『Transforming Work with Sophie Wade』のカバーアート

Transforming Work with Sophie Wade

Transforming Work with Sophie Wade

著者： Sophie Wade
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 Sophie addresses current business conditions and explores ways to navigate the disruption. She shares informative insights and interviewing leading innovators who are providing or benefiting from transformative solutions that will allow companies to emerge with sustainable models, mindsets, and business practices. Find out how to transition to more effective, productive, and supportive new ways of working—across locations, generations, and platforms—as we harness these challenging circumstances to drive significant, multidimensional changes in all our working lives.© 2021 Transforming Work マネジメント マネジメント・リーダーシップ 政治・政府 経済学
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  • 155: Sara Escobar & Corinne Murray - Intentional Design for Modern Work/Place Experiences

    155: Sara Escobar & Corinne Murray - Intentional Design for Modern Work/Place Experiences
    2025/10/17
    Corinne Murray, Director of Global Workplace Experience Strategy at American Express, and Sara Escobar, Founder of Wielding Workplace, are co-authors of newly-released 'WORK then PLACE'. Corinne and Sara draw on rich backgrounds from Gensler, WeWork, Hulu, and Netflix to share insights on culture, workplace experience, and productivity. They explain the need for intentional work design driven by employee experience—digital, physical, and experiential—and how human-centric, flexible approaches empower performance in the distributed modern work ecosystem. TAKEAWAYS [01:50] Sara starts out in TV production and then moves to Hulu. [03:01] Joining Hulu as a startup, Sara chooses to develop their workplace experiences. [04:10] Corinne's time at CBRE, Amex, and Gensler, inform her strategic research at WeWork. [05:23] Strong cultures at Hulu and Netflix differ but are both developed with intentional design. [06:12] American Express builds its strong culture based on benefits resulting in long-tenure norms. [07:02] Organizations are not prepared for formal hybrid models before 2020. [07:56] Employees pushed experience and flexibility into focus post-COVID. [09:20] Architects' and Real Estate's periodic interventions limit impact on ongoing work design. [10:45] Flexibility jumped to a top employee after their pandemic experiences. [11:36] Empathy influenced leaders to formalize more balanced, hybrid work options. [12:45] Executives reacted emotionally to shifting work models, resisting a major overhaul. [14:30] Mandates fail to justify office returns since workplace experience is not just physical. [15:44] Corinne and Sara connect in 2021 amid return-to-office debates. [17:08] Sara launches a consultancy to inform and facilitate new workplace strategies. [17:54] Sara reaches out to Corinne to co-author a book, sharing practical strategy frameworks. [20:05] Corinne shifts focus from productivity to effectiveness. [22:56] To 'fix' productivity, it must be shared across teams, not owned by workplace. [24:56] Managers must hold accountability and measure output, not observe activity. [26:02] HR, IT, and workplace must partner to enable teams' effective outcomes. [27:21] Physical-first remits clash with flexible work goals. [28:36] Employees now better understand what makes work function well. [30:17] Team agreements are key to performance in modern work environments. [30:48] Trust grows from enablement, not perks or parties. [33:27] Change must be incremental to facilitate adoption and avoid burnout. [37:10] Start with high-impact, low-effort changes for users. [39:40] Strategy must flex for global, regional, and role differences. [41:03] 'Standards' can allow interpretation, like principles, to enable adaptability. [41:50] The "Daisy" model supports incremental workplace changes. [42:59] Corinne highlights knowledge work – its growth, volatility and success factors. [47:01] Sara highlights external research, such as parenting models, that offer workplace insights. [48:30] WORK then PLACE encourages humans to focus on what technology cannot replace. [49:15] Start by auditing what works to incorporate rather than rebuilding from scratch. [51:25] IMMEDIATE ACTION TIP: To shift workplace experiences and outcomes, find an executive sponsor, then clarify why and how the change should happen, and how to measure progress. RESOURCES Sara Escobar on LinkedIn Corinne Murray on LinkedIn WORK then PLACE QUOTES "The companies that I've worked with where the culture has been truly wonderful and truly driven forward the company's mission are where that culture is intentional." — Sara Escobar "We are workplace people. We do believe in the value of the physical place. But it's not the catchall for everything." — Corinne Murray "The workplace environment is truly physical, digital, and experiential." — Sara Escobar "Productivity is the responsibility of everyone from the individual to the executives to workplace to HR to IT." — Sara Escobar "We need to do this in a way that doesn't feel threatening and doesn't feel like an extra burden." — Corinne Murray "If you think about, you know, old factory lines, you watched the widgets being produced. That is what we've still fallen into in knowledge work. But you can't watch knowledge work get done." — Sara Escobar "We've identified things that are fundamentally harmful to the ability of knowledge work succeeding. And if knowledge work isn't succeeding, that means the humans doing the knowledge work aren't succeeding" — Corinne Murray
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    59 分
  • 154: Trond Aas - How Gamified Learning Motivates Sustainable Upskilling

    154: Trond Aas - How Gamified Learning Motivates Sustainable Upskilling
    2025/10/02
    Trond Aas is CEO and Co-Founder of Attensi, a leader in AI-powered gamified simulation training. Trond shares his background spanning quantum physics, consulting and gaming. He explains how gamification grounded in behavioral science drives engagement which enhances initial and long-term learning especially for younger employees. Trond describes motivation as a critical success factor for sustainable upskilling. He discusses metrics to demonstrate return on investment in skills development and how to improve skills gap issues starting with cultivating a trust-based culture of learning KEY TAKEAWAYS [01:17] Trond starts studying quantum physics to explore fundamental questions about nature. [02:01] After doing research for his military service, Trond goes into industry seeking practical impact. [02:38] Trond joins McKinsey as a business school type experience before pursuing entrepreneurship. [03:10] Interest in games stems from early programming and creativity cultivated during university. [04:08] In gaming, Trond reveals how behavioral science is used to drive engagement and learning. [06:12] Tribal, team-based successes are key to stimulating successful collaboration online. [06:25] Fascination with learning and awareness of superficial gamification drives Attensi's founding. [07:44] Attensi applies science to drive motivation and behavior change with measurable results. [09:40] Correlating simulated behavior with real-world outcomes to track learning impact. [10:23] Measuring soft skills progress when observable behavior is hard to track. [12:10] As technology evolves rapidly, upskilling must be ongoing across high-competence industries. [12:50] Skill development tailored to specific job challenges is more effective than one-size-fits-all. [13:45] Self-motivated learners thrive, while others need help to develop the motivation that anchors learning. [14:47] Many Gen Zers lack key communication skills and may not recognize this development need. [15:49] Most learning programs fail on motivation, which must be addressed first to succeed. [16:22] Creating mastery experiences significantly increases learner motivation and outcomes. [15:15] Game-based learning builds confidence that translates into better real-world performance. [19:43] Companies underinvest in onboarding due to unclear ROI, hindering workforce readiness. [20:08] Trond emphasizes data, ROI, and clear impact as critical for better training investment decisions. [20:34] Attensi's research shows poor onboarding leads to lower confidence and performance. [23:42] Skill masking arises when employees hide learning gaps, often from lack of psychological safety. [24:18] Cultivating trust-based cultures is essential to reduce skill masking and promote learning. [25:48] Focusing on core skills for each role facilitates the shift to becoming a skills-first organization. [26:44] Skill-based organizations can start small and ensure programs drive skill improvements. [28:33] Maintaining skill use needs continuous feedback, clear expectations, and learning structures. [29:13] Organizations must define competencies to stand out and align training with competitive goals. [30:37] Tailoring programs to learner motivation and challenges supports effective skills development. IMMEDIATE ACTION TIP: Learning motivation and skills usage are cultivated through mastery. Help employees sense their achievement to encourage their enhanced performance and growth. RESOURCES Trond Aas on LinkedIn Attensi's website QUOTES "We can use these principles of games to drive engagement, drive interest, drive motivation—and then we should be able to impact real behaviors and measure that with data." "Most people experience poor onboarding and most people are convinced that it affects their work afterwards." "Skill masking is that people are actually hiding the challenges that they are having." "Are your people motivated? And if not, address that—that's what you need to address to be able to develop your organization." "When you are able to instill a feeling of mastery in people that has a huge effect on their motivation." "A lot of people think that one [training] system or one approach will fit with all the different employees... and I think it needs to be a lot more nuanced than that."
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    34 分
  • 153: Will Sentance - How Empathy Empowers Coding, Connection, and Communication

    153: Will Sentance - How Empathy Empowers Coding, Connection, and Communication
    2025/09/18
    Will Sentance, Founder at Codesmith and Visiting Fellow at Oxford University, explores why empathy is a foundational skill in engineering. He explains how empathetic interactions are core to building software, teams, and the trust necessary to scale tech-based companies. Will reflects on Codesmith's mission to empower people through thoughtful communication in a non-hierarchical learning environment. He describes how empathy, as a relational tool, expands technologists' critical communication capabilities driving clarity and collaboration, propelling their careers. TAKEAWAYS [00:26] Will is drawn to the intersection of analytical and intuitive disciplines from early education. [01:45] Will feels a deep sense of possibility through his PPE studies and aims to pass that on. [03:05] A mentor at Oxford influences Will's brief foray into international relations at the UN. [04:30] Not suited to be an employee, Will seeks autonomy and creative power in software engineering. [06:00] Will finds software to be materially satisfying and empowering as a pathway to opportunity. [07:20] A surprising response to an early JavaScript workshop reveals his teaching clarity. [08:15] Struggling to understand complex concepts helps Will become a better educator. [09:30] Codesmith is founded to be an alternative path to power by mastering technology. [10:20] Teaching coding is not just technical but an empowerment vehicle for long-term careers. [11:40] Thoughtful communication at CodeSmith recognizes others' knowledge and emotional states. [13:00] Empathy is about adapting communication to another person's experience. [14:30] Coding success requires explaining systems clearly—communication is as vital as code. [16:10] Leaders like Sam Altman show that technical communication drives modern tech leadership. [17:45] CodeSmith uses pair programming to instill empathy through precise verbal technical articulation. [19:00] Empathy begins with self-understanding and is trained through iterative collaboration. [20:20] Breaking down code for others builds resilience and fosters a capacity to learn continuously. [21:45] How different learning speeds and imposter syndrome are combatted by sharing struggles. [23:00] Codesmith instructors are alumni because lived experience cultivates trust and relatability with students. [24:20] Will's Oxford Fellowship explores how certain skills drive opportunity in an AI-transformed job market. [25:50] The real skill is learning how to learn and explain complex ideas using unfamiliar tools. [27:15] Codesmith interviews measure communication, problem-solving, and how applicants handle the unknown. [28:30] The focus is on cultivating capacities, not just teaching frameworks or programming languages. [29:40] Engineers and non-technical people alike must build clear, empathetic communication skills. [30:55] Workshops for non-programmers empower leaders to engage confidently with technical concepts. [32:00] Empathetic leadership respects team members' potential rather than relying on rules-bound oversimplification. [34:20] Scaling AI must be matched with scaling human trust across teams and organizations. [36:00] Will warns against systems that machines understand but humans cannot, which risks alienation. [37:30] Open-source tools preserve accessibility and transparency in a fast-moving tech landscape. [38:45] Many leaders are not engaging with AI tools, missing key learning and leadership opportunities. [40:10] Building the engineering mindset—problem-solving and communication—without coding. [41:30] Struggle is not a problem in learning; it is the engine of understanding and growth. [42:40] Empathetic development depends on trusted relationships and cannot be scaled without sincere human investment. [44:00] IMMEDIATE ACTION TIP: Deep learning happens through struggle which takes place in trust-based environments, so build trusting relationships to facilitate learning. RESOURCES Will Sentence on LinkedIn Codesmith's website QUOTES "The hardest part of coding isn't writing code—it's explaining code to others so that they can also either build it, understand it, or write it themselves." "Struggle is not a bug—it's the engine of growth." "We train empathy like nothing else in the program. We train it through pair programming." "You can't scale trust with AI. You need humans to scale trust." "We've even called it empathetic engineering at times. One of the principles of Codesmith is grow others even before yourselves." "It is not how vibey you are. It is not how chummy you are. It's pure and simply, can you precisely walk through based on the understanding of another person?" "Breaking something down means that I can have clarity ...
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    57 分
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