Workplace Stories by RedThread Research

We had an incredible conversation with Don Taylor and Eglė Vinauskaitė about their report, AI and L&D: Intention and Reality. Their research goes deep into how AI is reshaping learning and development, from streamlining tasks like content creation to enabling strategic integration across organizations. Don and Eglė talked about the fact that AI’s potential goes far beyond efficiency—it’s about solving meaningful business challenges and driving innovation through smarter decision-making.A standout idea was their “immaturity model,” which challenges the notion of linear AI adoption. They explained that success relies on factors like leadership mindset, organizational readiness, and strong cross-functional relationships, rather than following a predictable path.Their advice to start with clear business problems was especially impactful, offering a practical way to cut through AI hype and focus on real value. This conversation is a must-listen for anyone navigating AI in L&D.You will want to hear this episode if you are interested in...The critical need for L&D to look beyond silos [0:45]What the "immaturity model" says about AI adoption [1:10]How Don and Eglė’s perspectives shape AI in L&D [3:40]Why organizations are stuck in AI’s efficiency phase [7:39]How historical mindsets limit L&D’s potential with AI [13:20]Why AI adoption isn’t a linear progression [16:26]The real barriers to embracing AI in L&D [27:10]Starting with the right problem: Key to AI success [35:00]Balancing experimentation with efficiency in AI adoption [44:47]Resources & People MentionedAI and L&D: Intention and Reality by Don Taylor and Eglė VinauskaitėHeather Stefanski, CLO of McKinseyAI and L&D: From Talk to Action (Previous report)Connect with Don Taylor and Eglė VinauskaitėDonald H. Taylor’s websiteEglė Vinauskaitė’s LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

What happens when AI moves faster than the people who implement it? Christopher Lind, executive advisor and industry expert, shares stories of organizations that got it wrong—sometimes with devastating consequences.From replacing entire teams with AI to accelerating broken processes, the conversation reveals how quickly things can unravel when technology outpaces understanding. At the same time, there’s tremendous opportunity if AI is handled with care.We explored what it takes to keep humans at the center of the work while letting AI handle repetitive tasks. This isn’t about avoiding AI—it’s about understanding how to use it in a way that aligns with our goals, values, and the irreplaceable need for human relationships.You will want to hear this episode if you are interested in...Why AI experts are often the most skeptical [0:56]How generative AI can quickly magnify problems [1:30]Whether AI should serve us or the other way around [2:00]Why measuring AI’s true cost is so tricky [3:20]How you might unknowingly rely on AI daily [8:42]Preparing for the changes AI will bring to jobs [15:00]What happens when automation goes wrong [35:17]How one company’s overuse of AI caused failure [39:10]Whether AI’s logic is misunderstood or alien [44:00]Resources & People MentionedPodcast: Future Focused with Christopher LindRadiolab’s "Shell Game" EpisodeConnect with Christopher LindLinkedIn: Christopher LindConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Cole Napper, FedEx’s Global Head of People Analytics, joined us to explore the real versus ideal roles of AI in HR and people analytics, focusing on practical application and real-world impact. Cole highlighted AI’s current limitations, especially the problem of “anti-productive work,” where technology demands extra effort rather than reducing it. His perspective emphasizes the need for critical thinking in analytics to ensure AI truly serves organizational goals.Cole also talked about the structural improvements required to enhance data quality and discussed how people analytics teams need to evolve for AI to make a meaningful difference. His pragmatic vision challenges the hype surrounding AI and reframes it as a tool to support strategic decision-making rather than an all-encompassing solution.You will want to hear this episode if you are interested in...Introducing our conversation with Cole Napper of FedEx [00:22] Why AI should focus on productive work [02:10] How specialized agents could reshape HR technology and analytics workflows [03:10] Whether we are expecting too much from AI too soon in people analytics [07:00] The disconnect between vendors’ AI promises and actual user experience [08:20] Whether AI is driving value within organizations or merely adding costs [14:00] Why critical thinking is a core skill for leveraging AI in people analytics [17:10] The "Inquisitor and Change Agent" model and how it improves analytics impact [21:10] How AI can evolve from repetitive data tasks to strategic roles [22:00] Whether modular tools and specialized AI agents could be the future [41:30] Resources & People MentionedDirectionally Correct podcast by Cole Napper and Scott Hines"The Alchemist" by Paulo CoelhoNvidiaConnect with Cole NapperCole Napper on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

In a captivating discussion, Greg Pryor, author of "The Social Capital Imperative," emphasizes how social capital fuels business success and innovation. He argues that shifting to open, cross-functional networks is essential in today’s work environment. Greg shares practical strategies for fostering connections, highlights how influencers like Post Malone and Dolly Parton can drive change, and explains the crucial role of AI in making network analysis accessible. His insights reveal how relationships can significantly impact career growth and organizational outcomes.

What if your L&D team could shift from merely delivering training to truly driving your company’s strategic goals? In this conversation, we talk with Lisa Christensen, McKinsey’s Director of Learning and Innovation. Lisa takes a refreshingly strategic approach, asking not just how L&D can support learning but “To what end?” She shares how her focus on outcomes over output has reshaped McKinsey’s approach to everything from people analytics to building a strong feedback culture.We also talk about why L&D should embrace experimentation, moving far beyond traditional course delivery to tackle big organizational challenges. Lisa makes the case for L&D to collaborate closely with People Analytics and Legal to ensure that learning initiatives aren’t just reactive but strategically positioned for future growth. Her “no regrets” actions offer useful, bold steps for L&D leaders, inspiring us to see the function as a driver of both human and organizational transformation.You will want to hear this episode if you are interested in...Why McKinsey's L&D team always starts with the question, "To what end?" [1:00]The risk of L&D focusing only on short-term skill needs [15:00]Collaboration with People Analytics transforming L&D's impact [18:00]L&D teams losing their value by sticking to outdated metrics [20:00]What it means for L&D to have an experimental mindset [31:00]How L&D leaders can ensure their department's stability and credibility [37:00]The “no regrets” actions every L&D team should consider right now [43:00]Resources & People MentionedOliver Wyman Report on Workforce FutureMcKinsey’s Learning & Innovation Center of ExcellenceConnect with Lisa ChristensenConnect with Lisa Christensen on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

How do you turn a skeptical organization into a believer in the power of Learning & Development? We interviewed Mitchel MacNair, Director of Talent Development and Learning at Crown Castle to find out. Mitchel takes us on a journey from his unconventional background in nuclear engineering and the Navy to leading transformational change in L&D. He tells us how he reshaped Crown Castle’s learning function by aligning it with business strategy, building credibility through data-driven results, and elevating its impact across the organization. You will want to hear this episode if you are interested in...How Mitchel’s background in the Navy prepared him for L&D leadership [4:35]Handling the loss of 50% of the L&D team within Mitchel’s first six months [6:20]How organizational chaos impacts strategic L&D changes at Crown Castle [9:29]Transforming L&D from "order takers" to strategic business partners [10:58]The role of the principal designer in Crown Castle’s L&D success [13:20]Collaborating with other functions to focus on outcomes [15:10]Why obtaining business performance data early is critical for L&D success [18:17]Demonstrating a 192% increase in services sold through L&D programs [23:00]How Crown Castle developed their AI policies [35:10]L&D’s role in Crown Castle's skills strategy and future talent planning [41:00]Resources & People MentionedIs Your Genius at Work by Dick RichardsNick Shackleton-Jones (LinkedIn Thought Leader)Connect with Mitchel MacNairMitchel MacNair on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Join Jeremy Shapiro, an HR and Workforce Analytics leader, and Chris Shultz, an expert in HR Intelligent Automation and GenAI at Merck, as they delve into the future of HR in an AI-driven landscape. They discuss how Merck leverages AI for efficiency and ethical considerations, exploring the balance of in-house development versus vendor partnerships. The conversation also highlights the significance of supporting mental well-being for AI engineers and strategic priorities for HR leaders to embrace innovative technologies.

Skills data can be used to raise the bar in talent acquisition, implement data-driven learning, make strategic workforce planning decisions, help employees reach career aspirations, and much more. Too many organizations are so glued to the idea of perfection that they won’t implement imperfect programs to gather skills data. Dan Weiss and Emily Hacker believe that this mindset is useless.Your skills data won’t be perfect—but it can still be useful and helpful to employees. They share exactly why in this episode of Workplace Stories. You will want to hear this episode if you are interested in...Join the RedThread Research Community! [2:53] Learning more about Dan Weiss and Emily Hacker [3:35] Transforming culture before building infrastructure [9:07] How the MetLife culture championed the process [13:23] Their current pilot and the vision for the future [16:40] The lightning round [25:46] How to get buy-in from leadership [30:09]The critical role data plays in skills development [33:09] Their data sources and how they’re using them [36:43] Where does the data live? [40:43] The biggest thing Emily and Dan have learned [43:35] Why Emily and Dan do the work they do [44:26] Resources & People MentionedJoin the RedThread Research Community! Employee Benefits Trends Study Connect with Emily Hacker and Dan WeissConnect with Emily on LinkedInConnect with Dan on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Angela Cheng-Cimini, the CHRO at Harvard Business Publishing, focuses on integrating AI into workplace teams and addressing its impact on human resources. She discusses the importance of creating a safe environment for employees to experiment with generative AI, transforming fear into curiosity. Angela emphasizes that AI won't replace humans, but those who embrace AI will thrive. She also shares insights on ethical AI use, enhancing employee experiences, and how HR can play a pivotal role in fostering a culture of innovation.

Matthew Daniel, Senior Principal for Talent Strategy and Mobility at Guild Education, challenges the myth of the 'half-life' of workplace skills. He outlines why this statistic, claiming skills fade in 2 ½ to 5 years, is flawed. Matthew emphasizes the need for continuous learning and critical thinking in skill development. He also discusses the distinction between durable and perishable skills, advocating for a strategic approach to skill investment in organizations to promote equity and career mobility.