that stakeholder expectation management is the difference between being a trusted advisor and being an order taker."In a simple word, it's really just customer service."In this episode, Mo breaks down how to manage stakeholder expectations, define expected delivery value, and keep projects aligned to real business outcomes instead of chasing rebranded tools. She shares why simple solutions often win, how to show progress even when the work is plumbing, and why qualitative stakeholder testimony beats dashboard count KPIs. You will also hear how she thinks about AI as a tool, when it works, when it is just a cool toy, and how to build trust by demoing in real time.00:02:00 Stakeholder expectation management is customer service00:03:00 Why skeleton teams can still deliver value00:06:00 Who defines expected delivery value, and how to shape it00:09:00 Negotiate expectations, do not become an order taker00:18:00 How to show progress when there is nothing visual00:21:00 Stop chasing quantitative KPIs, win with testimonySubscribe and share this episode with anyone who is knee deep in stakeholder management.

Tim and Brady unveil six interesting things - including a letter from Tom Hanks and a first glimpse of our Big Rocking Horse music video.Watch this episode on YouTube - https://youtu.be/P_DT7dwGI8YImages to accompany this episode - https://www.unmade.fm/episode-revealing-picturesOr… Even more and better images of the letter, cards, and other related stuff for Stakeholders on Patreon - https://www.patreon.com/posts/151007940Support us on Patreon - https://www.patreon.com/unmadeFMJoin the discussion of this episode on our subreddit - https://www.reddit.com/r/Unmade_Podcast/Catch the podcast on YouTube where we often include accompanying videos and pictures - https://www.youtube.com/@unmadepodcastUSEFUL LINKSThe episode and awarding of the Brady Haran medal to Tom Hanks - https://www.unmade.fm/episodes/episode169

Tim receives a Hanks-signed book for his birthday - https://www.unmade.fm/episodes/episode81The previous glasses episode - https://www.unmade.fm/episodes/special-changing-glassesPictures of Spoon of the Week - https://www.unmade.fm/spoon-of-the-week

In senior roles, pressure is constant. Decisions are visible. Stakeholders bring urgency, frustration, and competing priorities into the room. You cannot control those inputs but you can control your response. In this episode of Grounded and Aligned™, Karen Gombault examines emotional regulation as a core leadership skill. Emotional regulation is the ability to notice your reaction, pause, and choose how to respond rather than act on impulse. It is not suppression of emotion, but disciplined composure. When leaders react in the moment — through sharp emails, raised tone, or visible frustration — judgment and discernment are difficult and conversations tend to escalate. When emotions remain steady, discussions stay productive. Karen looks at: How emotional reactivity reduces decision quality Why visible composure increases trust and authority The link between a leader's emotional state and team stabilityThe role of regulation in high-stakes discussions and negotiations A practical method to reset your nervous system in real time As responsibility increases, emotional regulation becomes part of the role. Your tone influences the room and your reaction sets the standard. Next steps Schedule a free Focus 15 session where she walks you through a practical exercise to regulate your nervous system in real time. If you want to experience the method directly, you can sign up below.

Show Notes In this episode of Develop This!, Dennis Fraise welcomes Andrew Ratchford, Vice President at Site Selection Group, for a wide-ranging conversation on how the role of economic developers is rapidly expanding—and what that means for communities trying to compete for investment and jobs. As a proud partner of the Site Selectors Guild, Develop This! continues its mission of connecting economic developers with the site selection profession. This episode reflects that shared commitment: helping communities better understand how projects are evaluated and what it truly takes to deliver results. Andrew explains how the pandemic accelerated a shift away from traditional economic development toward a more holistic model—one that now includes housing, childcare, workforce readiness, placemaking, sustainability, and risk management as essential components of successful projects. Rather than simply providing data and incentives, communities are now judged on their ability to execute: align stakeholders, solve infrastructure challenges, and create environments where companies and talent want to stay. Key Takeaways Economic developers' roles are expanding far beyond traditional business attraction The pandemic reshaped priorities, forcing a stronger focus on supporting existing businesses Communities are evaluated on outcomes, not just information Housing and childcare have become critical site selection factors Transportation and infrastructure gaps can derail projects if not addressed early Stakeholder alignment is essential for project success Scarcity of resources is driving innovation in economic development strategies Placemaking is key to attracting and retaining talent Workforce strategies must evolve with changing industry needs Sustainability and risk management now play a central role in project evaluations About Andrew Ratchford Andrew Ratchford is Vice President at Site Selection Group, where he specializes in evaluating sites and infrastructure for developability, capacity, and long-term improvement potential. He manages complex requests for information (RFIs), coordinates site visits with clients and community partners, and develops strategic improvement plans to help communities become more investment-ready. Before joining Site Selection Group, Andrew built a diverse real estate and planning background across the nonprofit, public, and private sectors. His experience includes: Nonprofit housing development managing federal grants and affordable housing projects Community and regional planning for Greenville County, South Carolina Multifamily development with Graycliff Capital Partners Site selection advisory services with Global Location Strategies With more than 13 years of experience, Andrew now focuses primarily on industrial assets and infrastructure, with a special interest in energy and brownfield redevelopment. His client work has included organizations such as Nacero, Georgia Pacific, Tennessee Valley Authority, Wisconsin Economic Development, CSX Railroad, BNSF Railroad, and Hoosier Energy. Andrew holds an MBA from Clemson University and a Bachelor of Arts in American Studies from North Greenville University. He is skilled in Excel, PowerPoint, GIS platforms, and PowerBI. Outside of work, Andrew enjoys playing electric and bass guitar, hiking, traveling, cheering on Clemson football, and perfecting his lawn care game while spending time outdoors with his wife, two children, and their dog.  

How do you become your stakeholders' whisperer?Your data is talking, but is anyone listening?Meet Bill Shander!Bill is an Author, Speaker, LinkedIn Learning Instructor, Data Storytelling workshop leader and Stakeholder Whisperer.With 30 years of experience in information design, data storytelling, and data visualization, he helps clients and learners communicate effectively with their audiences through engaging and insightful visual experiences. Bill teaches teams and individuals how to transform data into compelling visuals, engaging narratives, and actionable insights — so they can cut through the noise, grab attention, and drive real impact.As a LinkedIn Learning Instructor, Bill has created ten courses and counting on data visualization, storytelling, and information design. These courses have been highly rated by participants and have been viewed well over 1 million times. Additionally, he teaches data visualization and communication at the University of Vermont.On this episode, Bill shares his mission on data storytelling and why soft skills have become the main differentiator.Listen as Bill shares:- different information needed by different stakeholders- why your presentations bore your audience- understanding your stakeholders' needs- why soft skills are not really soft- career progression vs communication skills- how to excel at data storytelling- how to truly engage your stakeholders- accessing the LinkedIn Learning Platform- why the younger generation does not prioritise soft skills...and so much more!Connect with BIll:Website: https://billshander.comAdditional Resources:"Stakeholder Whispering" by Bill Shander on AmazonListen to the Podcast, subscribe, leave a rating and a review:Apple: https://podcasts.apple.com/us/podcast/how-to-communicate-with-stakeholders-stakeholder/id1614151066?i=1000750102610Spotify: https://open.spotify.com/episode/5s3gQfmCbtLfGJqF6rVn7g?si=JkXZ92VrQe6-Cd3Dd8VkmQhttps://open.spotify.com/episode/5s3gQfmCbtLfGJqF6rVn7gYouTube: https://youtu.be/yW4Veo3w3cY

Send a text2026-2028 GTA Market Outlook According to CMHC - Jordan Nanowski00:00 Welcome + CMHC Forecast Episode Setup (2026–2028 Focus)01:38 Meet Jordan Nanowski: CMHC's GTA Lead Economist03:46 What CMHC Economists Actually Do (Forecasting vs. Programs)04:44 How the Forecast Is Built: Models, Stakeholders & Scenario Risks07:57 The Big Macro Wildcard: USMCA/Tariffs & Uncertainty Across Canada13:25 Why the GTA Is Different: Pandemic-Era Perfect Storm16:00 Condo Supply Glut, Investor Math & The Future of Small Units20:44 Report Takeaways: Slow Growth, Construction Labor Cycles & ‘Supply Kinks'27:03 Foreign Buyer Ban & Policy Levers: Why Investment Pulled Back27:53 Pandemic Rate Cuts, Inflation Tradeoffs & Immigration Balancing Act30:34 GTA Forecast: 2026 Price Bottom, 2027 Recovery & Condo Domino Effects34:12 Downside Risks: Trade Uncertainty (CUSMA) as the Big Forecast Driver36:05 Developer Playbook: Stress-Testing PBRs & Missing Middle for the Next 3 Years38:05 Rental Market Reality Check: Vacancy, Rent Assumptions & Migration Shifts41:32 Leading Indicators to Watch: Inventory, Starts, Completions & Permits46:12 Wrap-Up: Nation-Building Optimism, Magic Wand Wish & Resilience Ahead#RealEstate #HousingMarket #RealEstateDevelopment #UrbanDevelopment #CityBuilding #MissingMiddle #InfillDevelopment #PurposeBuiltRental #Multifamily For more information, please refer to RealEstateDevelopmentInsights.com Take our Free Assessment at: DevelopmentReadinessAssessment.com

Good morning from Pharma Daily: the podcast that brings you the most important developments in the pharmaceutical and biotech world. Today, we explore a series of significant shifts in the industry, marked by leadership changes, scientific advancements, strategic partnerships, and regulatory challenges.Starting with Sanofi, a notable leadership transition has taken place as Paul Hudson steps down from his role as CEO. Belen Garijo from Merck KGaA has stepped into this pivotal role. Her appointment is part of a broader industry trend toward diversifying leadership, especially with more women leading top-tier pharmaceutical companies. The implications of this shift could be profound for Sanofi, potentially stabilizing its operations and revitalizing its research pipeline. Stakeholders are keenly observing how this new leadership might steer Sanofi through complex market dynamics.In regulatory news, Moderna has encountered a significant hurdle with the FDA declining to review its next-generation mRNA flu vaccine. This decision has sparked an ongoing public dialogue between Moderna and U.S. health regulators, underscoring the complexities involved in navigating regulatory pathways for novel mRNA technologies beyond their initial success with COVID-19 vaccines. The Department of Health and Human Services has supported the FDA's decision, emphasizing the critical importance of meticulous scrutiny when it comes to new vaccine platforms. This development highlights the challenges biotech companies face in ensuring compliance with stringent regulatory standards.Financial updates reveal CSL experiencing a sharp decline in net profits, dropping from $2 billion to $384 million year-over-year. This financial downturn has been linked to strategic missteps or operational inefficiencies within the company, prompting a change in leadership. Such shifts reflect broader challenges faced by companies within the biotech sector as they strive to maintain financial stability amid fluctuating market conditions.In contrast, Alnylam Pharmaceuticals has reported its first profitable year despite underwhelming sales figures for its drug Amvuttra in the ATTR-CM market. This milestone is significant for Alnylam as it demonstrates resilience and the potential to pivot successfully amidst market uncertainties. However, the company will need to remain vigilant about revenue streams and market dynamics moving forward.Turning to advertising strategies, Johnson & Johnson's Tremfya continues to buck industry trends by maintaining a strong presence in television advertising through 2026. This strategy is noteworthy given the general decline in traditional media spending across the industry. J&J's commitment highlights its determination to sustain market share against competitors such as AbbVie's Rinvoq and Skyrizi.On the strategic front, Takeda Pharmaceuticals is consolidating its U.S. operations by reducing its Boston presence. By subleasing over 630,000 square feet of office space, Takeda aims to streamline operations and concentrate resources on key development projects at its new Cambridge hub. This move reflects broader industry trends towards operational efficiency and resource optimization.In clinical advancements, BridgeBio has reached a promising milestone with successful Phase 3 trial results for infigratinib in treating dwarfism. This breakthrough offers new therapeutic options for children affected by this condition and exemplifies ongoing innovations in genetic medicine. The success of this trial positions BridgeBio on a path toward regulatory approval, potentially transforming care for patients with limited treatment options.Agilent has achieved FDA approval for its companion diagnostic test alongside Merck's Keytruda for ovarian cancer treatment. This approval highlights the growing importance of precision medicine in oncology, where tailored treatments based on individual paSupport the show

Tim and Brady discuss all sorts of stuff, including lies, ties, pies, icebergs, kangaroo private parts… Plus a whole bunch more.Click here for today's bonus Request Room - https://www.patreon.com/posts/150449302And here for Tim's glasses ‘movie' on the streets of Adelaide - https://www.patreon.com/posts/149771926Support us on Patreon - https://www.patreon.com/unmadeFMJoin the discussion of this episode on our subreddit - https://www.reddit.com/r/Unmade_Podcast/Catch the podcast on YouTube where we often include accompanying videos and pictures - https://www.youtube.com/@unmadepodcastUSEFUL LINKSMost recent marble race for Stakeholders (with Tim's punditry) - https://www.patreon.com/posts/147820374Photos to accompany the episode, especially of Australian coats of arms and Kangaroo nether regions - https://www.unmade.fm/episode-175-picturesBrady shares his tie anecdote on Objectivity (see the ties) - https://www.youtube.com/watch?v=HThWcm4d-CMSA Tailors & Drapers - https://satailorsanddrapers.com.au/The Titanic Iceberg - https://en.wikipedia.org/wiki/Iceberg_that_sank_the_TitanicWhen Brady saw the Platypus Type Specimen - http://news.bbc.co.uk/1/hi/sci/tech/4547151.stmPictures of Spoon of the Week - https://www.unmade.fm/spoon-of-the-weekCatch the bonus Request Room episode - https://www.patreon.com/posts/150449302

How To Provide a Release Plan Without Losing Agility - Mike CohnStakeholders want to know what will be delivered, and when. Your team wants to stay agile. So how do you create a roadmap (aka release plan or milestone plan) without locking down every detail? I'm about to start on a road trip between Idaho and Colorado: a 16-hour drive. I know where I'm going, and my general route, but I don't know every turn I'll take — and that's fine.That's how agile teams should treat release plans and roadmaps.My route is a plan, not a promise. It's not set in stone. The turns I made and my ETA could change based on roadwork, traffic congestion, an opportunity for an exciting detour, or even a flat tire. The further the distance I have to travel, the more uncertainty I should expect.Agile plans are the same. We can't predict every eventuality, but we can provide a forecast. We can provide a general idea of where we are planning to go, a predicted range of when we will likely hit key milestones, and our confidence level in the plan. Most agile teams know there's too much uncertainty to make guarantees. At the same time, they feel like a guarantee is the only thing stakeholders will accept.Here's what agile teams might be missing: Stakeholders have their own plans to make. And they are just as worried about being held accountable to their predictions as teams are.Stakeholders need accurate delivery dates and milestones (note I didn't say precise). They crave predictability.Sometimes it might feel like they're asking for a guarantee. But in truth, the only way to give them absolute certainty is to Overpad your estimates (like me telling someone my 16-hour drive will take 24, just in case), orRefuse to adapt when conditions change. Neither is good for the product, or the team. So what can you do when a stakeholder seems to want a guarantee vs a forecast? Try this: Talk to stakeholders in terms they understand.Here's one technique I've found helpful:Compare their request to requests for similar forecasts in their own domain.For example: Ask a salesperson what their comfort level would be if they were asked to guarantee exactly how much they'll sell — and which customers they'll close — in each of the next six months, or in the first year of a product's release.Ask a marketing person what their concerns would be if asked to commit to specific campaign results with exact timelines.Don't be confrontational. The point isn't to trap them — it's to show that uncertainty exists everywhere, and that agility is a strength, not a weakness. Then, share my road trip analogy with your stakeholders. Tell them that you can't give them a guarantee, but you can present a roadmap that looks ahead 3-6 months. The roadmap will show the team's goal, how much progress you believe you can make by when (expressed as a range), and your team's confidence in the plan.  Need help communicating your plans? Try our Plan Visualizer Tool, free for all MGS Essentials members.   Remind stakeholders that, like suggested routes on a long trip, agile roadmaps provide visibility, align expectations, and help people plan — without pretending every turn is known in advance.Freeing your team from unrealistic expectations can accelerate their move from good to great.A roadmap is a plan, not a promise Why stakeholders push for guarantees  The path to alignment starts with empathy Give stakeholders what they need to succeed How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

The best part of my work as a brand positioning and messaging strategist is the vantage point it gives me. I get to see the brilliance of my clients up close and where they truly stand out in the market. I also see the bigger vision so many of you share: workplaces that prioritize people alongside profits, and systems that put humanity first. We may come from OD, Lean, leadership development, change management, or coaching. We may use different language. But the vision is the same. And so are the struggles. People-centered leadership that leaders won't fully buy into.Change initiatives that are well designed and quietly abandoned.Being laid off despite delivering clear ROI. As I tried to make sense of this—and of what's happening in the United States that feels deeply troubling—I stumbled onto something that brought clarity. We are operating from a stakeholder capitalism mindset in a world that has made a committed shift to shareholder capitalism. Once I saw that, my consulting career finally made sense. I wasn't failing to communicate. The resistance wasn't personal. It was predictable. I was operating from a stakeholder mindset, believing organizations should invest in people, balance needs, and create long-term value. But I was consulting inside a shareholder system designed to do the opposite. One where profits come first, people are costs to manage, and quarterly earnings matter more than long-term impact. I was trying to plant a garden in concrete. If this resonates, today's episode is for you. I get that this is not the typical topic I get into on the show, but it reflects the higher purpose behind what I do and why the show is called Consulting Matters. Here's what you'll discover: The shift that happened in the late 1970s and 1980's that changed how business works (and why you need to know this) The invisible game you're playing—stakeholder mindset meets shareholder system What I wish I'd known about managing expectations and guarding my heart Why we need each other—the vision I have for the Common Good Consulting & Coaching Consortium Next Steps: Embrace and celebrate your stakeholder mindset. Honor the values you hold dear and then right-size your expectations given the shareholder mindset world your consulting or coaching is swimming in. Take the wins, guard your heart and care…but not too much. Consider being a founding member of the Common Good Consulting and Coaching Consortium. Go to www.betsyjordyn.com/common-good to get on the interest list. Start the partnering now. Think about who you know in a different discipline who might be your partner. Reach out. Start a conversation. Other episodes you may enjoy: Stop Calling Yourself "Consultant" or "Coach": Why You Need a Unique Title (Ep148) 3 Types of Consulting /Coaching Expertise: Which one is yours? (Ep147) 5 Truths About Branding, I Only Saw After Tearing My Process Apart (Ep146) Inside My Brand Messaging Process (and Why It Always Works) (Ep140) About the host: Betsy Jordyn is a business mentor, brand messaging strategist, and former Disney consultant who helps purpose-driven consultants and coaches build profitable businesses rooted in their unique strengths. With over 20 years in the industry and a knack for turning big ideas into clear positioning, she's your go-to for strategy that aligns with your calling. Work with me: https://www.betsyjordyn.com/services

Projects stall when one expert carries the content, decisions, and approvals. We flip that script with a clear, usable playbook for building a stakeholder highway—bringing sponsors, learners, frontline leaders, operations, tech, and compliance into the right moments so training actually lands in the real world. You'll hear why SME-only pathways create bottlenecks and blind spots, how to map the roles that matter, and when to loop each voice in across discovery, design, development, implementation, and evaluation.Roadblocks happen: the ghost SME, conflicting leader feedback, or last-minute compliance asks. Jackie shares practical responses, from clarifying who decides versus who advises to offering trade-off options that protect timelines without sacrificing quality. A quick scenario shows the reset in action—expanding beyond one overbooked SME to include a frontline manager, operations, tech, and a learner pilot—so the course is accurate, feasible, and ready for day one performance. Close with one task: sketch a one-page stakeholder highway for your next project, add two new partners, and watch momentum return. If this approach helps you, subscribe, share it with a colleague, and leave a review so more designers can build learning that sticks.

On this Legislative Day episode, we talk with the House Higher Education Committee chair and ranking member, Rep. Taylor Collins, R-Mediapolis, and Rep. Timi Brown-Powers, D-Waterloo, about bills that would allow some community colleges to offer four-year degrees, place a tax on large endowments at colleges and universities, and more. Then, we talk with a former student regent Jenny Connolly about proposed legislation that would change student representation of the Board of Regents. We also hear from the presidents of Iowa Central Community College in Fort Dodge and Northwestern College in Orange City on their views of the four-year degree proposal.

JUST Ice Tea was born from a refusal to let a company's purpose and impact disappear. JUST Ice Tea's roots trace back to Honest Tea, a pioneering brand built on the idea that beverages could be better for people and the planet. But when Honest Tea was ultimately discontinued after being sold, something incredible happened. The founders and long-standing partners across the supply chain came together with a shared resolve that fair trade and environmentally responsible tea would not end with Honest Tea. In just 90 days, their commitment brought the newly created JUST Ice Tea to consumers. And only two years later, JUST Ice Tea has surpassed the revenues of Honest Tea.We invited Seth Goldman, Co-Founder and CEO of JUST Ice Tea—as well as Board Member for Beyond Meat and PLNT Burger—to share the lessons, setbacks, and mindset that shaped his journey. Seth reflects on resilience in the face of loss, the power of long-term relationships, and why impact must be built directly into the product, supply chain, and culture of a company. He offers insights on stakeholder capitalism, the responsibility of boards and investors, and the importance of finding hope where it isn't obvious. His story is an invitation to believe that business can scale purpose, deliver justice, and create profit—one bottle at a time.Listen for insights on:Outperforming traditional growth strategies through resilience and valuesEmbedding impact directly into products, not just marketingThe power of stakeholder relationships in moments of change Resources + Links:Seth Goldman's LinkedInJUST Ice TeaMission in a BottlePurpose Pledge (00:00) - Welcome to Purpose 360 (01:07) - Seth Goldman, Just Ice Tea (02:28) - Seth's Backgrouna dn Commitment to Socially Responsible Business (05:36) - What's Changed About the Movement (07:51) - Frustrations (08:39) - Framework for Embedding Purpose (11:11) - No Downside (11:38) - Learning from Honest Tea (17:57) - Impact to Stakeholders (20:06) - Mission in a Bottle (22:53) - Recommendations for Boards (24:09) - Creating Alignment (24:40) - Purpose Pledge (26:10) - Rapid Fire Questions (27:46) - Last Words (28:24) - Wrap Up

 When our stakeholders come to us asking for training, they are usually thinking of traditional training.  So, they treat us, nonprofit L&D pros, like training factories that can easily produce a new training in a day. But we are here to create behavior change, and that takes time.In this episode, I'm sharing four recommendations that will help you embody the change agent you already are and learn what you need to create real change in your organization.▶️ You're Not a Training Factory. You are a Change Agent. ▶️ Key Points:0:00:00 The process of creating real behavior change0:05:41 Shift from learning designer to change agent0:06:35 Sell real change to your stakeholders0:07:31 Simplify the scope of the training request0:09:05 Study learning science to get the buy-in you needResources from this episode:Read the books I recommended:  James Clear's Atomic Habits and BJ Fogg's Tiny Habits.Join the Nonprofit Learning and Development Collective: https://www.skillmastersmarket.com/nonprofit-learning-and-development-collectiveWas this episode helpful? If you're listening on Apple Podcasts or Spotify, follow and leave a review!

Two taps. That's all it took to reorder your regular Dunkin order through CarPlay while driving. Sounds like the perfect frictionless feature, right? Except it was quietly training customers to spend less on every visit because they never discovered loaded hash browns existed. Sometimes making things too easy becomes the problem.This encore episode brings back one of our most quoted conversations with Adam Candela, who spent five years leading digital at Dunkin and fundamentally changed how we think about balancing frictionless with profitability.  Join hosts Chuck Moxley and Nick Paladino as they revisit why this episode matters.Nick literally quotes it in meetings once a week, particularly the CarPlay example that shows how extreme optimization in one direction can backfire. Adam breaks down why frictionless isn't just about speed and simplicity, but about creating experiences that are quick, thorough, profitable, and get customers to return and recruit others to your brand. We explore when personalization crosses from convenient to creepy, why "it's digital, just turn it on" stakeholders fundamentally misunderstand product complexity, and the power of creating psychological safety so your QA team feels comfortable sharing game-changing ideas. Key Actionable Takeaways:Balance ease with discovery opportunities - Making reordering too frictionless can train customers into routines that prevent them from discovering new products, hurting both upsell and brand loyalty buildingCreate psychological safety for frontline insights - QA teams and people closest to the product often have the best ideas; build team dynamics where they feel comfortable sharing without fear of being dismissedChallenge "it's digital, just turn it on" stakeholders - Digital initiatives require architecture planning, story pointing, QA test cases, understanding customer needs, and solving actual problems, not just quick implementation of requested featuresWant more tips and strategies about creating frictionless digital experiences? Subscribe to our newsletter! https://www.thefrictionlessexperience.com/frictionless/Download the Five Step Site Speed Target Playbook: http://bluetriangle.com/playbookAdam Candela's LinkedIn: https://linkedin.com/in/adamcandela Nick Paladino's LinkedIn: https://linkedin.com/in/npaladino Chuck Moxley's LinkedIn: https://www.linkedin.com/in/chuckmoxley/Chapters:(00:00) Introduction(01:00) CarPlay upsell problem(02:15) Creepy vs convenient(02:45) Hippo dynamics(03:15) Stakeholder pushback(04:09) Adam's Dunkin role(05:21) Defining frictionless(06:15) Loyalty vs repeat purchase(08:30) CarPlay integration details(11:45) Losing upsell opportunities(14:30) Personalization boundaries(17:00) Location-based notifications(20:15) Android Auto moment(23:45) Tech adoption humility(27:30) Team idea generation(30:00) QA team insights(33:15) Psychological safety(37:00) Hippo self-awareness(38:19) Acronym correction(38:45) Biggest misconception(39:15) Digital should be quick(40:00) Asking why matters(41:15) Solution vs problem(42:24) ConclusionKeywords:Chuck Moxley, Nick Paladino, Adam Candela, The Frictionless Experience, Dunkin Donuts, Inspire Brands, CarPlay integration, mobile ordering, upsell optimization, customer loyalty, personalization limits, location-based marketing, psychological safety, product management, stakeholder management, digital complexity, QA teams, frictionless profitability, customer recruitment,, mobile app strategy, product discovery, 

Advertising SponsorInterested in advertising on a Map It Forward podcast?Email: support@mapitforward.orgInstagram: https://www.instagram.com/mapitforward.coffee***************************************This is Part 4 of a five-part series with Augusto Amaya from Arcadia Green Coffee, exploring how green coffee sourcing is diversifying as the industry evolves.Augusto explains how Arcadia manages risk by paying producers immediately, carrying logistics exposure, and allowing roasters to purchase in alignment with their cash flow. The conversation expands into the broader coffee crisis: risk does not disappear, it shifts, and roasters must understand the risk their suppliers are carrying behind the scenes.Guest linksConnect with Augusto Amaya and Arcadia Green Coffee: https://arcadiacoffee.ie/https://www.linkedin.com/in/augusto-amaya-irecol/Instagram: https://www.instagram.com/arcadiagreencoffee/WhatsApp: https://wa.me/353877871523***************************************About Map It Forward The Daily Coffee Pro is produced by Map It Forward, supporting coffee professionals globally across the supply chain.Website: https://mapitforward.coffeeMailing list: https://mapitforward.coffee/mailinglistPatreon: https://www.patreon.com/mapitforwardInstagram: https://www.instagram.com/mapitforward.coffee/Contact: support@mapitforward.org

Advertising SponsorInterested in advertising on a Map It Forward podcast?Email: support@mapitforward.orgInstagram: https://www.instagram.com/mapitforward.coffee***************************************This is Part 4 of a five-part series with Augusto Amaya from Arcadia Green Coffee, exploring how green coffee sourcing is diversifying as the industry evolves.Augusto explains how Arcadia manages risk by paying producers immediately, carrying logistics exposure, and allowing roasters to purchase in alignment with their cash flow. The conversation expands into the broader coffee crisis: risk does not disappear, it shifts, and roasters must understand the risk their suppliers are carrying behind the scenes.Guest linksConnect with Augusto Amaya and Arcadia Green Coffee: https://arcadiacoffee.ie/https://www.linkedin.com/in/augusto-amaya-irecol/Instagram: https://www.instagram.com/arcadiagreencoffee/WhatsApp: https://wa.me/353877871523***************************************About Map It Forward The Daily Coffee Pro is produced by Map It Forward, supporting coffee professionals globally across the supply chain.Website: https://mapitforward.coffeeMailing list: https://mapitforward.coffee/mailinglistPatreon: https://www.patreon.com/mapitforwardInstagram: https://www.instagram.com/mapitforward.coffee/Contact: support@mapitforward.org

In this epsiode I chat with Heather Henderson, a disability advocate from Columbia, TNTimeline:1:00 Introduction2:30 Information and Misinformation4:30 Learning the Systems that support the Disability Community.9:00 Advocacy: Proactive (planning) vs Reactive?12:00 Unapologetic Advocacy14:00 Accountability from Systems that serve the Disability Community14:30 : What is on the Horizon for Heather in 202616:30 Heather, beginning in Architecture and Design - Her mentor, Steve Jacobs.18:00 Resources that ACTUALLY serve the Disability Community. 21:51 Rural vs Urban Needs23:00 Listening to families - Stakeholder vs End User.27:00 Thinking about UNIVERSAL design before houses are built30:30 Resurfacing of Derogatory Terms aimed at the Disability community.31:00 Words of Encouragement and Conclusion.

This week on The Audit Podcast, our guest is David Bowman, Senior Vice President and Global Chief Auditor at Unum Group.   David shares his innovative approach to using data analytics across his audit team. He talks through how his team—roughly 60 auditors across three countries and five audit groups—implements analytics in a way that delivers measurable results to stakeholders, even for smaller teams with limited resources.   We also dive into David's role in supporting these initiatives, the importance of audit culture, and his key lessons from 30 years of audit and audit leadership.   Be sure to connect with David on LinkedIn.   Also, be sure to follow us on our social media accounts on LinkedIn, Instagram, and TikTok.   Also be sure to sign up for The Audit Podcast newsletter and to check the full video interview on The Audit Podcast YouTube channel.   Timecodes:   4:28 – Sourcing and building analytics capabilities 11:45 – When and how to engage a data analytics specialist 20:27 – Collaboration between the data analytics team and the Audit team 22:26 – Stakeholder feedback and insights 25:30 – Developing the next generation of leaders 33:18 – What it means to lead on a global scale 41:02 – The dos and don'ts of shaping company culture 46:29 - Final Thoughts   *   This podcast is brought to you by Greenskies Analytics, the services firm that helps auditors leap-frog up the analytics maturity model. Their approach for launching audit analytics programs with a series of proven quick-win analytics will guarantee the results worthy of the analytics hype.  Whether your audit team needs a data strategy, methodology, governance, literacy, or anything else related to audit and analytics, schedule time with Greenskies Analytics.