Workplace Stories by RedThread Research

Stacia Garr & Dani Johnson
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Workplace Stories is a podcast for HR and people leaders who are tired of noise and need clarity that actually holds up. It is hosted by Stacia Garr and Dani Johnson of RedThread Research. Each episode features candid conversations with practitioners, thinkers, and executives who are navigating real decisions inside complex organizations. Not hypotheticals. Not vendor promises. Real tradeoffs, real experiments, and real lessons learned along the way. You’ll hear how leaders are making sense of skills, AI, organizational design, and culture when there’s no clear playbook and pressure to show progress is high. The focus is always the same: what’s actually working, what isn’t, and what leaders are doing next. Workplace Stories helps you make sense of complexity, build credibility with evidence, and move from ideas to action with more confidence. Want to be part of the conversation? Join our community for free and connect with others shaping the future of work. Learn more about RedThread Research here: https://redthreadresearch.com/home 

  1. 9月2日

    Making Order Out of Chaos in L&D: Tracie Cantu

    In this episode, I welcome Tracie Cantu, Chief Learning Strategist and author of Running L&D Like a Business. We discuss the operational challenges facing today’s L&D teams, the critical distinction between workflows and processes, and the dangers of succumbing to “shiny object syndrome” in the era of AI. From the looming risk of a mid-level talent gap to predictions about the future of L&D itself, our conversation offers practical frameworks, strategic advice, and a glimpse into what it will take for learning leaders to thrive in an uncertain future.   You will want to hear this episode if you are interested in... 06:39 Optimizing learning function operations08:14 Defining workflows vs processes16:33 Evaluating investment value in L&D18:35 Using the ‘5 Whys’ method24:29 Discussing the problem-solving mindset30:09 Training models and workforce readiness36:45 AI in talent acquisition and L&D challenges43:09 Expectations and projections for L&D's future The Power of Process Over Workflow Traditionally, L&D departments have been highly reactive—responding to requests, putting out fires, and churning out solutions, often without a clear line of sight to business goals. Tracy sees L&D as an optimizer of systems more than anything. She distinguishes between workflows—a series of tasks, often repeated for each new problem—and processes, which are more strategic, goal-oriented, and repeatable across scenarios. Many L&D teams are stuck in workflow mode, leading to reinventing the wheel rather than building scalable, impactful models. Processes enable organizations to rise above reactive task management, free up resources for strategic initiatives, and lay the groundwork for measuring real business value. People, Processes, and Technology Tracie’s operating model blueprint has three pillars—people, process, and technology: People: Are the right skills in the right roles? Or are teams over-indexed in content production but lacking capabilities in data and strategy?Process: Are you operating by checklists or by cohesive, strategy-backed processes that align to business goals?Technology: Do your tools work together as an ecosystem, or are they siloed, duplicating effort and data? L&D teams often falter at the process stage where prioritization, governance, and strategic trade-offs live. Without this backbone, even the shiniest technology will fail to deliver. Why AI Isn’t a Silver Bullet Too often, L&D falls prey to “shiny object syndrome”—embracing new technologies before understanding whether they solve any actual problem. Tracie shares the story of a company that spent half a million dollars on VR headsets for employee training, only to realize that what the team needed was human interaction and real feedback, not another gadget. Lots of organizations see AI as a means to crank out content faster, rather than as a tool to fundamentally rethink how we solve business challenges. For AI or any new tech to really be transformative in L&D, the back end—data, processes, and governance—needs to be tight. Otherwise, as Tracie says, “garbage in, garbage out, only louder with AI.” The Future of L&D Tracie shares why she thinks L&D may be split into a production-focused function in the future, essentially an in-house content shop, and a more strategic workforce enablement team, possibly absorbed into talent or HR. The risk is that as organizations cut costs and chase efficiency, they neglect long-term skills development, creating a skills dearth by 2032. Who will be responsible for upskilling and reskilling when L&D is gone? If L&D disappears, the job may fall to talent acquisition or management, but neither is equipped to oversee ongoing learning at scale. L&D professionals who embrace business partnership, systems thinking, and continuous reinvention can still carve out vital space within organizations. The path forward requires tough choices—rethinking team structure, adopting true process discipline, and resisting the allure of fast fixes.   Resources & People Mentioned Running L&D Like a Business Shock of the New: The Challenge and Promise of Emerging Technology by Chad Udell and Gary Woodill  Range: Why Generalists Triumph in a Specialized World by David Epstein Rep. Liccardo Introduces SKILL Act to Prepare Workers for AI-Driven Job Market ShiftsConnect Education To Jobs And Create An AI Workforce Transition PlanMEEK - Fabulous (Official Video)  Connect with Tracie Cantu Tracie CantuTracie M. Cantu on LinkedIn  Connect With RedThread Research Website: RedThread ResearchOn LinkedIn Subscribe to WORKPLACE STORIES

    Making Order Out of Chaos in L&D: Tracie Cantu

  2. 8月19日

    Rethinking DEI Paradigms: Jennifer McCollum

    This week on the podcast, we welcome Jennifer McCollum, President and CEO of Catalyst and author of the new book Men at Work: The Roadmap to Gender Partnership. Jennifer shares her perspective on whether true gender equity in the workplace can be achieved without fully engaging men in the solution. We dig into the data showing that modern workplaces are failing not just women, but men as well—fueling rigid expectations and limiting everyone’s potential. We discuss Catalyst’s new earned universalism framework in response to legal and societal shifts, and discuss practical strategies HR and talent leaders can use to advance inclusion, even as DEIB functions are restructured or absorbed into other parts of the business.  You will want to hear this episode if you are interested in... [00:00] Discussing gender equity strategies[07:09] Catalyst's workplace research and commitment[12:52] Work-life stress and gender expectations[16:50] Evaluating post-E.O. impact study[18:23] Balancing inclusion and flexibility[20:54] Focus shift from metrics to fairness[26:27] Promoting equal parental leave[33:28] Leadership and cultural transformation[39:48] Changing organizational culture for managers A Universal Approach to Inclusion Can Transform Work for Everyone For decades, the chief narrative was that workplaces weren’t built to support women. But Catalyst’s research is now surfacing a broader truth: many modern work environments also fall short for men. Data from their studies reveal that 82% of men feel immense pressure to conform to traditional “man box” stereotypes—such as competitiveness and emotional restraint—while 87% long for more freedom to express traits like empathy and kindness. Crucially, this “man box” doesn’t just restrict individual men. Because men still comprise much of senior leadership, these norms perpetuate rigid, stifling workplace cultures that limit everyone. Introducing Earned Universalism: Catalyst’s New Inclusion Framework Faced with mounting political and legal pressures—such as recent executive orders impacting DEI practices—many organizations are anxious about how to maintain progress without running afoul of the law. In response, Catalyst, in partnership with NYU’s Meltzer Center, introduced the concept of earned universalism. This framework acknowledges the paradox between the desire for inclusion that serves everyone and the need to support those long disadvantaged by systemic barriers. The idea is not to abandon equity, but to earn the right to universal policies by first removing specific barriers holding marginalized groups back.  Practical Steps for HR Leaders With DEI departments being restructured and relabeled in many organizations, HR leaders face unique challenges. The key is to integrate partnership skills—such as curiosity, courage, accountability, and allyship—into broader talent, culture, and leadership development programs. Jennifer outlines a 5B framework for building gender partnership: Begin with You: Start with self-reflection and awarenessBreak Down What’s Not Working: Address both individual and systemic obstaclesBuild Up What’s In It for Men: Explicitly communicate how everyone gains from equityBridge the Gender Gap: Model and drive behaviors that close divides at all levelsBring Humanity to Work: Foster real human connection and openness. Workplace equity isn’t about ceding ground or ticking boxes; it’s about pushing past old dichotomies and building cultures where all people belong and can contribute fully.   Resources & People Mentioned Men at Work: The Roadmap to Gender Partnership by Jennifer McCollum Lean In by Sheryl SandbergIn Her Own Voice: A Woman's Rise to CEO by Jennifer McCollumMcKinsey's Women in the Workplace reportRisks of retreat: The path forward | Catalyst  Connect with Jennifer McCollum Jennifer McCollum on LinkedIn Connect With RedThread Research Website: RedThread ResearchOn LinkedIn Subscribe to WORKPLACE STORIES

    Rethinking DEI Paradigms: Jennifer McCollum

  3. 8月5日

    Why Pulling Beats Pushing in the Modern Workplace: Benjamin Granger

    Leadership is often the deciding factor in whether organizations thrive or falter, but the way we lead matters even more. In the latest episode of Workplace Stories, Dr. Benjamin Granger, Chief Workplace Psychologist at Qualtrics and author of A Leader Worth Following, explores why so many organizations still default to dominance-based leadership, and what it means to build cultures that reward prestige-based approaches instead. Blending insights from evolutionary psychology, neuroscience, and years of workplace research, Ben shares his thoughts on how leadership styles shape employee experience and business success.  You will want to hear this episode if you are interested in... 00:00 Discussing Leadership Challenges and Trust06:21 Understanding organizational psychology07:30 Balancing theory and practical application14:50 Playing the power politics game20:00 Discussing organizational power shifts22:36 Operating under dominant leaders35:12 Handling Uncertainty as a Leader37:46 Influence of environment on behavior40:58 The impact of physical environment50:44 Focusing on honest feedback The Evolutionary Roots of Leadership Most social animals, including humans, establish hierarchies where certain individuals rise to the top. In non-human species, this rise is usually based on dominance: the biggest, strongest, or most aggressive become the alphas by imposing their will on others. Humans, however, have developed an alternative: prestige. Prestige-based leaders earn followership by demonstrating genuine competence and contributing to the group's well-being, prompting others to follow willingly rather than out of fear or obligation. Prestige is one of the things that makes us the most evolutionarily distinct. But despite its clear advantages, modern organizations too often favor dominance. Dominance works in the short term, it gets quick results, especially in high-pressure situations, but, like alphas in the animal kingdom, it’s always temporary and can be overturned by newer, stronger rivals. Why Organizations Default to Dominance Despite prestige-based leadership delivering better outcomes, structural pressures and cultural inertia mean that organizations still often rely on dominance. Environments that obsess over immediate results—hitting quarterly numbers, quick responses to crises—inevitably reward those who can “get it done now,” even if it means sidelining empathy, trust-building, or transparency. Organizations often pay lip service to soft skills, layering emotional intelligence and empathy expectations over systems fundamentally designed for command-and-control. This is backward, though, every organization exists to meet the needs of other people, and if it doesn't do that, it doesn't exist.  Building Prestige-Based Cultures Changing leadership norms starts with both organizational systems and individual behaviors.  Audit Your Core Values: Are they truly reflected in observable behaviors and environmental cues—from glass doors symbolizing transparency to real open Q&As in all-hands meetings? Measure What Matters: Don’t just reward outcomes; examine how results were achieved, looking for consistency with your stated values.Foster High-Fidelity Communication: In an age of automation and AI, preserve spaces for genuine human dialogue to counteract the erosion of trust and connection.Invest in Leadership Skills: Require training in rhetoric, body language, and executive presence for all leaders—not to polish surface impressions, but to deepen real influence and trust. The Future of Leadership in an AI World AI and automation are accelerating every aspect of business, but they also risk stripping away the very things that make organizations human. Rigid digital systems (like micromanaged expense policies) can signal distrust as surely as an angry boss. If organizations lean too heavily on these tools, they may unwittingly degrade the high-trust, collaborative communication on which true prestige-based leadership is built. As Benjamin says, “Mankind's greatest achievements have come about by talking, its greatest failures by not talking. All we need to do is make sure we keep talking”. Leadership for the future is about mastery of self and service to others, pulling people forward by example, not pushing them down by force.   Resources & People Mentioned Dr. Steve Hunt Josh Bersin Edgar ScheinStephen Hawking A Leader Worth Following: How to Master Yourself, Influence Others, and Create Exceptional Experiences by Benjamin GrangerSapiens by Yuval Noah HarariAn Integrative Model of Organizational Trust  Connect with Benjamin Granger Benjamin Granger on LinkedIn  Connect With RedThread Research Website: RedThread ResearchOn LinkedIn Subscribe to WORKPLACE STORIES

    Why Pulling Beats Pushing in the Modern Workplace: Benjamin Granger

  4. 7月22日

    Driving Workforce Agility at Scale: Maryjo Charbonnier

    When IBM spun off its infrastructure services business into Kyndryl, it created the largest public company spin in New York Stock Exchange history—launching with 90,000 employees and a daunting reality: 60% of customer accounts were unprofitable, and revenues were shrinking. Amid intense pressure to reset the trajectory, Kyndryl’s then-CHRO Maryjo Charbonnier architected a workforce strategy that prioritized people, data, and adaptability. On the podcast this week, Maryjo shares her expertise on how to build a skills-centric enterprise ready for an AI-powered future.  You will want to hear this episode if you are interested in... [04:22] Overcoming workforce skill challenges at Kyndryl[13:51] Defining company culture and values[16:45] Reducing and restructuring the workforce[24:58] Improving employee redeployment rates[31:05] Tackling vended labor challenges[38:21] Managing skills across job families[42:49] Finding allies in unexpected departments[52:10] Improving Kyndryl resource planning[53:02] Future workforce tracking challenges Building a Culture First, Systems Second While it may be tempting for HR to leap into systems and processes, Maryjo insists that everything should begin with culture and purpose. Kyndryl first articulated the culture they wanted to be by conducting research with customers and employees to distill the company’s values. These values of kinship, growth, restlessness, empathy, and devotion to shared success shaped the Kyndryl way and anchored every subsequent transformation, from talent architecture to performance management. Shaping the Workforce with Skills Data—Not Just Headcount Maryjo describes her central CHRO responsibility as keeping as many people employed as possible through responsible enterprise stewardship. That means managing the direct workforce and aggressively addressing contractor and vended labor. Instead of allowing easy backdoor entry for outsourced services when headcount was reduced, Kyndryl prioritized retraining and reallocating internal employees—a strategy that cut the vended workforce by 50% and drove up redeployment to nearly 80%. Critical to this approach was creating a unifying global job architecture and skills taxonomy, merging inventory across employees, contractors, and service vendors. This required overcoming system fragmentation and forging new alliances with procurement, IT, and legal to track all labor, however it came in, and create transparency across all workstreams. From Data Layers to Business Impact While a single-pane-of-glass HR system was the dream for Maryjo, the reality meant integrating financial, HR, procurement, and vendor management systems and building semantic layers that could track, reconcile, and translate skill data at scale. No single software suite could do it all, so success depended on building partnerships with IT and developing custom layers, predictive tools, and AI agents for matching talent to customer needs. Kyndryl anchored its use of AI in solving real business and customer problems rather than tracking individual productivity. The most important thing is to have someone ready to go with the skills that the customer needs to do that piece of work.  Resources & People MentionedEightfoldSkyHiveTechWolfWorkdayDave Ulrich  Connect with Guest Name Maryjo Charbonnier on LinkedIn  Connect With RedThread Research Website: RedThread ResearchOn LinkedIn Subscribe to WORKPLACE STORIES

    Driving Workforce Agility at Scale: Maryjo Charbonnier

  5. 7月8日

    Preparing Students for the AI-Driven Workplace: Michael Noble

    Artificial intelligence is transforming not just our workplaces, but the very nature of education and professional development. Our guest this week, Michael Noble, Vice President of Academic Program Development at Western Governors University (WGU), shares his views on how higher education can rise to the current moment, bridging the gap between academic learning, employable skills, and the changing needs of the workforce. We also dig into how WGU’s innovative approach might become a template for organizations and educational institutions navigating the AI era.  You will want to hear this episode if you are interested in... [00:00] Upskilling entry-level talent with AI[03:59] Integrating liberal arts with tech skills[09:34] Discussing higher education trends[15:36] Creating personalized skill-based curriculums[26:13] Leveraging WGU's alumni network[29:14] Challenges in employee development[31:43] Impact of AI on job training[35:17] Integrating philosophy into the curriculum[48:40] Specialization vs. flexibility[55:28] Finding fulfillment through creative work From Degree to Competency Higher education is experiencing a moment of reckoning around its relevance for today's job market. Traditional models have long focused on grades and credit hours, but WGU centers its model on competency-based education. Students demonstrate mastery of validated competencies—skills verified through rigorous assessment, rather than simply accumulating classroom hours or participation credits. This approach better aligns with employer demands, emphasizing what learners can actually do rather than what they have passively experienced. WGU’s adaptability has enabled it to cater to working adults seeking career advancement, and to students entering directly from high school, who now make up over 40% of its enrollment. By focusing on practical skills and direct assessment, WGU is closing the gap between academic learning and the immediate needs of employers, allowing for more individualized and efficient upskilling. The Power and Challenge of University-Corporate Partnerships With AI and automation taking over many entry-level tasks, companies and universities face a new imperative: how do we prepare new hires for roles that require immediate impact and advanced judgment, skipping the traditional ramp-up provided by routine tasks? We discuss WGU’s partnerships with companies like CVS Health, where tailored programs help pharmacy techs advance within the organization and are supported by real-time competency and skills data. Internships, micro-internships, and simulated externships emerged as critical solutions for giving students hands-on, relevant experience. Aligning incentives between corporations seeking skilled workers and universities eager to prove their graduates’ real-world readiness could radically reshape how both sectors approach workforce entry. AI as a Catalyst for Change in Learning and Development AI isn’t just changing what skills are needed, but how learning itself happens. WGU is embracing AI-native tools—virtual assistants for students, personalized learning feedback, and AI-assisted evaluation—to both scale quality learning and support the work of instructors and curriculum developers. This technological shift is also transforming the structure of learning and development teams. Specialists are becoming “augmented generalists,” using AI tools to speed up design, delivery, and personalization, but the need for deep expertise and sound judgment remains crucial. Just because something looks polished doesn’t mean it’s fully accurate or effective. Recognizing that many students lack the networking advantages of elite institutions, WGU is using its growing alumni network, piloting programs that help students connect with industry veterans, and offering achievement “wallets” to showcase their skills and experiences—key ingredients in leveling the playing field for career advancement.  Resources & People Mentioned Office of the President Scott Pulsipher Bryan Alexander: Georgetown University Ruth Bader GinsburgMidwest Innocence Project  Connect with Michael Noble Michael Noble on LinkedIn  Connect With RedThread Research Website: RedThread ResearchOn LinkedIn

    Preparing Students for the AI-Driven Workplace: Michael Noble

  6. 6月24日

    Three Paths for L&D in the Age of AI: Don Taylor & Egle Vinauskaite

    Learning and Development (L&D) is at a crossroads. As artificial intelligence (AI) accelerates changes in the workplace, L&D’s traditional stronghold—the creation and curation of content—is rapidly losing its strategic value. In this episode, I discuss the rapidly evolving intersection of AI and Learning & Development (L&D) with Don Taylor and Egla Vinauskaite. Our conversation explores how the AI “on ramp” has disappeared, leaving many L&D organizations feeling left behind, and highlights the importance of direction, not just decision, for real transformation.   You will want to hear this episode if you are interested in... [05:56] Early years of AI in L&D[08:16] Adapting to AI in Industry[18:44] Technological turmoil and AI evolution[20:29] Challenges in transforming organizations[25:40] Decision-making and organizational hierarchy[28:59] Importance of fieldwork and presence[37:42] Understanding Drag in L and D[46:49] Role of a Leader in Change[53:40] Activating independent organizational growth The Vanishing ‘On-Ramp’ and the Challenge of Catching Up The rapid evolution of AI in the workplace has created a new sense of urgency for L&D teams. In 2023, everyone was at the same starting line, experimenting with generative AI tools for the first time. Now, the landscape has shifted dramatically, with advanced conversations moving toward AI agents and full-scale workforce transformation. Those who didn’t jump on the AI bandwagon early are finding it increasingly difficult to catch up, with the “on-ramp” to entry effectively gone for newcomers. This sense of inaccessibility is causing some people to self-select out of L&D entirely, feeling left behind by the accelerating pace of change. The Disappearing Content Moat For years, L&D has built its identity around its expertise in content creation—the so-called “moat” that protects its value. But the rise of AI has reduced the barriers to creating effective learning content. Anyone can now create quality resources with minimal expertise, eroding the unique advantage L&D once held. Content can no longer be the cornerstone of L&D’s strategy. Instead, L&D needs to determine its new value proposition in a world where content is ubiquitous. The Transformation Triangle The Transformation Triangle proposes three potential futures for L&D organizations. Skills Authority: Organizations that pursue this path become the go-to stewards for everything related to skills in the business—tracking what skills exist, what’s needed, and how to develop them. They treat skills as a critical business asset and ensure the organization stays competitive by closing gaps efficiently. Enablement Partner: Acting as connectors rather than creators, these organizations focus on surfacing, amplifying, and distributing the expertise already embedded within the workforce. Their role is to ensure knowledge flows efficiently where it’s needed to elevate performance organization-wide. Adaptation Engine: The most transformative model, these teams see themselves as stewards of organizational adaptability. They diagnose and address performance issues as complex systems problems—sometimes solving them through learning, but often intervening through process or tool changes to maximize business impact. None of these are final destinations—organizations may move between them, combine elements, or adapt over time. Overcoming Structural, Cultural, and Capability Drag Achieving escape velocity from the gravitational pull of content-focused L&D isn’t easy. In the conversation, we identify three types of “drag” that hold teams back: Structural drag: Where L&D sits in the org chart and its direct authority.Cultural drag: Long-standing perceptions of L&D’s role as content creators.Capability drag: Skills and mindsets required to operate in new, more impactful ways. Successfully overcoming these drags and embedding new models into systems and infrastructure. ensures changes stick even as leaders come and go.  Resources & People Mentioned Learning Technologies in the Workplace by Don TaylorClaude CodeClaude CoworkMicrosoft CopilotOne of Each | Newsletter by NodesGlobal Sentiment Survey Connect with Don Taylor & Egle Vinauskaite Egle Vinauskaite on LinkedIn Don Taylor on LinkedIn  Connect With RedThread Research Website: RedThread ResearchOn LinkedIn Subscribe to WORKPLACE STORIES

    Three Paths for L&D in the Age of AI: Don Taylor & Egle Vinauskaite

  7. 6月10日

    Inside Hearst Networks’ Culture and Profit Revolution: Lucy King & Dean Possenniskie

    Organizational change is now a constant rather than a phase. Few stories illustrate this better than Hearst Networks’ journey, as shared by Dean Possenniskie, CEO, and Lucy King, Chief People Officer, on this episode of Workplace Stories. Moving from a legacy cable business into a diversified, higher-margin media powerhouse, Hearst proves that reinvention is possible not just for startups but for well-established companies with deep roots and long histories. Hearst, an organization with a legacy and heritage, and a willingness to continually reinvent itself, has adopted the “phoenix” metaphor to frame its transformation. They’ve made hard choices, like closing brands, exiting joint ventures, and even shutting offices, before expanding into new partnerships with giants like Sky, Amazon, Apple, and YouTube.   You will want to hear this episode if you are interested in... [07:59] Working in HR during transformations[12:36] Transitioning to full Hearst ownership[18:29] Crafting a purpose statement[21:12] Why it pays to implement a coaching mindset[25:30] Investing in learning and development[32:11] Defining company values and culture[37:08] Improving profitability and growth focus[39:16] Valuing autonomy and trust at Hearst[44:15] Encouraging innovation company-wide[47:14] Balancing governance with creative autonomy Culture at the Core Culture is often seen as a soft layer, a set of values on a wall, or the flavor of the latest offsite. Dean Possenniskie and Lucy King see it differently: culture had to be the engine of transformation, integral to performance and strategy. One of Dean’s earliest moves was to reposition the people and culture function away from finance, placing it directly alongside the CEO—a signal of culture’s importance as a business driver. The results speak for themselves. While revenues declined 20%, margins grew by more than 40%, and internal workplace surveys saw “great place to work” scores leap from 53% to over 80%. This wasn’t about being “nice,” but about creating a place where people could do their best work, take risks, and feel empowered. Building Change Muscle A core tenet of Hearst’s approach to transformation was empowerment at every level. Lucy describes removing archaic performance systems and replacing them with coaching-centered one-to-ones, helping managers foster a sense of ownership, capability, and resilience in their teams. The organization invested in professional coaching for anyone, at any level, who requested it, a significant commitment, but one tailored for maximum impact rather than blanket sameness. This was complemented with mentoring, leveraging technology to link senior leaders with mentees across the company. This “bottom-up” ethos even shaped their AI and technology adoption: rather than mandating tools from the top, creative, programming, and scheduling teams were given room to experiment and bring forward the solutions that actually worked for them. The Power of Purpose and the “Deal” Change is unsettling, and ambiguity can erode trust. To anchor their people, the leadership spent months articulating a purpose statement—a north star for decision-making and daily work. More boldly, they introduced “our deal,” a written two-way document explaining not just what the company expected from employees, but what employees could expect in return: support, development, and clear direction. Dean describes this as adult-to-adult relationship building. It’s about empowering personal leadership and ownership, backed by transparent communication—even when delivering hard messages or acknowledging failures. As they say, “we learn fast, not fail fast.”  Resources & People Mentioned About - HEARSTLeave Something on the Table: and Other Surprising Lessons for Success in Business and in Life by Frank Bennack The Problem with Change: And the Essential Nature of Human Performance Kindle Edition by Ashley Goodall Understand the network dynamics of culture'Sapiens' by Yuval Noah Harari Connect with Lucy King and Dean Possenniskie Lucy King | Hearst Networks EMEA Dean Possenniskie | Hearst Networks EMEA       Connect With Red Thread Research Website: RedThread ResearchOn LinkedInOn FacebookOn Twitter Subscribe to WORKPLACE STORIES

    Inside Hearst Networks’ Culture and Profit Revolution: Lucy King & Dean Possenniskie

  8. 5月27日

    How McKinsey Is Rewiring L&D for the AI Age: Heather Stefanski

    This week on the podcast, we welcome Heather Stefanski, Chief Learning and Development Officer at McKinsey & Company. We explore how organizations like McKinsey are reimagining employee development for the age of AI, shifting learning into the flow of work, focusing on systems and purposeful apprenticeships, and embedding L&D directly into workflow design. You'll also hear all about the evolving skill sets for L&D teams and the importance of updating how we measure development.  You will want to hear this episode if you are interested in... 00:00 Integrating development into AI assistants04:49 Heather's role at McKinsey08:32 Developing skills in the workplace16:08 Designing developmental workflows with AI24:56 Understanding skill proficiency levels26:25 Building agentic development solutions30:53 Assessing AI proficiency levels33:18 Future skills focus at McKinsey42:55 AI in performance evaluations53:13 Using AI for feedback and review Rethinking Language: Why Development Surpasses Training One of the first shifts Heather Stefanski identifies is a deliberate move away from talking about “training” or even just “learning.” Instead, McKinsey centers its L&D strategy on development, a more holistic approach that encompasses formal programs, feedback mechanisms, leadership modeling, and real-time experiences in the flow of work. For McKinsey, development is inseparable from business outcomes, and employee development is critical to the firm’s value proposition. This means McKinsey designs work intentionally to be developmental, combining upskilling, leadership building, and project experiences into a seamless ecosystem. Purposeful Apprenticeship Heather discusses embedding rituals, such as performance check-ins and feedback sessions, directly into core workflows to build a system grounded in purposeful practices. By standardizing these rituals, McKinsey can even quantify the impact of great teachers on advancement, and L&D becomes part of organizational culture rather than a siloed function.The New Learning Tech Stack One of the most exciting transformations is McKinsey’s ongoing work to blend learning seamlessly into technology-enabled workflows. Rather than relying solely on traditional LMS platforms, McKinsey is embedding learning designers into business teams that are building agentic workflows—AI-powered systems that guide, prompt, and provide real-time feedback as employees work. AI agents are being designed to do more than just increase productivity. Heather emphasizes that agents should also foster professional development by challenging users, prompting reflective questions, and offering immediate coaching. This shift pushes L&D professionals to evolve their skills, requiring fluency not just in instructional design but in data analysis and collaborative workflow engineering. What Skills Do Employees Still Need? As AI tools automate routine tasks, think aligning PowerPoint columns or data cleanup, McKinsey is strategically deciding what to stop teaching, redirecting focus to what keeps the firm distinctive: problem solving, judgment, metacognition, systems thinking, and authentic leadership. Purposeful abandonment of now-obsolete skills is as vital as doubling down on those that matter, ensuring development keeps pace with the shifting demands of knowledge work.  Resources & People Mentioned Lisa Christensen on LinkedIn mckinsey.comCursorCLO Lift Group  Connect with Heather Stefanski Heather Stefanski at McKinsey & Company Heather Stefanski on LinkedIn  Connect With RedThread Research Website: RedThread ResearchOn LinkedIn Subscribe to WORKPLACE STORIES

    How McKinsey Is Rewiring L&D for the AI Age: Heather Stefanski
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簡介

Workplace Stories is a podcast for HR and people leaders who are tired of noise and need clarity that actually holds up. It is hosted by Stacia Garr and Dani Johnson of RedThread Research. Each episode features candid conversations with practitioners, thinkers, and executives who are navigating real decisions inside complex organizations. Not hypotheticals. Not vendor promises. Real tradeoffs, real experiments, and real lessons learned along the way. You’ll hear how leaders are making sense of skills, AI, organizational design, and culture when there’s no clear playbook and pressure to show progress is high. The focus is always the same: what’s actually working, what isn’t, and what leaders are doing next. Workplace Stories helps you make sense of complexity, build credibility with evidence, and move from ideas to action with more confidence. Want to be part of the conversation? Join our community for free and connect with others shaping the future of work. Learn more about RedThread Research here: https://redthreadresearch.com/home 

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