Workplace Stories by RedThread Research

This week, we’re sitting down with Ron Storn, Chief People and Culture Officer at Truckstop, to discuss culture—how it forms, who owns it, and how it scales in growing organizations. We explore the relationships between systems, processes, and cultural values, and discuss signs of cultural breakdown and the keys to recovery. We also discuss how AI is reshaping workplace dynamics, hiring practices, and performance management, and Ron offers practical, research-based insights and strategies for understanding and supporting positive workplace culture. You will want to hear this episode if you are interested in...00:00 How company culture is formed09:19 Building strong HR and leadership systems11:54 Creating a positive culture for business success18:59 Scaling and preserving company culture22:53 Defining team behaviors and principles29:26 Aligning culture with decision-making32:13 Signs of a broken workplace36:50 Challenges with management and team culture41:45 Advantages of remote vs in-person work44:56 AI's impact on workplace cultureDefining CultureSome companies treat culture as little more than a list of values on the wall, disconnected from the day-to-day decisions and actions that define what it’s really like to work there. Ron believes culture is best understood as a set of shared behaviors, decision rights, and expectations to determine how a company actually executes its strategy when no one is watching. It’s how decisions are made, how people are hired or rewarded, and how work gets done when leadership isn’t in the room.In smaller organizations, culture often starts with a clear vision or set of norms, and systems are built around it. As organizations scale, systems and practices increasingly shape (and sometimes reshape) the prevailing culture, the challenge is finding ways to make culture systemic, woven into processes, rewards, and leadership behaviors, so that the company’s values endure as it grows.Who Owns Culture? Leadership, HR, and SystemsWhile HR is often perceived as the “owner” of culture, Ron believes it should be a shared responsibility, with ultimate ownership being at the very top. CEOs and founders define and embody desired cultural norms, while executive leaders model and cascade those norms through decisions and behaviors. HR’s role is to craft the mechanisms for how people are hired, evaluated, and developed to reinforce the company culture at scale. If only HR champions culture while leadership pays lip service or models different behaviors, culture will break down. Everyone, especially managers, must reinforce and live the culture for it to endure.Signs of Cultural Erosion and How to RecoverWhen culture unravels, it’s usually a gradual process, increasing decision friction, high performers becoming disengaged, and inconsistent behaviors creeping in across teams. If left unchecked, the result is a loss of trust, bureaucracy, and top talent walking out the door.Recovery is possible, but it needs radical transparency and recommitment.Ron recommends that organizations in crisis go back to their roots and principles, engaging teams in candid conversations about what must change. Leaders should model vulnerability, drive clarity on decision-making and expectations, and ensure every manager is accountable for rebuilding the cultural fabric. Resources & People MentionedTruckstop.com Connect with Ron StornRon Storn on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Strategic workforce planning is back, and not in a nostalgic “this trend is back around” kind of way. It is back because the old staffing model, react late, hire fast, hope the market delivers, is failing more often than it works. The biggest misunderstanding is still the same one: strategic workforce planning is not long-term headcount forecasting. It is not a spreadsheet exercise dressed up with better visuals. It is a business discipline that exists for one reason, to stop leaders from committing to strategies the workforce cannot deliver.In this episode of Workplace Stories, David Edwards, author of The Strategic Workforce Planning Handbook, lays out a definition of SWP that is refreshingly usable. Strategic workforce planning is workforce planning for the strategic things in the organization, not an attempt to plan the entire workforce. That single shift makes SWP more approachable, more realistic, and far more effective.If you have not listened yet, this is one of those episodes worth hearing end-to-end. The conversation is practical, occasionally blunt, and full of the kind of “this is what actually happens inside companies” detail that most workforce planning content avoids.You will want to hear this episode if you are interested in...[00:00] A clearer, more usable definition of strategic workforce planning.[00:43] Why SWP is back right now.[03:20] How SWP supports scenario thinking without false precision.[09:50] The questions SWP must answer to be useful.[11:40] Uncertainty, talent scarcity, and skills half-life as drivers.[14:30] Why SWP is an exercise in ambiguity, not certainty.[17:20] Why SWP works best as a business process, not an HR project.[20:05] What HR should do if it is not included in strategy conversations.[22:00] How to define “strategic” beyond leadership roles.[25:10] Why tasks matter more than skills for future work.[28:00] The contextual data missing from most workforce planning.[31:15] How AI forces better workforce planning questions.[41:20] What happens when SWP forces leaders to narrow priorities.[45:30] What to do when the business will not listen.[46:45] Why this work matters at the human level.Strategic Workforce Planning Starts With One Uncomfortable QuestionStrategic workforce planning becomes useful the moment it stops pretending it can predict the future. The real starting point is simple: Is the workforce fit for the organization’s future business purpose? That framing does two things immediately. First, it moves SWP out of the “HR process” bucket and into the “business execution” bucket. Second, it forces the conversation away from false certainty and toward risk, trade-offs, and feasibility.One of the most helpful parts of this episode is how clearly the conversation draws a line between strategic and long-term. Strategic does not automatically mean five years out. In some organizations, planning 15 months ahead is strategic compared to how they have historically operated. If you want the cleanest definition of SWP in the most human language possible, it is worth listening to the early part of the conversation where this is unpacked in real time.Why Workforce Planning Has ReturnedWorkforce planning always comes and goes. It resurfaces when the world feels unstable, and it fades when leaders believe they can hire their way out of problems.Right now, hiring your way out of problems is not working.There is too much uncertainty, and it is coming from too many directions at once. Geopolitical instability affects where work can happen. Talent shortages continue to constrain hiring. Skills decay faster than most organizations can reskill. Generational shifts are changing expectations around mobility and development. And technology is changing the shape of work itself.The point is not that leaders suddenly became more disciplined. The point is that the environment is forcing discipline.Strategic workforce planning is the response to that reality. Not because it gives certainty, but because it gives options. It gives a way to talk about what might happen without having to pretend anyone knows exactly what will happen.Strategic Workforce Planning Works When It Stops Being “HR’s Thing”A lot of SWP efforts fail for a predictable reason. They are treated like an HR deliverable. A report. A deck. A spreadsheet. A set of numbers handed over to leadership. Strategic workforce planning is not a deliverable. It is a business process. It is a feasibility process. It is a risk conversation. One of the strongest through-lines in this episode is the idea that HR must initiate this conversation, not because HR owns strategy, but because HR holds the missing information. HR knows things about recruiting realities, workforce behavior, retention patterns, internal mobility, and capability development that business leaders often overlook.But knowledge is not enough. The shift HR has to make is from reporting to synthesis. People analytics without business context is just numbers. When workforce data is layered onto business strategy, a story emerges. A small function may be revenue-critical. A demographic cliff may be coming. The external market may not supply replacements. The timeline may be unrealistic.This is where SWP becomes sharp.Strategic Does Not Mean Leadership OnlyMany organizations quietly turn strategic workforce planning into succession planning. They define strategic as director and above, focus on leadership roles, and build plans around titles. That is leadership continuity planning. It is not strategic workforce planning. Strategic workforce planning is about what is material. Sometimes the most strategic workforce segment is a small team of individual contributors with rare expertise and direct revenue impact. They may never appear in succession planning decks. They may not have high-profile titles. But losing them becomes a board-level issue the moment revenue drops or delivery fails. Skills Are Not the Answer, Tasks Are the Missing MiddleSkills still matter, but the skills conversation has gotten out ahead of itself. The problem is not that skills are irrelevant. The problem is that skills are being treated as the answer to a question they cannot solve. Skills describe people. Work is made of tasks. People use skills to perform tasks. That middle layer is what connects workforce planning to reality. This becomes especially obvious when AI enters the picture. AI does not simply change which skills people need. It changes which tasks exist, how tasks are performed, and which tasks no longer require a human at all. If an organization cannot describe how work is changing at the task level, the skills conversation stays abstract. It becomes a taxonomy exercise instead of a planning exercise .This is one of the most useful reframes in the conversation, and if you are wrestling with the skills-versus-tasks debate inside your organization, it is worth hearing how this is discussed in context.Workforce Planning Has to Include the Person, Not Just the SkillA skill taxonomy can tell an organization that someone has a skill. It cannot tell the organization whether that person wants to use it. Whether they have demonstrated it in real execution. Whether they are willing to take on leadership. Whether they just moved into a role and are still ramping. Strategic workforce planning becomes more realistic when it includes contextual data, not just skill labels. This is where SWP becomes less about classification and more about decision-making. It stops treating people like skill containers and starts treating them like human beings with preferences, histories, and constraints.HR Influence Requires Persistence, Risk Language, and Political SkillEven when HR gets the analysis right, many organizations still do not listen. That is not paranoia. It is often true. In environments where HR has historically been transactional, leaders do not expect HR to challenge strategy feasibility. They do not expect HR to raise uncomfortable risks. They do not expect HR to show up with options. Strategic workforce planning forces HR into a different posture. It requires HR to speak in the language of risk, to persist, and to get political when necessary. If one group will not listen, find another that will. Engage operational risk. Borrow credibility. Use the channels that the organization already respects. This is one of those episodes where the advice is not theoretical. It is practical, and it is the kind of thing HR leaders often need to hear said out loud.Connect With David EdwardsDavid Edwards on LinkedinConnect With RedThread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn Twitter

The way organizations think about artificial intelligence (AI) in the workplace has shifted dramatically over the past few years. While early conversations centered on isolated experiments and technological hype, organizations now face the much harder task of integrating AI into the fabric of how work gets done. We welcome Melissa Reeve, author of “Hyper Adaptive: Rewiring the Enterprise to Become AI Native,” to discuss what AI adoption really means for people, processes, and culture.Melissa tackles some tough questions about organizational complexity, shifting operating models, and the critical role of culture and systems thinking in successful AI integration. Listeners will get candid advice on starting small, experimenting with purpose, and preparing for the rewiring ahead. You will want to hear this episode if you are interested in...03:38 Integrating AI into organizations12:47 AI Native enterprise structure15:51 Dynamic AI governance framework18:58 AI implementation foundations23:56 Process mapping for AI integration29:44 Balancing efficiency and leadership focus37:02 Start small with value streams40:59 Innovative organizational funding models42:14 Starting a skills-focused organization47:03 Digital Twins in Product TestingNavigating the AI Revolution at WorkMelissa Reeve’s journey began on the factory floors of Toyota, learning firsthand how small process shifts can drive system-wide change. Building on years of research and influence from Lean, Agile, and DevOps practitioners, Reeve authored a five-stage maturity model she calls hyperadaptive, designed to guide organizations through the incremental steps needed to become truly AI-native.The five stages of Melissa's model:Foundation – Build organizational understanding of AI; create dynamic governance structures and clarify guardrails. Optimization – Identify and optimize business processes for AI interactions; move beyond basic experimentation. Agents & Automation – Develop and manage AI agents that execute tasks and processes autonomously. Rewiring – Shift organizational architecture from rigid hierarchies to flexible, value-stream teams funded and incentivized differently. Hyperadaptive – Fully sense-and-respond organizations capable of real-time adaptation.Melissa splits these into two main categories: Basecamp (the first three stages, where most companies currently operate) and the Emerging Frontier (rewiring and hyper adaptivity).Why Organizations Struggle with AI IntegrationAccording to Melissa, most organizations are stuck because they underestimate the support structures required for successful AI adoption. It’s not just about updating technology, in fact, 70-80% of AI success depends on people, culture, and processes, not algorithms. Companies often rush to deploy AI agents or experiment without a clear North Star, leading to pilot fatigue and an 80% failure rate. Many organizations haven’t even finished laying the foundational groundwork, such as establishing unified governance or mapping work processes.Another common pitfall is the tendency to try everything at once. Pressure for fast results drives teams to bite off too much, resulting in burnout and costly errors.Moving from Experimentation to Purposeful TransformationPlaying with AI is not a strategy. While experimentation is necessary, organizations must put bounds on these efforts, know why they're experimenting, what hypothesis they're testing, and what success will look like.One necessary precursor is getting to grips with how your organization actually works. Many leaders lack visibility into workflows, decisions, and skillsets, making process optimization difficult. Reeve suggests collaborative process mapping—sometimes supported by AI tools—to unlock tacit knowledge and identify where AI can augment or reinvent workflows.Organizing Around Value StreamsOne of the most transformative elements is the shift from function-based silos to cross-functional value stream teams. Melissa draws on examples from Toyota, Zappos, and Unilever—organizations that reimagine workflows, funding mechanisms, and team incentives to deliver value rather than preserve hierarchy. Dynamic budgeting, focused experimentation, and flexible team structures help organizations scale AI success without tearing up everything at once.Culture, Upskilling, and Durable SuccessAI’s impact will be decided by how well organizations invest in people. Unilever’s Future Fit program exemplifies this approach, aligning reskilling efforts to individual purpose and business needs. It’s not algorithms that set successful organizations apart, but their ability to create cultures and support systems that empower people to adapt, reinvent themselves, and thrive amidst change.Start small, experiment with purpose, invest in support structures, and prepare to rewire not just technology, but how your organization thinks about work itself. AI may be the catalyst, but people, empowered and organized around value, are the key to lasting transformation. Resources & People MentionedHyperadaptive: Rewiring the Enterprise to Become AI-Native Connect with Melissa ReeveMelissa M. Reeve on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Christine Crouch, Senior Director of Learning at General Mills, joins Workplace Stories to discuss a massive shift in how one of the world's legacy food companies approaches talent development. General Mills has recently transitioned to a centralized and integrated learning model.In this episode, Christine lays out one of the clearest cases for centralization we have heard. While efficiency is a benefit, she argues that the true drivers are decision-making power and better data. By unifying the function, General Mills gains a stronger view of learning activity and business needs, creating the strategic infrastructure necessary for the future of work.You’ll hear how Christine’s team manages to be centralized without losing the "local feel" through a robust Learning Business Partner model. She also details how centralization unlocks the ability to correlate learning metrics with talent outcomes like retention and performance. Finally, Christine shares her philosophy on AI, not as a replacement for human connection, but as a tool to elevate the human side of learning.You will want to hear this episode if you are interested in...[06:07] Background on General Mills and its culture.[07:00] The shift from decentralized to centralized L&D.[11:11] How to make centralization feel local to business stakeholders.[18:30] The Learning Business Partner model explained.[21:07] Correlating learning metrics with talent outcomes.[27:58] Managing "rogue purchases" in a centralized model.[34:20] Why AI will elevate, not replace, the human side of learning.[47:35] Piloting AI coaching tools like "Nadia".The Strategic Case for CentralizationFor many organizations, the move to centralize L&D is purely a cost-cutting exercise. However, Christine frames the shift at General Mills as a play for better data and strategic decision-making. A centralized function provides a unified view of the organization's needs, allowing L&D to prioritize investments that drive enterprise-wide capabilities rather than just solving isolated functional problems. As AI accelerates, this strong data infrastructure is what will allow the organization to distinguish between what people actually need to know versus what can be offloaded to technology.The Learning Business Partner ModelCentralization often brings the fear of losing touch with the business. General Mills solves this through the "Learning Business Partner" role, individuals who sit on the leadership teams of specific functions or segments but report back to the central L&D organization. These partners act as a bridge; they understand the HR strategy and business plans of their specific function while ensuring continuity with the broader enterprise goals. They are expected to be performance consultants first, identifying the root problems to solve rather than just taking orders for training.AI: Elevating the Human ElementChristine’s approach to AI is grounded in optimism and human-centricity. She believes AI will not replace the human side of learning but elevate it. General Mills is actively piloting AI for tasks like personalization, automation, and coaching via a tool called "Nadia," which acts as an "always-on" coach. However, Christine emphasizes that deep skill building, like change leadership, still requires human connection, peer discussion, and the ability to "read the room," skills that AI cannot fully replicate. Connect with Christine CrouchChristine Crouch on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

In this episode, Stacia and Dani sit down once again with Cole Napper, author of “People Analytics: Using Data-Driven HR and Gen AI as a Business Asset.” A year after his first appearance, Cole returns with bold insights about the seismic changes facing HR and people analytics, and why now is the time to rethink how we define value in the workplace.Cole argues that the future of HR depends on shedding its transactional skin and embracing a new, data-driven paradigm. He discusses why traditional models like Dave Ulrich’s COE framework won’t survive the decade, how organizations can “discorrelate” from market forces by proving business value, and why fear, not technology, is the biggest obstacle to transformation. With sharp humor and evidence from his own research, Cole makes the case for a redefined HR: one that blends human strategy with AI-powered intelligence to drive growth, not just efficiency.You will want to hear this episode if you are interested in...[00:00] Building a new HR paradigm in the Gen AI era.[06:00] Why people analytics hit its “identity crisis” after 2022.[12:00] How to prove HR’s business value beyond metrics.[19:00] The decline of the Ulrich HR model and what replaces it.[24:00] The future of AI-driven workforce transformation.[33:00] The tension between the HR and finance worldviews.[46:00] Why data infrastructure is suddenly “sexy” again.[52:00] Three possible futures for HR in the next decade.Building a New Paradigm for People AnalyticsCole’s new book calls for a reset in how organizations use data, not as an isolated reporting function but as a business accelerator. He reveals how people analytics can move from being “scorekeepers” to strategic partners by tackling the questions behind the questions: Why is it happening? What should we do about it? His message is clear, analytics must tie directly to revenue, cost, or risk reduction, or it’s just a hobby.The End of HR as We Know ItCole predicts that the Ulrich model, the long-standing HR framework of COEs, service centers, and HRBPs, won’t survive the coming decade. As generative AI automates much of HR’s transactional work, only the strategic and human elements will remain. He and the hosts debate what should stay human and what can be delegated to machines, exploring the fine line between technological efficiency and organizational soul.AI, Accountability, and the Future of WorkCole cautions that while AI’s potential is vast, it cannot replace human accountability. Drawing a parallel with the evolution of chess, he argues that AI will transform HR’s “game,” not erase it. The goal isn’t to align around AI as a tool, but to use it to unlock entirely new possibilities in how we work, learn, and grow.Infrastructure, Not IllusionFor all the hype, Cole reminds leaders that the foundation of AI success lies in data infrastructure, “the least sexy but most essential lever.” Without it, organizations risk failure in the next wave of transformation. Investing in data quality, architecture, and scalability today determines who thrives, or disappears, tomorrow.Resources & People MentionedPeople Analytics: Using Data-Driven HR and Gen AI as a Business Asset by Cole NapperConnect with Cole NapperCole on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn Twitter

Just two years ago, AI was a shiny new object in L&D, with most professionals dabbling in small pilots and content creation experiments. The latest findings reveal an inflection point: the majority of L&D teams are now actively using AI, not merely testing it.This week, on the podcast are Donald H. Taylor and Eglė Vinauskaitė, the minds behind a groundbreaking new report, "AI & Learning 2025: Race for Impact." We’re exploring the rapid changes AI is bringing to Learning and Development (L&D), from early experimentation to widespread implementation, and what it means for the future of work.In this conversation, you’ll hear about the three distinct futures for L&D departments, how AI is moving beyond simple content creation into qualitative analytics and adaptive learning, and why team culture and leadership are crucial for success. We also dig into some big philosophical questions: How do we keep humans at the center of tech-driven workplaces? And how will AI reshape the very definition of value in L&D?This episode is packed with insights, data, and stories from organizations at the forefront of change. So, get ready to rethink how learning happens and how impactful workplace transformation can be.You will want to hear this episode if you are interested in...[00:00] How AI is transforming Learning and Development.[05:40] Transition from experimentation to mainstream implementation of AI in L&D.[13:31] Debunking the maturity model.[16:03] AI integration culture in organizations.[25:07] AI's impact on L&D values.[38:54] Necessity for L&D to demonstrate clear impact and unique value beyond content.[47:36] Leadership Beyond the L&D silo.[52:25] Introduction of the “transformation triangle”: three potential strategic futures.The Rapid Evolution of AI in L&DAI usage still predominantly supports content creation and design, but there’s an intriguing rise in more sophisticated applications, especially data analysis, dynamic feedback, and even AI-driven coaching. For L&D leaders, the big question is no longer “should we use AI?” but “how can we use it to unlock deeper value for our organizations?”What Sets Successful L&D Teams Apart?A critical insight from the report is the role of mindset and organizational culture in successful AI adoption. Teams thriving with AI aren’t necessarily bigger or better-resourced; they are “open” teams, led by individuals who embrace risk, imperfect information, and proactive change. These leaders are comfortable experimenting without knowing all the answers, an essential trait for the current landscape.True transformation requires more than tech skills; it demands business acumen, a robust understanding of performance, and an ability to integrate learning with business strategy. L&D teams must move from being passive order-takers to strategic partners, actively shaping how people develop and perform.AI: Threat or Opportunity for Traditional L&D Roles?For some, the rise of AI in learning is unnerving. Tasks once considered core, like instructional design or content creation, can increasingly be automated, often cheaper and faster than before. Taylor cautions that unless L&D professionals shift their value proposition from content production to driving true impact, their roles risk being diminished or redefined.But there is an opportunity for L&D to expand its influence. Rather than being relegated to the background, teams can now focus on performance support, skills stewardship, and facilitating human growth, areas where strategic thinking and deep expertise are critical and cannot be automated away.Three Futures for L&D: Skills Authority, Enablement Partner, Adaptation EnginePerhaps the most provocative segment of the episode introduced three possible “futures” for L&D roles in the AI era:Skills Authority: L&D becomes the custodian of skills, owning skill taxonomies, plumbing, and strategic workforce development. This future demands advanced expertise in identifying, building, and tracking capabilities crucial to business success.Enablement Partner: Here, L&D empowers employees across the organization to create their own learning solutions. The team shifts from direct content delivery to building infrastructure, processes, and trust, letting expertise flourish where it’s needed most.Adaptation Engine: The most radical scenario, where L&D is absorbed into cross-functional teams focused on rapid business adaptation. Learning professionals blend with design, tech, and operations to solve holistic problems, making learning indistinguishable from broader performance improvement.While AI will eventually become as invisible as electricity, the human element in learning, facilitation, creativity, and stewardship remains paramount. The priority for leaders now is to harness AI thoughtfully, ensuring it serves genuine learning and performance goals rather than just delivering faster horses. Resources & People MentionedAI in L&D: The Race For ImpactAI in L&D (4 Reports) Connect with Donald H. Taylor and Eglė VinauskaitėEgle Vinauskaite on LinkedIn Donald H Taylor on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

On the show this week, Nadia Uberoi, Head of People at Garner Health, joins us to explore how HR can move beyond compliance to become a solution-centric and outcome-driven function, aligning closely with the business’s mission and deliverables.Nadia shares practical details on how Garner Health has developed agile people systems and cultivated a high-candor culture rooted in real-time feedback and organizational transparency. We discuss how conscious alignment between HR and business strategy depends on both robust systems and hiring people with the right agile mindset.You’ll hear more about Nadia’s unique approach to performance management, Garner’s decision to publicly share 360 feedback, and how a culture of candor empowers everyone, not just HR, to take ownership of change. Nadia also offers an inside look at the mechanics of building and scaling an intentional organizational culture, and the lessons she’s learned from fast-growing companies.You will want to hear this episode if you are interested in...[05:16] Aligning HR with business strategy and high candor cultures.[07:28] Seeking CEO buy-in for strategic alignment.[10:37] Balance short-term solutions and long-term infrastructure planning.[13:48] Focus on continuous improvement and clarity of responsibilities.[21:23] Quarterly planning with smaller, manageable initiatives enables better adaptability and faster impact.[29:04] Real-time feedback improved HR-business alignment by enabling quick adjustments.[33:31] Real-time feedback and collaboration enable immediate improvements.[48:22] Intentionally build and systematize culture for business impact.Resources & People MentionedPrinciples by Ray DalioLatticeGarner Health Connect with Nadia Uberoi Nadia Uberoi on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Dr. Serena Gonsalves-Fersch, Global Head of Talent and Academy, shares her refreshingly candid perspective on the evolving role of Learning and Development (L&D) in today’s organizations.You’ll hear her challenge traditional approaches to employee learning, advocate for seamless integration between learning, talent, DEIB, and performance, and call out industry complacency.Serena also shares how her small but mighty team serves 14,000 employees across the globe by staying closely attuned to actual business needs and leveraging the power of data and AI—not just for content creation, but for true predictive insights.Listen in for a fascinating discussion that covers everything from the purpose of L&D, how technology is reshaping talent strategies, to the importance of connecting learning directly to organizational impact. You will want to hear this episode if you are interested in...[00:00] Integrated learning & talent strategy.[09:10] Rethinking organizational learning approaches.[21:47] Defining HR's role in automation.[29:04] Streamlining your learning and development team.[31:23] Creating GCP learning journeys.[34:49] Diversity, equity, and inclusion (DEI) in workplace policy.[40:34] AI's Role in boosting efficiency and elevating humanity.[47:08] Organizations as continuous learners.Resources & People MentionedCurious Advantage by Paul Ashcroft, Simon Brown and Garrick JonesThe 70:20:10 InstituteLori Niles-Hofmann on LinkedInJay Wetterau on LinkedIn Nigel Paine Learning Technologies Awards Connect with Dr. Serena Gonsalves-FerschDr. Serena Gonsalves-Fersch, FLPI on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Many organizations see learning and development (L&D) as a cost center rather than a strategic driver of value, but what if that mindset is costing them far more than they realize?In this episode, Dr. Keith Keating explains why we’re moving from a “knowledge economy” to a “value economy,” where it’s not what we know but what we do with it that matters.He shares practical ways for L&D teams to make their impact visible, bridging the disconnect with CFOs and earning a seat at the strategy table. Through his own journey from high-school dropout to Chief Learning Officer, Keith challenges learning leaders to see themselves as problem-solvers and value creators. He offers frameworks like the Value Creation Compass to help map L&D’s role in business growth, resilience, and customer value, showing that when L&D stays hidden, organizations lose far more than training budgets: they lose adaptability and talent. You will want to hear this episode if you are interested in...(00:00) Intro.(00:22) Keith’s background and why his book matters.(04:58) The shift to a value economy for L&D.(08:50) Keith’s personal journey from dropout to leader.(15:10) Economic, personal, and societal value explained.(19:30) Four key disconnects between L&D and CFOs.(25:40) The Value Creation Compass model.(39:20) Risks if L&D’s value stays hidden.Resources & People Mentionedhttps://www.bdo.ca/en-ca/Hidden Value by Dr. Keith KeatingConnect with Dr. Keith KeatingConnect with Dr. Keith Keating on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

In this episode of Workplace Stories, Dani Johnson talks with Cher Murphy, Partner, Head of People+Talent Practice at ON Partner, founder of The Murphy Advisory, and faculty member at Pepperdine and the University of Michigan. Drawing from her deep experience in executive coaching and leadership development, Cher shares how leadership is evolving in response to rapid technological, political, and organizational change. She emphasizes that while AI and data can enhance decision-making, human traits like discernment, empathy, and the ability to communicate clearly remain irreplaceable. Leaders today must move from a mindset of control to one of clarity, especially as strategic planning windows shorten and collaboration across functions becomes essential.Cher also reflects on the erosion of trust in organizations and how leaders can rebuild it through transparency, consistency, and shared logic. She introduces the concept of leadership as a system—not just a set of traits—which, when embedded across all levels of an organization, can outlast any one individual. The conversation touches on the future of leadership development, the convergence of people functions, and how leaders can balance data and intuition to make better decisions. Ultimately, Cher makes a compelling case that strong leadership is still—at its core—a deeply human endeavor.You will want to hear this episode if you are interested in...(00:00) — Intro & Cher’s background(04:00) — Leadership mindsets, speed, and trust(12:00) — Rebuilding trust & communication challenges(20:00) — Structural shifts and cross-functional collaboration(26:00) — AI’s role, human skills, and decision-making(32:00) — Universal leadership traits & leadership as a system(39:00) — Succession, culture fit, and final reflections on meaningResources & People Mentionedhttps://www.onpartners.comhttps://www.jeffwetzler.comConnect with Cher MurphyConnect with Cher Murphy on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Many teams don’t realize how much time their people are losing to repetitive tasks and clunky systems. From filling out HR forms to bouncing between platforms, what’s called “employee experience” often adds up to unnecessary friction. The real problem? No one’s questioning whether those steps need to exist at all. There’s an unspoken assumption that better design means more interface, more features, more engagement. But what if the most valuable tech quietly solved problems in the background, no logins, no dropdowns, no disruption?Josh Novelle, Global Head of People Solutions at Convatec, argues that it’s time to rethink how we define value in HR tech. In his world, the best tools don’t ask people to step out of their workday to interact with them, they fit invisibly into the flow. He points out how incentives from vendors often run counter to what organizations need, and how this misalignment quietly drains productivity. From nudging employees to use their leave before burnout hits, to questioning why booking time off isn’t already embedded in your calendar, he challenges long-held assumptions with clear, practical alternatives.This conversation goes beyond tool choices. It raises a bigger question: what if your systems could work together behind the scenes to deliver support without demanding attention? As the boundaries between work, systems, and experience blur, the teams that win won't be the ones with the flashiest platforms. They'll be the ones who make their tech nearly disappear. You will want to hear this episode if you are interested in...(00:00) Redefining employee experience beyond HR systems.(08:50) Choosing tech partners and surfacing vendor misalignment.(18:00) The rise of headless tech and middleware's quiet power.(27:10) Subtle interventions that reduce burnout.(35:00) Where AI fits into employee experience.(44:30) Why leadership development fails without operational alignment.Resources & People Mentionedhttps://www.convatecgroup.comhttps://www.learningtechnologies.co.ukConnect with Josh NovelleConnect with Josh Novelle on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

HR teams have more data than ever, but many still rely on guesswork when it comes to people decisions. In this episode, we unpack the rapid growth of the people analytics tech market, which ballooned from $1.7B in 2019 to $8.1B by last summer.Hosts Dani Johnson, Stacia Garr, and Priyanka Mehrotra walk through how this market has evolved, what’s driving investment, and why the demand for better-connected, more useful insights keeps rising.We also dig into what’s not working, like customer frustration, disappointing ROI, and the reality that AI in these tools often overpromises and underdelivers. Whether you’re brand new to people analytics or looking to uplevel your HR tech strategy, this episode will help you move from “hoping for the best” to truly leading with insight. You will want to hear this episode if you are interested in...(0:00) Setting the stage: Why people analytics tech is worth revisiting.(4:31) The market’s growth from $1.7B to $8.1B, and what’s fueling it.(8:31) Three big shifts: use cases, democratization, and ethics.(13:40) Pandemic-driven surge: Why execs finally cared about people data.(14:57) What vendors are getting right: Partnerships and practical AI.(23:25) Where vendors are falling short: UX, ROI, and unmet promises.(29:30) The near-term future: Middleware, consolidation, and embedded insights.(36:00) AI expectations vs. reality: Trust, risk, and what vendors still miss.Resources & People MentionedVisier – https://www.visier.comCulture Amp – https://www.cultureamp.comOne Model – https://www.onemodel.coConnect with Dani, Stacia, and PriyankaDani JohnsonStacia GarrPriyanka Mehrotra on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES