Podcasts about stakeholders

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.

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.

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...

In this conversation, Karen Kirton sits down with marketer Michael Field to unpack the hidden force behind so many B2B wins and losses. We explore the invisible buying committee, the stakeholders you rarely meet yet who quietly shape every major decision. You will learn how to identify them, speak to what they value, and create simple assets that help them champion your solution inside the room you cannot enter. In today's episode, you will learn about: Why the person you talk to the most is not always the decision maker How to map the real influencers in a deal across finance, risk, safety, procurement, and operations Interview techniques that reveal what actually drives choices, not just what people say The emotional side of decisions and how to de risk choices for project managers A 30 day action plan to start influencing the whole committee in your market New episodes drop on Mondays. Subscribe so you never miss practical ideas to find great people, grow leaders, and keep top talent. Visit amplifyhr.com.au for more insights and resources.  Send a text

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

Change is accelerating faster than ever — but are you managing it, or leading it? Do you know the difference? In this episode, I sit down with Yvonne Ruke Akpoveta, with The Change Leadership, an organization that advocates for change leadership as a capability and skillset. We talk about what change leadership looks like today and how it is more than a role or a methodology. It's a capability every professional needs, especially business analysis professionals who work at the intersection of people, process, and technology.From empathy to emotional intelligence, from handling resistance to shaping meaningful collaboration, this conversation is packed with practical insights you can use right away. If you've ever wondered, “Am I a change leader?” — the answer is yes. And Yvonne helps you see exactly why.

Sometimes (always?) the problem that we see in organizations is not technology or structures or something else—it is the inability of people to “get on the same page.”One way to fix this is to have people dedicated to Business Architecture who understand “how things are wired up” and where the value is created. And who also tries to solve the problem that is shown above … what do you mean with what you just said?And who could manage these problems better than Breanne Casteel, a catalyst for change enablement through collaboration and connections to drive empathetic business solutions?She is a passionate advocate with 20+ years of experience bringing awareness of Business Architecture and Business Analysis skills and mindset to numerous roles in the organization with an emphasis on communication, transparency, and collaboration across silos.Oh, and we had her on the podcast before :-)In this episode we are talking about:Breanne returns from her earlier appearance (Episode 71)—evolving from a solo business architect building a practice to working inside a larger enterprise architecture team.A key reality: maturity doesn't eliminate advocacy—even established architecture practices must continuously prove value as stakeholders change.Breanne's go-to definition of business architecture: “It's a drama mitigator.” Replace opinions with facts about how the business actually works.The core value: map what the business does, how it works, and how it connects—then test decisions against reality instead of politics.A recurring misconception: business architecture vs. process management—it is not a turf war but a spectrum that must align across domains.Roland reframes architecture as structure over flow—like an aqueduct: the structure matters more than what runs through it.Behind every clean model lies the messy middle—whiteboards, ambiguity, iteration, and rework. Practitioner takeaway: Show the messy middle. Transparency builds credibility and helps others learn how outcomes actually emerge.The new YouTube series was born from frustration with overly theoretical content and a push toward practical, real-world usage.The series spans nine themes, including foundations, capabilities, value streams, context, adoption, and the future of the discipline.A standout insight: Stop talking architecture. Start solving problems. Stakeholders care about outcomes, not frameworks.Listening beats modeling: what looked like a process issue turned out to be a cross-functional value flow problem.Architecture success hinges less on models and more on understanding stakeholder pain points.A recurring failure mode: strong deliverables but weak storytelling—leading to the dreaded “ivory tower” perception.The meta takeaway: architecture doesn't fail because of bad models—it fails when value isn't made visible.You can find Breanne on LinkedIn here: https://www.linkedin.com/in/breannecasteel/.Please reach out to us by either sending an email to hello@whatsyourbaseline.com or signing up for our newsletter and reading articles about process and architecture on our Substack… Go and subscribe at whatsyourbaseline.substack.com.And if you like to support “the little podcast that could,” become a Patron at https://www.patreon.com/c/whatsyourbaseline. We appreciate you!

Dominique und Tim sprechen in dieser Folge darüber, was das 3-Horizonte-Modell für die Arbeit als Product Owner bedeutet und warum es weit mehr ist als ein strategisches Denkmodell aus der Managementliteratur. Das 3-Horizonte-Modell hilft dabei, Produkte nicht nur im Hier und Jetzt zu betrachten, sondern im Spannungsfeld von heute, morgen und übermorgen. Viele Product Owner:innen stecken gedanklich tief im Tagesgeschäft: Backlog pflegen, sich mit Stakeholder abstimmen und Releases vorbereiten. Das ist wichtig. Doch genau hier setzt das 3-Horizonte-Modell an und öffnet ein wenig die Perspektive. Doch was sind die drei Horizonte? Der erste Horizont steht für das aktuelle Kerngeschäft. Hier wird die Wertschöpfung gesichert, Bestehendes optimiert, auf Marktanforderungen reagiert und das Produkt stabil gehalten. Die Unsicherheit ist vergleichsweise gering. Wir kennen Markt, Nutzer und Geschäftsmodell gut. Prognosen fallen leichter. Es geht darum, den Lebenszyklus unseres Produktes bewusst zu verlängern und wirtschaftlich tragfähig zu halten. Doch wer ausschließlich im ersten Horizont denkt, riskiert Stillstand. Im zweiten Horizont bewegen wir uns in aufkommenden Geschäftsfeldern. Produkte oder Features zeigen erste Marktsignale. Hier geht es darum, echten Product Market Fit zu erreichen. Wir prüfen, ob aus einer guten Idee ein tragfähiges Geschäft wird. Kundennähe, schnelles Feedback und konsequentes Lernen prägen diese Phase. Der Fokus verschiebt sich von Stabilität hin zu Wachstum und Skalierung. Der dritte Horizont fordert uns noch stärker heraus. Hier arbeiten wir mit Hypothesen, nicht mit gesicherten Umsätzen. Es geht um Optionen für die Zukunft. Um Problemstellungen, die wir erst verstehen müssen. Um Experimente, die scheitern dürfen. Das 3-Horizonte-Modell macht deutlich, dass Innovation Raum braucht. Raum zum Lernen. Raum zum Ausprobieren. Raum für Unsicherheit. Für Product Owner bedeutet das eine bewusste Haltung. Je nach Horizont verändert sich der Schwerpunkt der Arbeit. In ersten Horizont dominieren Effizienz und Priorisierung innerhalb eines klaren Rahmens. In Horizont zwei stehen Validierung, Marktnähe und schnelles Anpassen im Mittelpunkt. In Horizont drei braucht es Mut, Neugier und die Bereitschaft, mit unklaren Ergebnissen zu arbeiten. Das 3-Horizonte-Modell schafft dabei Orientierung im Portfolio. Es hilft Organisationen zu erkennen, woran Teams eigentlich arbeiten. Es verhindert, dass Innovationsinitiativen vorschnell an klassischen Erfolgskriterien gemessen werden. Und es schützt gleichzeitig das Kerngeschäft vor blinder Experimentierfreude. Und gerade in der Rolle als Product Owner ist diese Transparenz entscheidend. Wir müssen verstehen, in welchem Horizont unser Produkt gerade unterwegs ist. Davon hängen Entscheidungen, Metriken und Erwartungen ab. Ein Experiment aus Horizont drei braucht andere Bewertungsmaßstäbe als ein etabliertes Produkt in Horizont eins. Das 3-Horizonte-Modell ist damit kein theoretisches Konstrukt, sondern ein praktisches Werkzeug für strategische Klarheit. Es verbindet Produktstrategie mit konkreter Produktarbeit. Und es erinnert uns daran, dass nachhaltiger Produkterfolg immer auf mehreren Zeitebenen gedacht wird.

Oft fragen sich Top-Führungskräfte, warum sie trotz perfekter Passung nicht mal eine Einladung zum Vorstellungsgespräch erhalten. Das kann verschiedene Hintergründe haben - In diesem Video schildert Konrad Gorcks, Headhunter, mögliche Gründe für dieses oft schon sehr frühe Scheitern im Bewerbungsprozess.Sie bekommen wertvolle Tipps wie Sie damit umgehen. Erfahren Sie, wie Sie Ihren nächsten Karriereschritt strategisch planen und die richtigen Bewerbungstipps nutzen, um Ihren Wunschposition zu finden und Ihre berufliche Neuorientierung erfolgreich zu gestalten. Wenn Sie Ihre Job Search optimieren möchten, ist dieses Video ein Muss!-Sie wollen Ihren Bewerbungsprozess optimieren: Buchen Sie ein Erstgespräch mit mir: https://calendly.com/sabinelanius/briefing-strategiesession-yt-Kapitel dieser Episode:Chapter 1: Einstieg und ProblemstellungSabine Lanius führt in das Thema ein: schnelle Absagen trotz vermeintlich perfekter Passung bei Führungskräften. Sie stellt Gast Konrad Gorcks vor und kündigt Schwerpunkte wie Cultural Fit, Passungstransfer und ATS an.Chapter 2: Warum Absagen trotz gutem Lebenslauf?Konrad erklärt, dass Unternehmen zunehmend neben Fachlichkeit die Persönlichkeit und den Cultural Fit prüfen, besonders bei höheren Führungsrollen. Neue Führungskräfte beeinflussen Kultur maßgeblich, weshalb dieser Abgleich wichtiger geworden ist.Chapter 3: Trend zum Kulturabgleich Seit rund fünf Jahren verstärkt sich der Fokus auf Kulturpassung. Unternehmen klären zunehmend, wen sie wollen und wen sie wirklich brauchen, und gleichen dies mit ihrer Zielkultur ab.Chapter 4: Was bedeutet kultureller Misfit?Konrad beschreibt, dass Vertragsauflösungen auf Executive-Ebene meist an Beziehungs- und Stakeholder-Themen scheitern, nicht an der Historie. Chapter 5: Rolle der ManagementdiagnostikManagementdiagnostik schafft einen systemischen, beidseitig transparenten Blick auf Persönlichkeit und Kultur. Sie ermöglicht bewusstes Entscheiden .Chapter 6: Abstimmung mit dem Auftraggeber und WirkkettenVorab werden mit dem Unternehmen Schlüsselanforderungen, Stakeholder und potenzielle Stolpersteine definiert. So werden Wirkketten und Schnittstellen sichtbar und Fehlanläufe durch Versuch und Irrtum vermieden.Chapter 7: Wie Kandidaten Cultural Fit zeigenKandidaten sollten ihre Stärken, Motive und Veränderungsbereitschaft klar einordnen und auf Zukunftsfähigkeiten wie Lernen und Wandel eingehen. Erfolgsgeschichten öffnen Türen.Chapter 8: Belege statt Buzzwords: prägnante Success StoriesSabine rät, Schlagworte mit kurzen, quantifizierten Beispielen zu hinterlegen. Vorbereitete, fokussierte Stories erhöhen Glaubwürdigkeit und verhindern zu lange Antworten im Interview.Chapter 9: Spiegelung, Selbsterkenntnis und KurskorrekturenKonrad erläutert , dass Selbsteinschätzungen zu Klarheit führt, teils auch zu bewussten Karriereanpassungen, wenn Erfolg und persönliche Passung auseinanderdriften.Chapter 10: Lebensphasen, Werte und JobwahlVeränderte Lebenssituationen beeinflussen Reisebereitschaft, Arbeitsumfang und Rollenwünsche. Kandidaten sollten Interviews als beidseitiges Kennenlernen nutzen, um Kultur, Setting und Aufgaben ehrlich gegen die eigene Lebensphase zu prüfen.Chapter 11: Kultur prüfen und Fehlentscheidungen vermeidenKonrad empfiehlt offene Fragen an künftige Peers, besonders Neuzugänge, um gelebte Kultur und Motive zu verstehen. Chapter 12: Bauchgefühl ernst nehmen – und bewusst entscheidenSabine teilt ein Beispiel eines schnellen Fehlstarts trotz frühem Unbehagen und rät zu Absagen bei deutlicher Dissonanz. Konrad ergänzt: Das Bauchgefühl ist kein Diagnosetool, aber ein Signal; externe Sparringspartner helfen, die „Blackbox“ zu erhellen und Kosten-Nutzen bewusst abzuwägen.Chapter 13: Klarheit als Kern des Prozesses und Abschluss---Konrad Gorcks finden Sie: https://www.linkedin.com/in/konrad-gorcks-b49b315---Vernetzen Sie sich mit mir auf LinkedIn: https://bit.ly/2S6v9GN für mehr Input

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

In this conversation, Shreya, a senior product manager, shares her journey from being an economist to a product manager, discussing the skills that have helped her in her role. She emphasizes the importance of innovation in product development, particularly through design sprints and the use of AI. Shreya highlights the need for a user-centered approach to innovation and the significance of storytelling in product management. The discussion also touches on the challenges of navigating organizational structures and the importance of stakeholder management.TakeawaysShreya transitioned into product management from an economics background.Her journey was somewhat accidental, highlighting the diverse paths into product roles.Domain expertise is beneficial but not essential for product management.Data analysis skills from her economist background have been crucial in her product role.Innovation should focus on new revenue streams and market opportunities.Design sprints can help avoid bureaucratic decision-making in large organizations.AI should be used to solve real user problems, not just for the sake of technology.Using AI as a creative partner can enhance the ideation process.Stakeholder management is key to successful product development.Iterative value demonstration is essential in changing organizational culture.

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

Maura Kolb, President, of Dryden Gold Corp (TSX.V: DRY) (OTCQB: DRYGF), joins me for an exclusive video update recapping the recent exploration results from early 2026, key takeaways from the prior 2025 exploration program, and the larger fully-funded 2026 work program at the 3 regional areas:  Gold Rock Camp, Sherridon, and Hyndman across their Dryden Gold District, in Northwestern Ontario, Canada.   We also review the constructive signal seen when a few key stakeholders topped their company investments in recent capital raises and through the exercising of warrants.   Maura provides a brief overview of the larger district-scale land page and the exploration potential at each of the 3 key regional areas of focus.    We start off reviewing some the key targets drilled in last season's 15,000 meter program along both the Big Master and Elora Gold trends at the Gold Rock Camp,  incorporating the data sets from the D1, D2, and new understanding of the D3 structural faulting trends.  Maura then highlights the prior drill results from around the Elora-Jubilee Target, Pearl Target, and Laurentian Mine Target; mostly on the hanging wall side of the main trends in multiple parallel trends.   On February 4, 2026 Dryden announced new drill results which tested the Pearl zone in the Gold Rock Target Area. Results show continued expansion of the mineralization at Gold Rock with the discovery of two new footwall zones parallel to the main Elora shear structure at Pearl.  This is the first significant mineralization discovered in the footwall of the Elora Shear at Pearl establishing another high-grade exploration target at Gold Rock. Further interpretation of existing data and this new drilling has revealed a second high-grade pod on the main Elora shear zone. The highlighted intercepts are near surface from 15 to 70 meters vertical depth.   Highlights of the recent 2026 drilling at the Pearl target:    Hole DGR-032 returned 6.4 g/t gold over 3.30 meters including 15.10 g/t gold over 1.00 meters in new high-grade footwall zone at Pearl Hole DGR-031 returned 77.90 g/t gold over 0.50 meters in a second footwall zone at Pearl Hole DGR-032 returned 1.61 g/t gold over 16.40 meters including 6.81 g/t gold over 2.50 meters in the Elora shear at Pearl     We discuss the significance of the broader bulk tonnage mineralization that is then being upgraded by the multiple high-grade intercepts along the hanging wall and foot wall trends, and why it is encouraging to keep seeing both types of mineralization for the overall continuity of the deposit.   Next we reviewed the results released on January 20th from the next 3 holes drilled at Sherridon regional area; which compliment the data collected from the first 3 drill holes put in later last year. This included a broad interval of near surface gold mineralization in hole DSH-004 which returned 1.10 g/t gold over 15.50 metres, including 0.50 metres grading 25.20 g/t gold. Testing to date has focused on only a small portion of the 5km trend, leaving the Sherridon area open in all directions. Additional drill targets for this year will be designed based on analyzing results from the first 6 drill holes in tandem with geological interpretations from soil sample geochemistry, mapping, surveys, and re-logging of historic core.   Then we shifted over the Hyndman area, as a 3rd area of focus for this year's program. Maura outlines that the first 6 holes were just drilled, following up on the detailed mapping from 2024, overlaid with the data from the 2025 channel sampling program along existing outcrop exposures.  Maura outlines where these first 6 drill holes were just completed at Hyndman on the map, and that assays are anticipated to be returned back from the lab in about a month.   We wrap things up with outlining the strength of the management team and board of directors, as well as the very strong list of high profile shareholders like Eric Sprott, Rob McEwen, Bob Quartermain, a number of key funds and institutions, and their 2 key strategic shareholders in Centerra Gold and Alamos Gold.  The company is fully funded for the 32,000 meter drill program and regional exploration initiatives for the balance of 2026. *     If you have any questions for Maura regarding Dryden Gold, then please email them into us at Fleck@kereport.com or Shad@kereport.com.     In full disclosure, Shad is a shareholder of Dryden Gold at the time of this recording, and may choose to buy or sell shares at any time.   Click here to follow the latest news from Dryden Gold   For more market commentary & interview summaries, subscribe to our Substacks:   The KE Report: https://kereport.substack.com/ Shad's resource market commentary: https://excelsiorprosperity.substack.com/     Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security. Investing in equities and commodities involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.  

 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, 

From Ski Bum to Stakeholder Whispering AuthorHow Journalism Shaped Bill's Data PerspectiveLearning to Delegate and Trust as a LeaderEmpathy and Storytelling in Complex Sales CyclesGuiding Stakeholders to Their Own SolutionsThe Unique Value of Human Connection in an AI WorldThe Dance of Questions for Lasting Customer RelationshipsConnecting Data Security to Business Value at Salesforce

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.

Produktmanagement wird dauernd erwähnt, aber selten wirklich erklärt. Und genau da entsteht oft der Frust: Feature Requests prasseln rein, das Jira Backlog wächst wie Unkraut, Stakeholder eskalieren, und am Ende fragt sich jede:r im Team, wer hier eigentlich was entscheidet. Klingt bekannt? Dann ist diese Episode für dich.In dieser Episode schließen wir eine längst überfällige Lücke und steigen tief in das Thema Produktmanagement ein. Zu Gast ist Michael Gasch, Product Manager bei AWS im Serverless Umfeld. Mit ihm schauen wir uns an, was Produktmanagement wirklich ist, warum es nicht einfach Projektmanagement mit neuem Label ist und wie AWS Rollen wie PMT, SDM und TPM trennt, um Delivery, Priorisierung und Ownership sauber zu verzahnen.Wir sprechen über Working Backwards und PR/FAQ Dokumente, datengetriebene Priorisierung unter Dauerbeschuss, Paper Cuts vs. große Launches, Disagree and Commit, Bias for Action und wie Erfolg nach einem GA Launch über Metriken, Telemetrie und Kundenfeedback messbar wird. Als Praxisbeispiel nehmen wir ein echtes AWS Feature: Durable Functions in AWS Lambda, von der Idee im Kopf bis zur AWS re:Invent Bühne.Zum Schluss gibt es noch ein paar Tips:Wie kannst du proaktiver in Produktentscheidungen werden, bessere Inputs liefern und vielleicht sogar selbst Richtung Produktmanagement wechseln?Spoiler: Anforderungsanalyse, Ownership und ein bisschen STAR Methode können viel bewegen.Bonus: Wenn du dachtest, AI macht Produktmanager:innen überflüssig, warten hier ein paar ziemlich gute Gegenargumente auf dich.Unsere aktuellen Werbepartner findest du auf https://engineeringkiosk.dev/partnersDas schnelle Feedback zur Episode:

Episode Summary: In this episode of the Develop This! Podcast, host Dennis Fraise sits down with Aaron Brossoit, Partner & CEO, and Bethany Quinn, President of Golden Shovel Agency, as part of the Develop This! 2026 Crystal Ball Series. Together, they explore how the economic development landscape is rapidly evolving—and what professionals must do now to prepare for 2026 and beyond. The conversation dives into the game-changing role of artificial intelligence, the growing importance of community engagement, and why economic developers must become champions of their own organizations and regions. Aaron and Bethany discuss how communities often misdiagnose their challenges due to limited perspective, and why stakeholder engagement is essential for identifying real opportunities. They also unpack how websites are no longer standalone tools but part of a much broader digital and storytelling strategy that includes technology, virtual reality, and authentic community branding. Key themes include business retention and expansion, workforce attraction, and the rising importance of energy availability as a deciding factor for economic growth. The episode emphasizes that creativity, adaptability, and embracing technology are no longer optional—they are essential for stretching limited budgets and competing in a crowded marketplace. Key Takeaways Economic development is under increasing pressure from workforce and talent challenges. Artificial intelligence is transforming how communities market themselves and make decisions. Economic developers must actively champion their organizations and their missions. Stakeholder engagement is critical for accurately identifying community needs and barriers. Many communities misdiagnose their challenges due to a lack of an outside perspective. A website is only one part of a comprehensive economic development strategy. Technology can help stretch limited budgets and increase impact. Energy availability is becoming a major factor in economic growth decisions. Storytelling and digital presence are essential for showcasing community strengths. Creative solutions are required to attract both businesses and workforce in 2026 and beyond.  

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.

What's on your mind? Let CX Passport know...B2B customer experience is often treated like B2C with bigger contracts and longer sales cycles. That shortcut causes real problems. In this episode, Rick talks with Kári Thor Runarsson about why B2B CX needs its own thinking, its own metrics, and far more attention to relationships that quietly drift long before renewal.Kári has spent his career in B2B, including startups and non-tech industries, questioning borrowed frameworks and shallow measurements. The result is a grounded conversation about silence, contracts, commoditization, and why experience is often the only real differentiator left.Key TakeawaysB2B decisions involve multiple stakeholders with competing success metricsSilence is one of the strongest churn signals in B2B relationshipsNet Promoter Score breaks down quickly in complex B2B environmentsCustomer experience becomes decisive as industries commoditizeStartups often overestimate how well they understand customer dissatisfactionCHAPTERS00:00 Introduction and first Iceland-based CX Passport guest 02:00 Marketing and CX are more fluid than organizations admit 04:50 What B2B leaders misunderstand about customer experience 07:45 Silence, contracts, and how churn really starts 10:40 Stakeholders, misaligned objectives, and missed signals 14:20 CX maturity across regions and markets 16:00 First Class Lounge 20:30 Why CX matters most outside of tech and SaaS 24:20 Where B2C thinking hurts B2B CX efforts 27:00 CX advice for B2B startups 28:50 Where to find Kári and closing thoughtsGuest LinksKári Thor Runarsson on LinkedIn https://www.linkedin.com/in/karithor/Cliezen: https://www.cliezen.comListen: https://www.cxpassport.com Watch: https://www.youtube.com/@cxpassport Newsletter: https://cxpassport.kit.com/signupI'm Rick Denton and I believe the best meals are served outside and require a passport.Disclaimer: This podcast is for informational and entertainment purposes only. The views and opinions expressed are those of the hosts and guests and should not be taken as legal, financial, or professional advice. Always consult with a qualified attorney, financial advisor, or other professional regarding your specific situation. The opinions expressed by guests are solely theirs and do not necessarily represent the views or positions of the host(s).

This is a special edition of Five Things recorded in front of a live audience at the Metro North Health Nursing and Midwifery Excellence Showcase in November 2025. In this episode, Jesse flew solo as host and was joined by Kim Alexander a Professor of Cancer Nursing with Metro North and Queensland University of Technology. Kim's abstract for the showcase was related to her research work into nurses position in genomics and future individualised therapies. We used this as a case study to explore nurses role in innovation and adapting to unprecedented pace of change. Please enjoy Kim's Five Things: 1. The importance of embracing innovation 2. Evidence-based evaluation 3. Stakeholder engagement 4. Contextual fit and value 5. Implementation and evaluation

Host Stefan Lassnig begrüßt Gabriela Bacher (zugeschaltet aus den USA) und Sebastian Loudon. Ausgangspunkt des Gesprächs ist die Klausur „Acht Tische für die vierte Gewalt“, die im November 2025 auf Schloss Hernstein stattfand und Vertreter:innen aus Journalismus, Medienmanagement, Recht, Wissenschaft, Politik, Zivilgesellschaft und Brancheninstitutionen an einen Tisch brachte. Bacher schildert, wie die digitale Umbruchszeit, autokratische Tendenzen und die Fragilität der Medienfreiheit zur Idee führten, Medienfinanzierung und Medienförderung gemeinsam neu zu denken. Loudon beschreibt das bewusst unösterreichische Setting: nicht ORF und Verleger im Hinterzimmer, sondern 64 Stakeholder, die in wechselnden Tischkonstellationen Probleme, Wunschzustände und konkrete Maßnahmen für ein zukunftsfähiges Fördersystem erarbeiten. Die Gäste erläutern zentrale Resultate: ein einheitliches, politikfernes Förderwesen mit sturmsicherer Institution, ein Kriterienkatalog samt Selbstregulierung, mehr Fokus auf resiliente Geschäftsmodelle, eine Deckelung von Regierungsinseraten sowie die Einbeziehung der Creator Economy und von Neugründungen. Ein weiterer Schwerpunkt ist die Rolle von Big-Tech-Plattformen, die Notwendigkeit wirksamer Regulierung auf EU-Ebene und der Aufbau eines „European Public Open Space“ als Alternative zu US-Plattformen. Intensiv diskutiert wird außerdem, warum Medienkompetenz nicht nur Schulthema ist, sondern gerade für ältere Generationen zentral wird – und wieso ein starker, öffentlich-rechtlich finanzierter ORF mit verfassungsrechtlicher Absicherung als Bollwerk gegen autoritäre Angriffe gilt. Zum Schluss sprechen die drei über Reaktionen auf Hernstein – von Begeisterung bis zur „Praxisferne“-Kritik des VÖZ – und darüber, wie die Ergebnisse in die laufende Reform der Medienförderung unter Medienminister Andreas Babler einspeisen könnten, ohne der Politik einen fertigen Forderungskatalog zu diktieren.Links zur Folge:Acht Tische für die vierte GewaltBericht im „Standard“ zu „Acht Tische für die vierte Gewalt“Alles Journalismus, oder was? (Kriterienkatalog auf Seite 26)Presse-Aussendung des VÖZ"Kein Stein auf dem anderen in der Medienförderung (Babler)" - Standard-ArtikelPodcastempfehlung der Woche:Cat People Wir würden uns sehr freuen, wenn Du "Ganz offen gesagt" auf einem der folgenden Wege unterstützt:Werde Unterstützer:in auf SteadyKaufe ein Premium-Abo auf AppleKaufe Artikel in unserem FanshopSchalte Werbung in unserem PodcastFeedback bitte an redaktion@ganzoffengesagt.atTranskripte und Fotos zu den Folgen findest Du auf podcastradio.at

B2B relationships are rarely simple. Behind every account are buyers, end users, operators, and executives—each with different goals, pressures, and definitions of success. In this episode, we unpack how to design for roles, not just accounts, and how to anchor decisions to a shared definition of success everyone agrees on up front.We walk through a practical approach to role-based journey mapping, showing how to surface friction, clarify what success looks like for each role, and navigate competing priorities without politics. You'll hear how to spot misaligned incentives, rebalance when one team bears the cost while another captures the value, and use a clear North Star to make smarter trade-offs. We also get tactical on role-based communication—what executives, buyers, end users, and operators actually need to hear—and why your most important job is acting as a translator between metrics, outcomes, and real business impact.If you're juggling competing priorities inside complex B2B relationships, this conversation gives you a repeatable framework for alignment, decision-making, and momentum.Resources Mentioned:Take the CXI Compass® assessment -- CXICompass.comLearn more about CXI Membership™ and apply -- CXIMembership.comOrder your copy of Experience Is Everything -- experienceiseverythingbook.comExperience Investigators Website -- experienceinvestigators.comWant to ask a question? Visit askjeannie.vip to leave Jeannie a voicemail! (And don't forget to follow Jeannie on LinkedIn! www.linkedin.com/in/jeanniewalters/)

Meharry alumnus Dr. Brandon Morgan, founder of Iconic Orthodontics in Atlanta, sits down with Dr. James E.K. Hildreth to share how his journey through Meharry and Howard University shaped his commitment to serving underserved communities, launching a Medicaid orthodontic program and building a non-traditional practice centered on access and trust. The conversation explores the importance of mentorship, health policy, community engagement and the essential role creativity plays in closing gaps in dental care.  

It can be frustrating when nonprofit leaders and other stakeholders approach us demanding training to solve a problem. However, it's important to remember that people outside of learning and development don't always know which tools are available or which one is right for each situation, so they stick to the familiar. But it's our job as nonprofit L&D pros to diagnose the problem and offer the right solution.That's why in this episode, I'm sharing a quick diagnostic process to help you determine whether the issue brought to you is a training problem or if another solution will work better.▶️ Is This a Training Problem? A Quick Diagnostic Tool for Nonprofit Learning & Development Leaders▶️ Key Points:0:00:00 Why we often go for training as the solution0:04:19 Two questions to diagnose a training problem0:09:46 Navigating the diagnostic and stakeholdersResources from this episode: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!

Ever started a new job and realized the “real work” isn't just the work. It's learning the culture, the decision-making rhythm, and what success actually looks like? In this re-released best-of conversation, Dr. Shweta Miglani breaks down the small, practical moves that help you ramp faster, build credibility, and grow your career without burning out. Dr. Miglani shares how her journey began in journalism, pivoted through learning science and instructional design, and expanded into global talent management and organizational development—supporting leaders across industries and countries. Together, we talk about what separates professionals who thrive quickly from those who stay stuck: proactive communication, stakeholder mapping, clear expectations, and learning how to lead with both strategy and humanity. You'll hear actionable guidance for your first 90 days, how to make your one-on-ones count, and why emotional intelligence and cultural intelligence matter even more as AI transforms the workplace. If you're stepping into a new role, navigating a career pivot, or leading across cultures, this one will give you a playbook you can actually use. Main topics we cover: The #1 mistake people make in a new job—and how to avoid it How to prepare for one-on-ones so you're seen as a true partner Stakeholder mapping: the career accelerator most people skip Upskilling/reskilling + AI: what leaders must unlearn to adapt EQ + CQ: why “being more human” is the competitive advantage Dr. Shweta Miglani is a global talent and organizational development leader with deep experience across major companies, helping modern organizations build leadership, culture, and capability. She holds a doctorate in leadership development and organizational enablement and is the author of Navigate Your Career: Strategies for Success in New Roles or Promotions by Wiley press. Timestamps (approximate): 00:00 — BetterHelp + why support matters 01:30 — Why this best-of episode is back 04:30 — Shweta's career pivot and the mentor question that changed everything 13:30 — The biggest early-career mistakes in a new role 20:00 — What high performers do differently (prep, proactivity, follow-through) 30:30 — Talent development trends: skilling + AI 40:30 — EQ/CQ and leading “more human” in an AI world 52:00 — The one leadership move: lead with your values + clear expectations 58:30 — “Difference Maker” community: planning, stakeholder map, managing up Subscribe, leave a review, Subscribe to the podcast, leave a review, and share this episode with someone starting a new role or navigating a pivot. Your support helps the community grow and keeps these important conversations going. Connect with us: https://www.aworldofdifferencepodcast.com Linkedin YouTube Substack If you need professional help, such as therapy: https://www.betterhelp.com/difference If you are looking for your next opportunity, sign up for Lori's Masterclass on Master the Career Pivot: https://www.loriadamsbrown.com/careerpivot Difference Makers who are podcast listeners get 10% offf with the code: DIFFERENT Get 50% off your first 2 months with Riverside: https://riverside.cello.so/ErHyXrgXYn3 Learn more about your ad choices. Visit megaphone.fm/adchoices

The Centers for Medicare and Medicaid Services has finalized the 2026 Outpatient Perspective Payment System (OPPS) rule, with most policies taking effect on January 1, 2026. Jenna Stern, Vice President of Regulatory Affairs and Public Policy at Vizient, joins host Carolyn Liptak, Pharmacy Executive Director in Vizient's Center for Pharmacy Practice Excellence, to discuss key updates to payment policies, payment rates, and quality provisions affecting Medicare beneficiaries receiving care in hospital outpatient departments and ambulatory surgical centers.   Guest speaker:    Jenna Stern Vice President of Regulatory Affairs and Public Policy Vizient Host:   Carolyn Liptak, MBA, RPh  Pharmacy Executive Director Vizient  Verified Rx Host   Show Notes: 00:05 — Introduction Announcer welcomes listeners to VerifiedRx. Host Carolyn Liptak, Pharmacy Executive Director at Vizient, introduces the episode focus: the 2026 CMS Outpatient Prospective Payment System (OPPS) Final Rule. Guest: Jenna Stern, VP of Regulatory Affairs and Public Policy at Vizient.   01:12 — Overview of the OPPS Final Rule OPPS sets Medicare payment for most hospital outpatient services. Published annually (typically November), effective January 1. Covers payment rates, policies, quality programs, and compliance requirements. Note: CMS delayed enforcement of hospital price transparency requirements until April 1, 2026.   01:34 — Key Takeaways From the 2026 Final Rule Jenna's high-level insights: Hospitals will continue facing financial pressure in 2026. Modest payment rate increase combined with reimbursement-reducing policies. Expansion of site-neutral payment policies will be particularly impactful. Rule reflects emerging administration priorities shaping future policy.   02:21 — OPPS Payment Rate Update for 2026 CMS finalized a 2.6% OPPS schedule increase factor for hospitals meeting quality reporting requirements.   02:40 — What the 2.6% Increase means Based on: 3% market basket update –0.7% productivity adjustment Results in a modest net increase. Slightly better than the proposed 2.4% increase, though still viewed as inadequate. CMS estimates $8 billion increase in total OPPS payments compared to 2025.   03:37 — 340B Remedy Offset: Background From 2018–2022, CMS paid for 340B drugs at ASP –22.5%. Prior Supreme Court decision from 2022 found that CMS lacked authority to vary rates as finalized in prior rulemaking (e.g., without using drug acquisition cost surveys to inform policy).   04:13 — 340B Remedy Offset in the 2026 Final Rule CMS considered increasing the remedy offset from 0.5% to 2%. Stakeholders strongly opposed the increase due to hospital financial strain.   05:10 — Final Outcome CMS retained the 0.5% offset for 2026. CMS signaled that larger offsets may be proposed for 2027. This marks the first year the remedy offset takes effect,   06:00 — Site-Neutral Payment Policy: What It Is Concept: same service = same payment, regardless of site of care. Hospital concern: policy reduces hospital reimbursement without accounting for site of care differences, patient acuity, overhead, or service complexity.   06:15 — Site-Neutral Expansion in the 2026 Rule CMS expanded site-neutral payment to include drug administration services at excepted off-campus provider-based departments.   07:08 — Financial Impact Reimbursement aligns with Physician Fee Schedule rates. CMS estimates $290 million reduction in outpatient spending for 2026. $220 million of savings accrue directly to Medicare. Not implemented in a budget-neutral manner.   08:14 — Non-Opioid Pain Management Payments Temporary additional payments began January 1, 2025. Authorized under the NO PAIN Act (Consolidated Appropriations Act of 2023).   08:28 — What's New for 2026 CMS finalized the renewal of: 5 drugs 13 medical devices eligible for separate payment in HOPD and ASC settings. Per statue, payments available through December 31, 2027.   09:32 — Process Improvements CMS will allow more frequent consideration of new qualifying products (not limited to annual updates). Quality criteria unchanged; timing flexibility added. CMS released guidance on how stakeholders can engage for inclusion.   10:58 — OPPS Drug Acquisition Cost Survey CMS finalized plans to survey hospitals on acquisition costs for separately payable OPPS drugs.   11:21 — Why CMS Is Advancing the Survey Addresses Supreme Court requirements from prior 340B litigation. Aligns with White House Executive Order on lowering drug prices. Positions CMS to use survey data for 2027 rulemaking.   12:47 — OPPS Packaging Thresholds for 2026 Drugs and biologics: Threshold remains at $140. Diagnostic radiopharmaceuticals: Increased to $655 (from $630). Products below thresholds retain Status Indicator “N” (packaged payment).   13:26 — Why Billing Packaged Drugs Still Matters Even though not separately payable, hospitals must bill for packaged drugs. Billing data feeds cost reports used to calculate future bundled payments. Failure to bill can result in inaccurately low reimbursement.   14:14 — Elimination of the Inpatient-Only (IPO) List CMS finalized a three-year transition to eliminate the IPO list by January 1, 2029.   14:32 — Why This Change Is Significant IPO list historically ensured certain services were provided inpatient only. CMS emphasizes provider judgment in determining site of care. Raises concerns about: Patient safety Payer coverage changes Pressure to move services outpatient   16:28 — ASC Covered Procedure List Expansion CMS expanded the ASC Covered Procedure List. Enables more Medicare covered services to be performed in the ASC settings.   16:48 — Price Transparency: Still a Priority No major overhaul, but continued refinement. CMS exploring new uses of price transparency data beyond patient comparison.   17:46 — Most Critical Policies to Watch Jenna highlights: Modest OPPS payment increase Site-neutral payment expansion 340B remedy offset Drug acquisition cost survey Broader regulatory activity beyond OPPS   18:43 — Available Vizient Resources OPPS Final Rule Summary Government Relations & Public Policy Summaries  Advocacy   19:20 — Closing Carolyn thanks Jenna for her insights. Reminder to subscribe, like, and share feedback. VerifiedRx is produced by the Vizient Center for Pharmacy Practice Excellence.   Links | Resources:  Medicare Program: Hospital Outpatient Prospective Payment and Ambulatory Surgical Center Payment Systems; Quality Reporting Programs; Overall Hospital Quality Star Rating; Hospital Price Transparency; and Notice of Closure of a Teaching Hospital and Opportunity To Apply for Available Slots: Click Here CMS fact sheet on the Final Rule: Click Here Outpatient Prospective Payment System (OPPS) Drug Acquisition Cost Survey: Click Here Vizient Office of Public Policy and Government Relations final rule summary:  Click Here Final List of Qualifying Products for Separate Payment for non-opioid pain medications: (Table 136, pgs. 1138-1140)   VerifiedRx Listener Feedback Survey: We would love to hear from you - Please click here   Subscribe Today! Apple Podcasts Spotify YouTube RSS Feed    

THE ORIGINS OF CORPORATE RADICALIZATION AND STAKEHOLDER CAPITALISM Colleague Charles Gasparino, Fox Business correspondent and author of Go Woke, Go Broke. Gasparino discusses his book Go Woke, Go Broke, tracing the origins of corporate radicalization to the 2008 financial crisis and the rise of ESG and DEIinitiatives. He explains how asset managers like BlackRock's Larry Fink embraced "stakeholder capitalism" to enforce progressive changes while seeking profit and social adulation. NUMBER 1