Al Dea

The Edge of Work

The Edge of Work is a leadership and talent development consulting firm. We partner with organizations to develop their leaders and help employees gain the skills needed to drive performance in a changing world of work.

Offerings:
- Leadership Development (Managers, High-Potentials and aspiring leaders with a focus on the people side of management )
- Learning Programs (human skills, communication skills for all employees)
- Team and Culture Development (Team effectiveness and leading teams)

Founder

MBASchooled

First Round Fast Track

Mentor

The Muse

Leadership Coach

Salesforce

Product Marketing

Deloitte Digital

Management Consultant

MBA Product Marketing Intern

Deloitte

Undergraduate Government of Boston College

After serving for 3 consecutive years as an elected Senator I received 67% of the vote and was elected as our Student Body President; the first Asian-American Student Body President in the school's history. As Student Body President, I set the strategy for the 120-person student government and managed a $500,000 budget. I was a catalyst and facilitator of collaboration amongst students, administrators, and faculty members and led the  implementation of initiatives and programs in areas such as academic advising, student transportation, student athletic ticket policy, and student health and safety. 

I was recognized by Boston College Magazine as one of the 6 most impactful seniors in the class of 2010

Student Body President

Speaker, Facilitator, and Podcast Host - Helping Leaders and Employees Navigate the Future of Work

Talent, Leadership & Workplace Executive Coach, Speaker & Facilitator. Passionate about inspiring leaders to build organizations that develop and grow their people, and using new ways ways of working that bring employees together to achieve collective business outcomes.

I'm the Owner of The Edge of Work, a leadership development consulting firm, and partner with organizations to solve the following challenges:
- Designing and delivering leadership development programs to identify and build the next generation of leaders
- Training and equipping new managers on how to lead and develop their people in today's workplace
- Facilitating new ways of working and team effectiveness for leaders of cross-functional teams
- Supporting upskilling initiatives of key power skills for all employees (ex: influence, emotional intelligence, collaboration career management, communications)

My mission is to inspire leaders to build better and more human companies that unleash the potential and performance of their people. I do this by consulting leaders on workplace trends, and through leadership training, helping employees each day how to effectively navigate and thrive in today's workplace.

Previously, I worked at Salesforce and Deloitte Consulting helping Fortune 500 companies use digital technology to drive organizational transformation.

I'm interested in topics such as leadership, talent development, the future of work, & learning, culture, and people development. My work has been cited in publications such as The Wall Street Journal, MIT Sloan Management Review, Time, Fast Company, Inc Magazine, and The World Economic Forum.

In October I hosted a dinner in NYC with a group of talent and learning leaders. 

It was an evening of connection, conversation, and reflection about the workplace today, as well as the possibilities of what's ahead.

When I started The Edge of Work four years ago, my goal was to create space for dialogue about what’s new and next in the world of work and talent and learning, and how leaders can turn ideas into action and progress.

Much of that has happened through my consulting, speaking, and podcast, but this dinner was a chance to make that dialogue collective.

We explored the challenges and opportunities shaping our field: leading through constant change, reimagining things like change management, development, what it will take to collectively adapt as a profession.

In a world that moves fast and constantly demands our attention, I’m grateful for the  leaders who took the time to pause, reflect, and share ideas on how we can collectively move our field forward.

A big thank you to everyone who attended and contributed to the discussion, I look forward to the next one! (Thank you Tina Gupta, Emily Y. Lin, Julia Dranov, Irina M. Paullay, Mary T., Pelin Cebi, Jennifer Budveit, M.S., Rebecca Midura, Nicole Forward)

P.S. I’m planning to host more of these dinners in 2026. If you’re a talent and learning leader who’d like to join, send me a message and we'll alert you when we're in your city.

Talent, Leadership Development, and Workplace Connection Speaker, Facilitator, and Consultant. Passionate about empower leaders to build organizations that develop and grow their people, and using innovative ways of working that bring employees together to achieve collective business outcomes.

At my best when I'm tackling challenging problems, learning and helping others learn, connecting disparate ideas, making the complex simple, and inspiring others to be the best version of themselves.

Previously, I worked at Salesforce and Deloitte Consulting helping Fortune 500 companies use digital technology to drive organizational and business transformation. 

I'm interested in topics such as leadership & talent development, the future of work & learning, culture, and people development.

My work has been cited in publications such as The Wall Street Journal, MIT Sloan Management Review, Time, Fast Company, INC Magazine, and The World Economic Forum.

I advise organizations on their talent strategy, workplace culture and impact of technology innovation on their business, market, and industry.

Helping Organizations Develop Their Leaders - Leadership Facilitator, Keynote Speaker, Podcast Host

Last week, I spent most of my time in San Diego attending two conferences:

LinkedIn’s Talent Connect Summit and The Guild Opportunity Summit.

It was the first time I’ve tried to attend and speak at two major events in the same week, and while I came home with twice as many notes and ideas, I’ll save those insights for another post. 

For now, I want to share a few observations about the importance of making time and space to convene with others, be it a conference or in informally in your smaller circles.

In nearly every conversation I had last week, people talked about how complex, integrated, and challenging their work has become,  and how grateful they were for the chance to pause, pull up from the day to day and think more deeply. 

I see this again and again: creating space to reflect often leads to better insight than simply working harder or producing more.

I also appreciated how both events brought together people across different lanes, from workforce development, non profit, and higher education to learning, talent, and all across HR. 

Many leaders are great at looking north and south (up and down in their organizations) but forget to look east and west,  across functions/disciplines/perspectives 

When we do, it widens our aperture and helps us see problems in new ways, or see how others are tacking a similar problem from a slightly different vector, and generate better or more novel solutions.

And finally, the big takeaway: They require collective thinking and systemic effort. Whether you do that by attending a conference, connecting with peers, or simply reaching out to someone in a different function, make space to listen and learn from others.

So whether this serves as your permission slip to attend that next conference, or  a nudge to reconnect with someone outside of your function that haven’t talked to in a while, I hope it encourages you to pause, reflect, and look outward before diving back in.

#TalentConnect2025 #OpportunitySummit25 #TalentConnect

Spent the day at the Guild Opportunity Summit in San Diego connecting with leaders across corporate learning, workforce development, higher education, and the broader talent ecosystem.

Throughout the day, I've had numerous conversations with leaders about career mobility, skills and AI and heard from a number of speakers 

A few highlights that stood out:

➡️ Po-Shen Loh, Professor of Mathematics at Carnegie Mellon University and former coach of the USA Math Team, encouraged us to think deeply about what it means to be human in a world of AI. His mission is to create a world of humans who are truly “thoughtful,” both in the sense of being reflective thinkers and empathetic toward others.

➡️ Matthew J. Daniel of Guild and Ron Hetrick (Lightcast) introduced the new Talent Resilience Index, research that highlights the emerging skills shaping critical industries (including healthcare and tech) and how career mobility has evolved in organizations over the past decade.

➡️ Matthew Daniel and Jenny Simmons, VP, Global Head of Learning at Salesforce, shared a powerful case study on Career Connect, Salesforce’s career mobility platform. Using their 4R approach (Redesign, Reskill, Redeploy, and Rebalance), and as a result were able to improve internal career mobility scores by nearly 20 percentage points.


#OpportunitySummit2025

Kicking off my 5th LinkedIn Talent Connect Summit from sunny San Diego with hearing from Jay Shetty and Thasunda Brown Duckett (TIAA CEO & President) in the opening keynote 

The opening keynote hit on how change, and lots of it is on every leader’s mind. Jay and Thasunda shared a number of thoughtful insights on how to navigate the complexity of the moment, reminding us while leadership requires action, it starts with thoughtfulness, reflection, and clarity. Here are a few highlights

- Trust is about your willingness to understand the way that others wish to speak

- We say that we fear change, but what we fear is  leaving behind things that were once useful

- In a world that prioritizes the right answers, seek to ask the right questions 

- The necessity to build new systems for humans that flex, but not break 

#TalentConnect

Next week, I'll be in San Diego for LinkedIn's Talent Connect Summit!

I'm looking forward to connecting with other talent and learning leaders to talk all things talent, career mobility, AI and everything in between.

You can also come to my session alongside Brian Ong (VP, Recruiting, Google) and Edwige Sacco (Workforce Innovation, KPMG) on Wednesday Oct 22nd at 1:30pm where I'll be talking about "What Future-Ready Talent look likes in an AI-Driven World."

If you'll be onsite next week please let me know, I'd love to reconnect. 

And you can't make it and want to follow along on the action make sure to sign up for the Talent Connect Show to follow along from home!

A few more highlights from my final day at LinkedIn #TalentConnect2025:

➡️ Susan David, closed the conference with a powerful keynote reminding us that growth doesn’t come from forced positivity or avoidance, and that "discomfort is the price of admission to a meaningful life.

➡️ Having the chance to connect and catch up with some of the incredible LinkedIn team members who made this event possible, including RJ Fox, Rosanna Durruthy, and Anne McSilver - Thank you for what you do tmake this event possible

➡️ Finally met, in person, some talent leaders I’ve gotten to know virtually like Satu Salminen and Naphtali Bryant, M.A.

This was my fourth Talent Connect, and on the way home I found myself reflecting on the relationships this event has helped me build over the years. The people I’ve met here, those who’ve offered advice, encouragement, or support along the way, have been such an important part of this journey of my career

Grateful for this community, the conversations, and the connections. Already looking forward to next year!

I had a great time chatting with Rebecca Biestman and Marissa Andrada on How to Grow a Career of Impact” at the Guild Opportunity Summit here in San Diego

We dug into how talent and HR leaders who want to elevate their work and advance their careers can intentionally invest in their personal brand, not as self-promotion, but as a way to create visibility, influence, and impact for things that matter.

Rebecca and Marissa shared  insights on doing this with intention and authenticity, from learning to speak in the language others can hear, to building coalitions across the business, and advocating on behalf of your team and your people.

#OpportunitySummit2025

Kicking off my fall conference season with my third visit to the Charter Workplace Summit in NYC.

I’ll share a fuller recap of my fall conference takeaways soon, but here are a few ideas and conversations that stood out to me throughout the day

1️⃣ The Rise of The Chief Work Officer
In a conversation moderated by Jacob Clemente Parker Mitchell (Valence) and Amy Reichanadter (Databricks) explored how AI is pushing HR to reimagine and retool how work actually gets done,  creating new opportunities for collaboration between humans and machines.  One idea worth exploring is the idea that for many knowledge workers, work may evolve from producing outputs to evaluating outputs as technology takes on more execution.

2️⃣ Leading Through Change
In a conversation moderated by Jolen Anderson (BetterUp) Betty Larson (Merck) and Laura Fuentes (Hilton) shared perspectives on leading during times of change and uncertainty, and the reality sometimes of ongoing and/or concurrent transformation efforts. Betty reminded us that trust is essential, and fragile, and that rebuilding and renewing trust must be ongoing work when you inevitably get it wrong. She also shared an internal principle, “perfect when necessary,” as a guide for balancing Merck’s desire for perfection with progress /experimentation. 

3️⃣ Culture & Performance
Anna Binder (Ex-Asana), Samantha Simmons, SHRM-SCP (LPGA), and Katie Burke (Harvey) talked about the link between culture and performance,  and shared their own hot takes and red flags around their experience aligning culture and performance. A few worth repeating: how you treat people who exit, and how you treat people who meet (not exceed) expectations says more about your culture than anything else, and be wary of leaders who in today’s environment sound 100% certain about anything.

4️⃣ The AI and Early Career Question
Joseph Fuller provided a great summary of some of the recent research on how AI is impacting early-career talent. One study (Brynjolfsson) found that entry level roles in AI-exposed industries are being affected at higher rates,  while another (Fuller/HBS/BCG) suggests AI may help level the playing field for less experienced workers He also gave a fascinating sneak peak at some of his upcoming research on how AI will impact the "geometry" of work by industry/organization.

5️⃣ The Jobs and Skills of The Future
Kate Barney  (Smartly) and Bijal Shah (Guild) share two possible futures of approaches to worker skills: one driven by the rise of the generalist, where employees broaden their skillset/scope while rounding themselves out with AI usage, and the other centered on the T-shaped professional, balancing depth and breadth. 

Kudos to the Charter Team for putting on another great conference (Erin Grau, Massella Dukuly, Kevin Delaney, and team) and grateful for the chance to reconnect with friends and new friends in real life!

How do we grow the kind of workforce the future demands and that people deserve?

Next Week, I’ll be exploring this at Guild's Opportunity Summit in San Diego, where CHROs and business executives are reimagining how talent is valued, grown, and activated.

I'll be moderating a panel on how leaders can build a career of impact featuring Rebecca Biestman and Marissa Andrada, and interviewing leaders including Marquita Williams, Matthew J. Daniel and Kelly Harrison for an episode for The Edge of Work podcast.

If you'll be onsite next week in San Diego, please let me know, I'd love to chat!

"What does future-ready talent look like in an AI-Driven world?"

That's the question Brian Ong, Edwige Sacco, and I set out to explore in our Spotlight Session at the Linkedin Talent Connect Summit on Wednesday.

In a time when work is dynamic, complex, and constantly evolving, it would be naive to think any of us have all the answers. 

And during moments of rapid change, it’s easy to see the extremes on both sides, from full optimism to total pessimism. 

Our goal in this session was to explore what lies between those poles, of what we are seeing and doing, to offer possibilities. Here's a quick summary:

➡️ Brian shared how he and his leadership team at Google are reimagining what the recruiting function will look like in 2030, setting a clear north star for the future of talent acquisition and laying the groundwork for responsible AI adoption and change management.

➡️ Edwige shared how she and her team at KPMG, a business in the business of talent, trust, and resiliency, are trying to carve out conditions for humans to work to be able to  work toward their fullest human potential, alongside and supported by AI.

➡️ And I shared how attracting and developing future ready talent, starts with acting like a future-ready employer -  those employers who understand you can't attract or develop what you don't embody, and if you want talent that is proactive, agile, and intentional, you need to design strategies, systems, and tools that mirror those same qualities.

A big you to Anne McSilver for shepherding us through the process and experience and Stephanie Conway for being a great host, facilitator and emcee!

#TalentConnect2025

This summer, I interviewed 40 talent and learning leaders. One topic that came up in almost every interview: Change.

This isn't shocking or new, I'm sure it's true for all of us, regardless of industry, function, or role. But in every single conversation change surfaced - sometimes in obvious ways other times woven into broader or more complex/nuanced organizational challenges.

Rather than just to simply name "change" as the headline, I wanted to understand what this really looked like for talent and learning leaders. From those interviews, five different elements of change emerged:

1. 𝐓𝐫𝐚𝐝𝐢𝐭𝐢𝐨𝐧𝐚𝐥 𝐂𝐡𝐚𝐧𝐠𝐞 𝐏𝐫𝐨𝐣𝐞𝐜𝐭𝐬 - Think of these as your systems upgrades, process or program revamps, or rollouts that require changes to behaviors.

2. "𝐀𝐥𝐰𝐚𝐲𝐬 𝐎𝐧 𝐂𝐡𝐚𝐧𝐠𝐞" - This one was around building "organizational capacity" for continuous change, especially in industries that face constant iterations. This could mean enhancing or investing in a Change COE, building it as a function in your remit, or, revamping your tools and frameworks for change to be future ready. "The change management frameworks of the past were very helpful for a complicated world, but may not be as relevant a complex one" is something I heard.

3. 𝐂𝐡𝐚𝐧𝐠𝐞 𝐚𝐬 𝐚 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐫 - Embedding the ability/behavior to lead through uncertainty into your leadership models, frameworks and expectations. This often occurred, either due to the result of an industry shift, business model change, or desire to take a stab at what a "future-ready" leadership model looks like.

4. 𝐀𝐜𝐮𝐭𝐞 𝐯𝐬 𝐂𝐡𝐫𝐨𝐧𝐢𝐜 𝐂𝐡𝐚𝐧𝐠𝐞 - This was all about how do we balance the immediate change challenges, with long-term transformations that companies believe know will happen but will unfold over a longer time horizon. This could be something to the effect of: "A new CEO was brought in during the end of 2023 to help us transform our business model, and now has a dual mandate with figuring out how AI will be a part of that today, but also for the long term" - How do you find ways to invest in both, and balance the tension between the two?

5. 𝐋𝐞𝐚𝐝𝐢𝐧𝐠 𝐘𝐨𝐮𝐫 𝐎𝐰𝐧 𝐓𝐞𝐚𝐦 𝐓𝐡𝐫𝐨𝐮𝐠𝐡 𝐂𝐡𝐚𝐧𝐠𝐞 - The personal challenge that talent and learning leaders faced, of either, having to change themselves, or lead through team through disruption while navigating it personally.

In every interview, leaders described experiencing multiple (if not many) of these levers at the same time.

I’d love to hear your perspective: Do these resonate with what you’re seeing? Which of these levers are most present in your organization today?


PS - If this resonates, or you have an interest in reading The Edge of Work report: "Priorities, Perspectives, and Possibilities," please send me a message or leave a comment and I’d be happy to send you a copy.

What’s next for the talent and learning profession?

This summer and fall, I asked that question to 40 talent and learning leaders from Fortune 1000 companies.

Their insights shaped The Edge of Work Fall 2025 Priorities, Perspectives, and Possibilities Report: a look at what matters most right now, what’s emerging next, and possibilities for shaping the direction of the field 


Here are a couple of my favorite takeaways from these conversations:

➡️ The Two Timelines - Talent and learning leaders today are being pulled in two timelines at once. On one timeline, they’re focused on the here and now, delivering foundational (and often mundane) talent and learning impact work that keeps organizations running. On the other, they’re asked to prepare for a radically different future shaped by AI, agents, task/work reinvention, and human machine collaboration. The paradox isn’t just managing the scope, it's figuring out how to balance time, energy, and resources across them without losing sight of either. (IT went through something similar, a decade ago)

➡️ The Complexity of Change - Change is no longer really an event, it’s the context. Leaders highlighted 5 types of change they were facing, but my favorite was distinguishing between acute change (disruptions that demand immediate action) and chronic change (the ongoing, structural shifts shaping the workplace). Navigating both requires a new kind of operating: one that helps organizations respond with agility in the moment while also building the resilience to weather long-term transformations.

➡️ Barbell For the Future of The Profession - When asked about the roles that will be most critical for the future of talent and learning, leaders consistently pointed to a dual focus. On one side, professionals will need technology fluency skills in AI, data, and digital platforms to design scalable and adaptive solutions that drive a lot of how work gets done and how work evolves. On the other hand, they’ll need human-centered expertise, the ability to facilitate connection, design immersive experiences (not just learning experiences) and facilitate lasting behavior change. 

I’d love to hear your perspective: Do these resonate with what you’re seeing? What roles will be impactful or relevant in talent and learning in 5 years?

PS - If this posts resonates check out the highlights in the report that's attached. If this sounds interesting, let me know in the comments or leave me a message and we'll share a copy with you!

The Edge of Work Research Summary

Last month, I facilitated a leadership program with one of the topics focused on leading through change

One of the topics we talked about was the importance if intentional practices, or the moves as leaders we can use to “act” into the change we want to see 

During the session, I shared four of my favorite practices which I’ll share below (and would love to see yours)

🔹 Put on your own oxygen mask first: Before you can lead others through change, you need to get clear on how the change is impacting you. Self-awareness is a leadership superpower, especially in times of uncertainty. Ask yourself: What’s the nature of the change? How is it affecting your mindset, your work, your energy? What behaviors might you need to shift?

🔹 Find your roots: When everything feels uncertain, stability comes from within. Your roots might be your values, your purpose, your strengths, or the people who support you. Staying grounded helps you be the calm, steady presence others need.

🔹Focus on what's staying the same: Change often brings a sense of loss or chaos. But not everything changes. Naming what’s constant, your team, your mission, your principles, can reduce stress, increase clarity, and create a sense of calm.

🔹Meet people where they are: The "process of change" (frameworks, process, timelines) differs from the "experience of change," which is individual and personal. People "only see from their seat," so understanding their vantage point is crucial. Meet them where they are, and bring them on the journey for where you want to go.

What practices have helped you lead yourself or others through change?


#leadership #change

Four years ago, I started my Substack as a place to test ideas for my leadership programs, speaking, and consulting work. 

Over time, it’s become my lab for exploring leadership, navigating change, managing careers, and the impact of AI.

Since then, I’ve published 215 essays with a focus on practical, useful, and grounded in topics related to many aspects of navigating, leading and succeeding in the workplace today.

If I’m honest, I haven’t done a great job promoting this work. So today, I’m fixing that. 

Below, I’ve curated some of my favorite pieces, aka insights I believe will help you lead and navigate more effectively in a changing workplace.

𝐓𝐡𝐞𝐦𝐞 1: 𝐌𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐘𝐨𝐮𝐫 𝐂𝐚𝐫𝐞𝐞𝐫 
🖊 How to Run Career Experiments → http://bit.ly/4fxOerT
🖊 Growing Your Career in a world of AI → https://bit.ly/45D90lI
🖊 How to Manage Your Career in a Changing Workplace → https://bit.ly/3Jd3qic
🖊 My Favorite Career Development Resources → https://bit.ly/47oo3ls
🖊 How To Build Relationships at Work → https://bit.ly/3J94EuZ
🖊 How to Standout in the Workplace → https://bit.ly/4mHGINQ
🖊8 Ideas for How to Manage Your Career → https://bit.ly/3V0u2W8
🖊 What’s Wrong With Most Career Advice → https://bit.ly/40ZBYKV

𝐓𝐡𝐞𝐦𝐞 2: 𝐋𝐞𝐚𝐝𝐢𝐧𝐠 𝐄𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞𝐥𝐲 𝐓𝐨𝐝𝐚𝐲

🖊 How to Lead Change → https://bit.ly/4ovZbOZ
🖊 Navigating Change and Uncertainty → https://bit.ly/45Lpucr
🖊 How to Cultivate Influence → https://bit.ly/4fxv7hV
🖊 How to Build Trust with Stakeholders → https://bit.ly/4mbO9Nb
🖊 How to Lead in a Hybrid and Distributed Workplace → https://bit.ly/3Jas6rE
🖊 How Leaders Can Build Connection → https://bit.ly/3HaflNf
🖊 The Role of The Manager → https://bit.ly/4fwIgaV

𝐓𝐡𝐞𝐦𝐞 3: 𝐀𝐫𝐭𝐢𝐟𝐢𝐜𝐢𝐚𝐥 𝐈𝐧𝐭𝐞𝐥𝐥𝐢𝐠𝐞𝐧𝐜𝐞 𝐚𝐧𝐝 𝐓𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐖𝐨𝐫𝐤
🖊 Thinking and Working Differently with Artificial Intelligence → https://bit.ly/4lrENvN
🖊 How to Respond and Adapt in A world of AI → https://bit.ly/47wfiWu
🖊 Thinking Differently About Work → https://bit.ly/45l0580 
🖊 The Perils Of Yesterday’s Map → https://bit.ly/46XuMCZ

𝐓𝐡𝐞𝐦𝐞 4: 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐢𝐧𝐠 𝐏𝐞𝐨𝐩𝐥𝐞 𝐚𝐧𝐝 𝐓𝐞𝐚𝐦𝐬
🖊 How to Turn Leaders into Developers of Talent → https://bit.ly/46SoIvo
🖊 How Organizations Can Develop Their People → https://bit.ly/4oLxIZQ
🖊 Social Capital and Career Development → https://bit.ly/4mEFIdb
🖊 Great Leaders Connect People to People → https://bit.ly/45cWl9X
🖊 How Organizations Can Foster Career Development → https://bit.ly/47oFD8T

If something resonates, I'd appreciate if you would share it with a peer, leave a comment, or re-share this post with your network. 

And if your organization needs a partner to design or deliver leadership programs on these topics, I’d love to talk!

This summer, I interviewed 40+ talent and learning leaders from Fortune 1000 companies to understand what’s really top of mind for them.

One of the questions that sparked a lot of interest was this:

“If you had a magic wand and could get buy-in and unlimited resources for one enterprise-wide initiative, what would it be and why?”

While it'd be hard to share all of the responses in a post, here are a few:

➡️ The Gift of Time: “I’d give our leaders time. We ask so much of them, but rarely give them space to reflect, grow, or make better decisions.”

➡️ People Development Business Partners: “I’d embed dedicated development consultants into each business unit to focus solely on team performance and execution of strategy.”

➡️ Feedback for All: “I’d ensure every employee has the skills and confidence to give meaningful feedback, making performance improvement part of our culture.”

➡️ AI Personalization: “I envision an AI-powered tool that blends performance data, business metrics, and individual KPIs to deliver tailored learning recommendations in real time.”

➡️ AI Performance+Development: "It's not here yet, but I'd love a single tool that blends, performance consulting, development, and workflow learning.."

➡️ AI Disruption Analysis: “I’d prioritize identifying where AI will disrupt roles and tasks, and build a roadmap for which areas to address first.”

➡️ Leader Effectiveness Investment: “I’d reallocated resources on the leaders who actually drive results + align to our behaviors, and stop investing in those who don’t.”

➡️ Work Design Infrastructure: “I’d overhaul how we design work, clarifying roles, responsibilities, and reducing organizational debt to support sustainable growth.”

I’d love to hear from you:

If you had the ability to wave a magic wand and secure buy-in and unlimited resources for one enterprise-wide initiative, what would it be and why? I'd love to hear your thoughts!

P.S. If insights like these resonate and you’d like copy of the report send me a message

Looking forward to #DevLearn next week in Las Vegas. 

If you'll be in town make sure to stop by my session with James Cross on Thursday 11/13 from 3-4PM!

This summer/fall, In interviewed 40 talent and learning leaders across Fortune 1000 companies about their role in AI adoption/enablement at their company.

While every company has its own goals and context for weaving AI into their workflows and across the enterprise, several themes rose to the surface.

Below are some of the key approaches and insights that surfaced in those conversations.

➡️ Precision Matters - This one seems obvious, but is often overlooked, due to resourcing. To really achieve new ways of working through AI, the enablement and change efforts need to be personalized and precise. While broad based adoption can help some, to really move the needle, you need precision. One example came from a leader who was heading up non-technical AI enablement for their 20,000 person organization. Their small but mighty team of 2 went business unit by business unit to develop enablement roadmaps personalized to the specific business unit

➡️ Cross-Functional Champions - On that notion, with any enterprise initiative, talent and learning cannot succeed alone. A number of leaders talked about working inside their organization to find functional champions and to work with those champions around adoption and enablement efforts.

➡️ Leveraging The Experts - At many of these companies, there are at least some experts who have expertise in AI/MI and other tools. Leaders spoke about how they were able to partner with these experts and to provide opportunities to allow them to share/teach/engage others in the organization. Hearing from a fellow employee who is doing the work hits differently than having it come from a central function.

➡️ Driving Momentum - It is a lot easier to build on change efforts where there is excitement than where there is pushback. A number of leaders spoke about prioritizing working with teams or functions where there was interest and excitement and using that as a launch pad for gaining further momentum across other parts of the organization

These are just a few of the patterns I uncovered after speaking with 40 talent and learning leaders about how they’re approaching AI adoption and enablement. 

I’d love to hear: are you experimenting with any of these approaches in your own organization, or finding success with others?


PS - If these kinds of insights resonate with you and you’d like a complimentary copy of the full report, drop a comment or send me a message, I’ll make sure you get one.

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