Let's talk Transformation : The business leaders podcast

 "in order for us to understand the future we can't lose the connection to the past"Anna and I discuss evolution of humans and the workplace, the rise of the 'no collar' economy and how the pandemic has redefined our relationship to work. We look at the cycle of permanent reinvention around human systems, industrial systems and technology, and the factors driving the dramatic changes in the workplace : digitisation of work, distributed workplaces, organisational redesign and the changing workforce. The ethical point about technology serving the collective good of humanity means that empathy is critical in the workplace. How do we manage the ever evolving barriers of ethics and empathy ? Relationships used to be so well-defined, but post-pandemic we are set to be in a long-lasting state of flux. How do we make sure that we can remain human at work as technology evolves and enact empathy at scale?Anna shares her research, insights and learnings from her new book and continued work on this topic with leaders and businesses around the globe.The main insights you'll get from this episode are: The pandemic has redefined our relationship to work, and no relationship has changed more than that between employer and employees.  To understand the future of work, we must look to the past, and artisanal communities - how they worked at home, created, involved entire families, had a holistic experience of work – all this is now extremely relevant. We now have a ‘no-collar’ economy with work coming to the workers and one in which people are required to do jobs regardless of ‘collar’ - technology (together with the pandemic) has rendered collars superfluous.Technology is becoming increasingly integrated in and absorbed by humanity (e.g. invisible technology in smart sports clothes) and in the workplace, too, it will no longer be ‘the other’, but an integral part of how we work. Permanent reinvention speeds everything up and presents a challenge for humans: what does all this mean for the experience aspect (e.g. UX, DX, etc.)? The metaverse and VR make everything about the experience. Our enhanced understanding of how to ‘hijack’ human wiring makes us very aware of the ethics surrounding our choices regarding technology. The ethical point about technology serving the collective good of humanity means that empathy is critical. This was clearly visible in organisations during the pandemic (e.g. mass firings on Zoom); how companies treated their employees became pivotal and, moreover, a public display of empathy at scale.How do we deploy empathy in organisations? There were historically many detractors of empathy; it was considered negative and anti-capitalist as something that might take focus away from the bottom line, for example.Empathy will be the primary driver of economy because it is the gateway to inclusion, i.e. understanding the position of others. AI and VR allow us to better teach empathy by offering first-hand experiences of walking in the shoes of others, thereby making it tangible.We must transcend analytics and make work more experiential and emotional - the current frontier of technology. Robots will seek to involve humans when the level of uncertainty requires it, but how quickly will we know that we are interacting with a robot, not a person?This length of time is increasing as machines personalise responses through machine learning and natural language processing. But the emotional component of interacting with a human will be at a premium - empathy, creativity and creation will keep us relevant.How will we personalise machines? Should we create robots that look like humans? We will then start to relate to them as companions. If machines respond emotionally, what rights will they have? Will we develop protections towards these new members of our community? Is this part of inclusion?How do we scale empathy and human experience at work? The platform model allows apps/tools to be plugged in based on the same logic that helps deliver at scale (e.g. as coaching, mental health and mentoring services moved online during COVID). High-touch engagement will be delivered through new platform-based technology and be employee-facing, capturing the holistic experience and delivering a more inclusive model that democratises access to skills for employees. Technology must evolve to a higher level of individualisation to deliver custom services. We are seeing the limit of human capacity/intelligence and are already outperformed in some areas. We must re-evaluate what we are better at and outsource the rest to machines whilst remaining mindful of ethical issues.To build a workplace for tomorrow, we must pay attention to where the technology is going, and to employees. Relationships used to be so well-defined, but post-pandemic we are set to be in a long-lasting state of flux. Hard skills will be critical, but redefined, once again highlighting the very dynamic relationship between employees and employers. Businesses must help employees answer their questions by listening to them – only a collaborative approach will do.  

"catalysts must be intentional, clear & bold and accept that they can't help everyone all the time.."Tracey, Shannon and I delve into the world of innovators and change-makers who can't help but take in information, create a vision, connect the dots and make change for the better - even if no-one has asked them to ! How do we create systemic change and thriving as a catalyst ? How do we create visibility and understanding of what catalysts need to fulfil their quest to innovate, get stuff done and take others with them.. ? How do we equip catalysts with operational tools and approaches to translate their visions into operations and find other catalysts to create momentum ?We discuss the challenges facing catalysts as they strive to effect sustainable change :managing their speed and energy, recognising and naming their emotions, creating curiosity and the erosion of catalyst leadership trust. Tracey and Shannon share their journey, thoughts, research and experience from being catalysts and from working with catalysts around the globe. The main insights you'll get from this episode are : Book inspired by a lack of information about and representation of the people behind innovation: fire-starters, troublemakers, disruptors and catalysts - who very often feel broken and alone. It aims to define and formalise the catalyst role, particularly post-covid. Catalysts are defined by their attributes of constantly synthesising information, recognising opportunities to improve the world around them, and forming visions, moving into action and having a design thinking mindset for iteration.They thrive in community with other catalysts and organisations must connect with and train their catalysts by providing psychological safety for them to speak up, inviting conversation and making them feel valued.Catalysts see things very clearly but may not have brought others along with them. It is difficult for them to slow down before ‘breadcrumbing’ the way for others to understand and acknowledge what they do or have achieved.Catalysts should keep spreadsheets of the data they have collected, the conversations they have had, etc.; practice mindful self-compassion and claim their power to bring compassion to and empathise with others.Cognitive is explicit but emotional is not. Catalysts must recognise that the change they want to bring about requires them to have a full tank and be self-regulated in order to do the hard work. Success means having this full tank, then making smart choices, like taking a break.Catalysts must be intentional, clear and accept that they can’t help everyone all the time. They must help themselves and prioritise for themselves to produce a ripple effect to achieve more and/or differently, rather than draining their own energy.3 (intuitive) superpowers of catalysts (that are often invisible to people): 1.    The ability to take in information – they must take a step back and reformulate to allow others to catch up; to understand the disconnect 2.    The ability to go outside the structure, build relationships, demonstrate empathy – people are needed to shift mindsets, ideas and behaviours 3.    The ability to get shit done and make possibilities a reality – they are not visionaries, who only see the picture, they operationalise the visionThe catalyst’s toolbox:prioritisation list: leaders must have clear objectives for the team and themselves; a ‘not-right-now’ list; and a list for self-care and rejuvenation to model for othersregular reflection: act as orchestra conductor to guide others from vision to execution; an orchestration calendar with thoughtful and realistic inputnetwork map: create influence by seeking out those with power, those who make decisions, those sitting on the fence; build a human system that is intentionally designedOvercommunication: to allow others to keep up; repeat their message, which lands differently every time and can then percolate with others ‘breadcrumbing’: creating space for change and spaciousness for themselves and others, which is very difficult in fast-paced, delivery-driven timesThe biggest challenges facing catalysts are burnout, the pandemic and the erosion of catalyst leadership trust. COVID has taken away cross-silo trust building and communication, which deprives catalysts of their superpower to leverage ‘water cooler’ moments to get shit done.Suggested antidotes to ‘too-muchness’; catalyst empowerment summit; self-compassion; and regenerative mindful practices.

Dr. Richard Claydon, an expert in leadership discourses, discusses the future of work. Topics include digital Taylorism, eco leadership, employee experience, intelligence models, dialogic learning, and redesigning workspaces for productivity and well-being.

"These are authentic human beings and I don't need to teach them.. they already want to grow and learn.." Babette and I have an insightful discussion about building trust based schools and how this can serve the more interconnected world where we need more human-centred and regenerative practices from primary school to the boardroom. We discuss sociocratic decision making models and the parallel with what we are seeing in organisations and organisational culture. How can we design a model that is fit for all, but not a 'one size fits all' ? How can we step away from measuring solely the cognitive layer of intelligence and include development based learning ? We discuss accountability, definitions of success, societal systems and conscious inclusion as building blocks for a more equitable and developmental school system, and what this would change in the leadership we are currently seeing in organisations. Babette shares her vision for building trust based schools, pulling on her personal conviction and on her work with organisations and leaders across the globe. The main insights you'll get from this episode are : -       Setting up a trust-based school was inspired by frustration rather than inspiration, seeking an alternative to the usual restrictive system of moulding children, teaching them to follow authority and learn or be taught the same as everyone else.-       Children (humans) are creative, self-motivated and authentic and simply need the space to be that without being forced to or controlled (however subtly). The result is convergent rather than divergent thinking - tackled with adults in the corporate world - and is not beneficial to them or future society.-       ‘We need unequal education for equal opportunities.’ The current one-size-fits-nobody-approach creates inequality in the education system and misses potential by basing it solely on cognitive intelligence, which is not a realistic view of the world.-       We assume that education legislation in today's world is based on thorough – albeit old – scientific research, but it is actually based on historical coincidences and built around bureaucratic efficiency rather than child development.-       Thanks to digital, thought is pivoting towards more human aspects, such as cultivating emotional intelligence. The development from a child into an adult is interrupted by schooling that often does not suit them, leaving many feeling unsuited to or uncomfortable in their workplaces.-       Educating based on individual needs is underpinned by 3 things: 1: Development-based learning: a holistic approach that allows children to follow their own trajectories; teachers observe and ensure that the child has the right input for the next zone of development; the teacher as coach holds a space for learning and provides broader instruction when required. Children therefore stall, but don’t fail, on their own personal journeys. 2: Sociocratic decision-making: the child is involved in their own development and understands more about the process of learning, which increases motivation. Shared decision-making at all levels ensures that power is with the expertise, i.e. teachers, and demonstrates the difference between consensus (majority voices are heard) and consent (minority/silent voices are heard). Such collective decisions, however, take longer to reach and are harder to manage in terms of output. 3: Flexible opening times: to maximise learning time, families decide when their children attend school; many aspects of a child’s life are integrated into the school day, e.g. cooking their own lunches, and other ‘extra-curricular’ options, including quiet time. To learn, we need to take a break and this system gives permission to do nothing (to just be).-       This model changes all the parameters but is difficult to measure. Indeed, the biggest challenge in setting up such a school are metrics and (unpredictable) pilot status. How do we measure if a school is good? Aside from cognitive output, there is ongoing discussion around self-confidence, the joy of learning, social interaction and failure to flourish.-       What is success for children? As for adults: learning to live life as ourselves; having faith in ourselves, knowing ourselves and how we learn, building resilience, knowing how to live in society and providing for ourselves.-       Many believe that children educated in this way would not tolerate ‘bullshit’ jobs; burn out less; give the planet what it needs; restore the balance between the human world and the world of work; work on what they think is truly important for themselves and society; create collective self-awareness and bring about conscious inclusion.-       Company owners/decision-makers should consider the true goals of their company and be open and transparent about them - also with their employees - and find people who share these goals. Are they willing to give up the things control gives them in order to have a trust-based organisation?-       Employees should likewise critically assess their employers and hold them to account – are they doing what they say? – but also look to themselves and how they can be trust-based individuals. Trust-based relationships only work with accountability.   

"94% of CEOs are dissatisfied with innovation in their organisation and COVID has accelerated the need for the executive layer to understand the nature of change."Greg and I delve into the world of challenging our own mental models and thinking differently about transformation. How can we equip ourselves and organisations for sustainable change and changing perspective on what’s possible. We discuss inclusion and the strength of different perspectives, as well as designing a more discovery driven process through curiosity, experimentation and continual learning.Design starts with curiosity, but how do you embed this way of thinking into an organisation’s culture ? We discuss the Minimum Viable Environment for sustaining innovation, as well as the different skills needed to scale such an approach post pandemic. Greg shares his structured methodology, his wealth of experience and insight from his Think Wrong methodology and from working with organisations big and small across the globe .The main insights you'll get from this episode are : -       Any approach to culture begins with human brains, using neural patterns to make the impossible possible and overcoming neurological, biological and cultural barriers. Once disrupted, organisations can establish solid foundations based on shared toolkit, languages and frameworks. -       We must equip entrepreneurs / innovators, train management and give the executive layer the tools to provide governance and oversight; alignment from executive to team level and excitement throughout the organisation are the prerequisite for successful execution. The challenges here can be encapsulated in the ‘super seven questions’:1.    Is there a strategic fit? (stated goals and strategies)2.    Is there a portfolio fit? (legal/compliance)3.    Is it wanted? (validated / appetite)4.    Is it doable? (technically, culturally, legally)5.    Is it worth it? (impact/value, desirability, human currency)6.    Does it represent an affordable loss? 7.    Is it creating option value for us as an organisation? (exit value)-       Designers are taught to focus on the user, understand the need, iterate, prototype and test, which has more in common with scientific than business thinking [cf. design thinking]. In this regard, preparing for the predictable is not as helpful as preparing for the unpredictable and so the metric (for training) must change. -       In discovery-driven development, design becomes part of strategic thinking. (Intuition-, heart-, eyes- and gut-driven!) designers must find a way of making money from creativity and use it to drive positive change. -       Having a mix of people is better than doing it yourself. What does it mean to be human? We connect through shared experiences, but our own experiences are woefully insufficient to design for others. -       We must be good observers and have empathy to understand what others are experiencing, and structure, rigor and discipline complement this creativity. Design starts with curiosity but how do we embed it into a culture? -       How do we transform a culture? Culture is an outcome, not an input. A culture of operation does not equal a culture of innovation, and very few organisations can articulate what the belief system is for governing to create what comes next.-       94% of CEOs are dissatisfied with innovation in their organisation and COVID has accelerated the need for the executive layer to understand the nature of change. Conversations around what we loved and loathed about work pre-pandemic provide an opportunity for organisations to reset, with some being forced to change to survive.-       We must shift from providing a service to teaching a methodology so that we can all contribute to making the world a better place. We must use creative impulses to create change and scale impact, adopt a mindset to try and fail, learn fast rather than fail fast and embrace unexpected outcomes.-       What is the minimal viable system to prove we should try? We must think about the people, the process and the platform and build a system from there, with accompanying rules. It is also helpful for an organisation to have portfolios and endeavour to close the skills gap around managing in uncertainty (i.e. incorporate agile and scrum expertise). 

“All parts are welcome ! find space & places to connect with the experiences of Self”Wendy and I have a fun and insightful discussion on getting to know your inner leadership team, and how you can better understand the multiple parts of yourself to work on your ‘inner game of work’. We discuss the all-knowing, non-vulnerable leader and the transformational power of self enquiry. We delve into inner voices, parts of self and a discussion on how to expand our capacity for joy, creativity, connections and playfulness to create the heightened creativity of ‘flow’. As in any system or organisation, all voices must be heard and welcomed to allow for ‘group wisdom’ and different perspectives. Normalising conversations about ‘not being ok’ and intentionally building more regenerative practices are some of the ways we can create abundance and space in our systems to 'unformat' uncertainty and let the answers emerge. Wendy shares her wealth of experience, insight and wisdom from working with individuals and companies around the world. The main insights you will get from this episode are : -       The internal family systems (IFS) model is based on the premise that our normal healthy state is not a unified mind, but a multiplicity mind; we don’t experience ourselves as a single entity and are aware of multiple voices and sub-personalities.-       Seeing Self as a multiplicity of parts is transformative in terms of developing self-awareness. The concept of Self is unique, and we can all experience it and its qualities: courage, curiosity, connection, calm, confidence, creativity, compassion and clarity (the 8 Cs).-       A useful metaphor for self-leadership is to see ourselves as CEO and all other parts of us as willing team members. IFS says welcome them, listen to them, understand them and help them unburden, just as a good leader would for their team members.-       Compassion and curiosity go hand-in-hand to shout down our inner critic but it is reflection that is required: What do I need? Why am I in pain? Can I help myself? This then leads to a self-invitation to experience calm and create connections across the different circuits in the brain to create an opportunity for transformational change in the brain.-       Being the all-knowing, non-vulnerable leader is often the ultimate aim, but it is really a façade; self-awareness and self-management are the cornerstone of emotional intelligence and we must look at our vulnerable parts and our gut feelings and, like the conductor of an orchestra, tune in to the different ideas, sensations and emotions.-       We become blended with the experience of our parts and when we are triggered, one part of us has taken over. Triggers are trail heads that lead to a deeper understanding of ourselves and are an opportunity for transformation. Polarisations too are difficult to act upon, leading to procrastination, likewise an opportunity for self-leadership.-       When we feel ‘stuck’, we should try and tap into good experiences of Self, e.g. a calming walk, a piece of music, deep breathing. If we pay attention to what’s going on inside we can focus on what is drawing our attention: Why can’t I move forward? What is really going on? What am I afraid of? When did this start?-       An internal dialogue or conflict is often an attempt to keep ourselves safe and keep things under control, which then moves onto (internal) negotiation. We indulge in ‘busyness’ to avoid conversations, but really we should see it as an opportunity to invite curiosity.-       Unlike mindfulness and meditation, in IFS the internal dialogue is invited in and questioned! Self-enquiry is a powerful thing, and we often don’t have space for it. But we should create that space, for example, to ask ourselves: Where am I right now? In the present, past or future? Is it real stuff or imagined stuff?-       Over time, patterns emerge and capacity builds - ‘neurons that fire together wire together’. If we are scared about ceasing to exist, we must build more inner confidence, a sense of trust, inner knowing. Psychological safety requires a felt sense of safety.-       Highly functional leaders with a very effective inner sub-team experience a battle for control: can we let go of some parts and surrender? Multiple senses of identity make us more authentic and ‘whole’.-       Humans are open loop beings, and the brains of social animals create resonance with each other leading to heedful interrelating and a shared sense of understanding. This builds confidence and courage that transmits to others around us.-       We must understand that our multiple parts are burdened by past negative experiences, e.g burnout/trauma, which change the brain. Self-leadership helps those parts become unburdened without sacrificing access to the strengths that they have.-       We should seek to expand our capacity for joy, creativity, connection and playfulness in order to experience ‘flow’ (heightened creativity, implicit memory and learning); bad experiences are coded in implicit memory, and we need to ‘go there’ and access them.-       This creates a cascade in the nervous system – start with one C and the rest follow, as with people, and collective flow is very important in an inclusive environment. In IFS, all parts are welcome, even the unpleasant parts, and deep respect is given to the wisdom of pain and loss. All voices are valued, even those we don’t want to hear from.-       This can be overwhelming, but we must each find a practice that works for us, giving us the spaces and places to connect with our experiences of Self. We must listen in to what the different parts of ourselves are saying/feeling - who are the main characters?-       These are regenerative practices – self-energy is inexhaustible, indestructible and available to all. Our systems are overburdened, depleted and require regeneration, so we must hold space to tap into the source of energy. More space gives us more awareness, more opportunity and more abundance.-       IFS normalises conversations about not being OK and this is very important in today’s hybrid working environments. We must embrace life with questions and not worry about the lack of answers; if we unformat uncertainty, we can let the answers happen.

"Emotions drive behaviour & yet we never talk about them in the workplace.. "Jeremy and I explore the place of emotions in the workplace and how we can make these conversations simpler and more accessible to create a different workplace environment. Daring to speak about emotions and having the vocabulary to do so is no simple feat. We delve into how to make the emotional layer of workplace culture explicit, and how to unlock the emotional potential of both individual leaders and of teams, through facing our own fears & assumptions, and those that are inherent to the system. Behaviours reinforce our emotions and shape our beliefs, and you cannot change behaviours until you change the way you think about them and the ensuing emotions. Jeremy shares his insights from working with globe organisations, communities and individuals on his ECD (Emotional Culture Deck) game and changing conversations on unlocking emotional potential in organisations and communities.The main insights you’ll get from this episode are : -   Post-covid, people are struggling with how they feel, and how they feel about work, and it is important to help people express themselves in the workplace. -  The Emotional Culture Deck (ECD) is a card game using emotion labels - some pleasant, some unpleasant – designed to help leaders express how they want their people to feel at work and help people manage their emotions, which ultimately govern their behaviour.  -       The ECD gave rise to the company name (from a metaphor from Jonathan Haidt) and the business was built around the success of the game, given away for free to encourage open discussion.-  There is no ROI on conversations about emotions at work; the cognitive layer eclipses the emotional layer and so giving it away is easier than trying to change people’s minds; people can try it themselves to remove cynicism and spread the word.-  A mindset of finite statements, such as ‘emotions don’t matter here’, is difficult to change but the game makes people realise change is possible. It was beta tested at individual level then at team level but still focused on leaders/individuals. -   The CX deck gave rise to the ECD focusing on ‘experience is the new brand’ (Brian Solis). What is an experience? What do we want our customers to feel? What do we need to do to achieve that? What do you want your people to feel and not feel at work?-  There is a large body of work about the power of emotion on the culture of a team. How can we look at behaviour without addressing emotions? Behaviours reinforce our emotions and shape our beliefs.-   The success of the ECD was daunting. It can be used to answer any questions the customer wants to ask and gathering feedback on the ways in which it has been used provides collective intelligence.-  National cultures vary as to whether people are open to having such conversations, but the gaming element breaks down barriers and allows people to not have to say what is written on the cards, giving them autonomy to choose the cards that resonate. Individuals attribute definitions themselves and sharing stories in those moments offers true connection.-  As a culture programme, the transformational element is that it works from the bottom up; each team can create their own culture, changing small parts for the collective good and working at a sub-cultural level of change (as opposed to top-down value setting).-  The ECD is also being used in schools. The gatekeepers to schools are adults, with inherent scepticism and cynicism, demonstrating that leaders’ discomfort influences others. The game helps them lean in to that fear and nudges vulnerability.-  One 16-year-old reported that it was great to have the opportunity to speak their truth, share emotions and vulnerabilities. People want to talk about these things but don’t know how. It is great for young people to be given that space to create trust and have permission to confront taboos. -   To unlock emotional potential (beyond the game) we must face our own fears and insecurities first. Leaders must manage their own emotions before they can manage their team’s.

What does happiness at work actually mean ? Can we build it consciously ? . Kathryn and I discuss the much debated and often elusive subject of happiness at Work. We delve into the world of searching for the ‘dream job’ and what that actually means, how educational systems concentrate often on improving weaknesses rather than focusing on strengths. We explore the different elements of happiness and particularly post COVID the question of "what actually brings me joy ?"The shift from profit to purpose, and stop the busyness to create the time to 'be' as well as the time to 'do' at work are highlighted as Kathryn shares her insights, research and experience on this subject.The main insights you will get from this episode are : Wellbeing, fun and happiness need to be understood to offer practical support and help for people on their transformation journey; COVID made the topic more high-profile as people asked themselves: what brings me joy?Searching for and achieving a ‘dream job’ can be disillusioning after a while - is it the grand reward we long yearned for? It follows on from the conditioning of work hard = good results = job satisfaction = success = work harder.It is a relatively new phenomenon to challenge this, and it brings with it profound learning, often retrospective regrets, disappointment, fear, but also relief and the possibility of something better. Such an epiphany often instils a desire to share it and help others.Happiness (at work) is an elusive, multi-layered, aspirational and complex concept. Most commonly it is achieved through a sense of purpose, challenge and competence; patterns from research suggest men enjoy ‘mastering’ a challenge (action-based), whereas women enjoy competence more (reflective).There is a simple methodology for attaining happiness at work based essentially on the questions: What do I want? How do I make the change? Acknowledge ‘stuckness’ and be open to different possibilities, which is emotional, confrontational and scary. Keep going. Be positive. Reflect our core values. Enact straight away. Engage in deep learning.Craft the perfect job. Seek challenge/competence (inside or outside work). Explore our assumptions. Negotiate. Set boundaries. Break free of the cycle of self-limiting beliefs to gain power and control.Communicate at work. Face our fears. Look back at past goals to draw strength. Plan – where have we come from and how do we go forward? Feel more confident. Do what we do well, well! Feel good about ourselves. Make practical decisions about our own happiness.Mindfully put into practice what we learn and consolidate it; many educational systems focus on improving weaknesses rather than focusing on strengths.A lightbulb moment can make us impatient to bring about change but we must recognise the feelings, pause and think - society pushes us to constantly ‘do’ but in reality, less is more. We should all have a sense of hope, take small steps to improve things all the time and constantly come back to what’s important, step off the hamster wheel and ‘tweak things’.COVID has shown that change is possible, and quickly, so it is always worth pushing for it.

"Ai is just a powerful set of tools, what we really need is to understand human problems better.."A thought provoking and insightful discussion with Vivienne Ming on seeking to solve the world's messiest human problems using technology, in companies and in communities, by creating a more inclusive world. We discuss the power of AI and technological tools coupled with an understanding of just how ward it is to tackle human problems such as economic inequality, sexism or discrimination. How can we measure this untapped human potential and use it for philanthropic ends ? Messy problems have messy solutions - the answer is always more than a simple yes or no - as technology advances, nothing is that binary, and neither are humans. How to manage this increasing complexity and bring our best selves to our everyday lives ? How can we harness the potential of collective intelligence differently ? We discuss and explore these questions and more as Vivienne shares her stories, insights and research on this fascinating and complex subject. The main insights from this episode are : The world depicted by science fiction is not always so wonderful, but is some of it achievable? Whilst society has limitations, there is always the idea that something could be better. Also seeking to channel energy and expertise into philanthropic, profoundly human projects for the greater good (e.g. in the fields of education, public health) – why not build it so people can use it? But this could easily become dystopian…AI is a powerful set of tools, but we can’t do everything with it. There is a lack of understanding about just how hard it is to tackle human problems, such as economic inequality or sexism, for example. People do not always act rationally.There is no such thing as ‘AI dust’ – the current challenge is technology utopianists claiming problems will be solved vs. those advocating the wholesale banning of technology. We are both scared and excited by technology, so what do we do with it? We must make good choices and take responsibility; we must limit the negative impact and ensure that no one group suffers. Messy problems have messy solutions, and we must decide what is right and what is wrong. The answer is always more than a simple yes or no - as technology advances, nothing is that binary, and neither are humans.We must bring our best selves to our lives every day and create an environment that allows us to do so. We must realise that our best self is not perfect, but we still have to try. We should not aim too high nor feel like a failure - life is not perfect and that is not the purpose.Scientists conducting research hope to be ‘less wrong’ than their predecessors. Nothing is a shock - science is never right, and its dirty secret is that (simple) truisms are hardly ever 100% accurate but they generalise, look for patterns/clues and are based on heterogeneity.When it comes to collective intelligence, what makes a group smart? The biggest predictor is how diverse the group is. In developmental psychology, enriched, i.e. diverse, environments produced bigger brains - more thoughts, more emotional resilience, more cultural enrichment; (how) can these positive interactions be economically productive?Looking at peoples’ potential, what is their uniqueness that will make a difference? Most people will not have the opportunity in life to make a difference, but why is it so scary for those who do to share the good fortune they have and allow others to try?‘All of our lives would be better if all of our lives were better.’ There is an enormous amount of untapped human potential in the world, and this must change: it is not us vs. them, but us vs. nothing or us vs. ourselves: everyone can give back if they are given the chance to do so. We must deliberately find our world’s problems (in areas such as education, ethics, AI) and take an ‘intelligently messy’ approach to solving them. It is about solving problems, not about the person solving them and Socos Labs is well placed to help. There are many smart inventions that are not in use, and not everyone works with big data, but things are predictable, and our eyes are the best indicators of the future. Vivienne built herself a superpower: it was imperfect, complicated and messy but it improved lives. It is not about patents, licenses, or making money, it is about helping overcome challenges.Predictive models can be better than their real-life equivalents, giving rise to the idea of cyborgs, which could be reality, not just science fiction. We should not say no to something that might offer improvement - no is as much of an ethical choice as yes, but if you say no, people could die if something is not invented (in the field of medicine, for example). We must change the definition of what it is to be human while we can still make choices for ourselves (before Musk’s, Zuckerberg’s or Google’s neuroscience gets into our heads!). Technology and entrepreneurship for good have a huge impact on a collective scale, A simple solution is not a solution; models are extremely complicated and full of interdependencies. And all systems are about tension – imperfect and constantly adapting - and we must accept that messiness means tension. In the face of uncertainty, how can leaders/entrepreneurs/scientists/philanthropists make a difference here? Just do it or build it! Understand that it won’t work initially but multiple attempts to solve the problem will lead you to understand it. No one is smart enough to outthink reality – it’s too big and messy (like the human brain!).Start by looking at the research - the problem is not new and there have been previous intelligent and knowledgeable attempts to solve it. There are powerful reasons that must be understood as it is never an obvious thing that needs fixing.Ideas are not always fanciful, and we must find our way to clever ones and make them meaningful by building nudging systems that make small differences: live the problem, collect the data, make decisions and observe.Example of the gender pay gap – why do women make less ambitious work choices? It seems irrational but aligns with how the choices pay off in reality - otherwise why would you invest in it? The Inclusion Impact Index uses data and AI to communicate what marginalised groups have achieved, also in terms of financial consequences, economic activity, real and potential impact. But what do we actually do to create jobs, file patents or register inventions? It requires funding and amazing people. Socos Labs has a causal model in development; numbers are meaningful to the global economy and specific programs to help are the way forward. Hard choices have to be made but the world would be a better place if we build things, show that they work and give them away. 

What does diversity really bring to business and how can we normalise this conversation?  Are we asking the right questions and do we measure it meaningfully ? Swati and I have a rich and insightful discussion on stepping out of being politically correct, and coming from a place of enquiry and curiosity. We need to ask the right questions, speak more boldly and really take on board the fundamental concepts of inclusion and diversity, and what they mean for today’s institutions, corporates and communities. We discuss the role of education, research and corporates to create a common platform and psychological safety for discussion – it will be full of opportunities but also beliefs, fears, assumptions and spiky conversations. We need big ideas to inspire curiosity; and we must all admit when we know we don’t know. The presence of diversity alone is not enough to create inclusion and performance - D & I needs to be CEO led and a core part of every business strategy and culture change roadmap. Swati shares the insights and experience from her work both in corporates and as an entrepreneur, and research from her recent book - Diversity beyond tokenism. The main insights from this episode are :  This is the first book on a complex topic that poses questions that are not readily asked and for which there are no easy answers. Diversity has many themes and moving parts and this book aims to bring everything together, highlight the paradox, be truthful, politically respectful and offer objective analysis of the problem. Does diversity help business? It is taken as a given, but how do we measure it? What kind of diversity is needed? Diversity for a start-up is different from diversity for a large company, for example, and this requires authentic and honest discussion. Gender equality is currently at odds with most organisations, which have male mindsets; we must invest aggressively in the female workforce.The issue of privilege is likewise important. What does/will privilege look like? What are its boundaries? Affirmative action requires an outcome and an end point and can become toxic if it is not transparent. There is often good intent, but it is couched in a hushed manner.Being ‘equal’ is not the same as understanding inclusion. Just as also absolute equality is not the same as equity. ‘Playing the diversity card’ is applied both correctly and incorrectly. Any type of ‘card’ is important and represents societal/historical wrongs that need to be rectified. This is not just a problem for corporations, but for society and government too.Where are the gaps? Where/why do people feel they need to ‘play the card’ (gender, race, etc.)? There are tools for reframing the issue. Fixing the minority (e.g. women) is not fixing the environment. And who is trying to fix what? Are men trying to fix women? Does anybody need fixing? It is often about stereotypes and the balance of power. The notion of sampann means ‘complete in all qualities’ and is applied to women in India. It asserts that women are more resilient, perfectionists, feel inadequate, don’t speak up, feel guilty, etc. We need a completely different balance that brings more equality to the workplace. (Returning) mothers are often the focus of any gender initiative but what about single women, for example? This overlooks an entire demographic group. The rhetoric for ‘equality’ is almost exclusively centred around women. We need to change the rules at home and at work and raise men differently, but the focus must shift to men too. We should look at human beings in general as a research base; not all women are the same and not all men are the same.Unconscious bias training takes up much of D&I spend. Can training correct deep-rooted bias? No. It’s bigger than leaders and companies but must be addressed, starting with teaching and learning in childhood/society.The fundamentals of D&I do not change. SMEs must be involved in dialogue, not just Fortune 500 representation. We must build communities and look at how to construct roles - job descriptions are often written to exclude and not include people. A blanket approach to bias assumes that underprivileged groups have bias, but everyone has bias. We must look at bias through an inclusive lens. Gender stereotypical roles exist and are unlikely to change for several decades. Truths exist and bias is therefore not incorrect, but it requires objectivity to discuss it openly. We need a common platform and psychological safety for discussion – it will be full of opportunities but also beliefs, fears, assumptions and spiky conversations. We need big ideas to inspire curiosity; and we must all admit when we know we don’t know.  The presence of diversity alone is not enough – we need processes to actively incorporate thought diversity. Diversity must be CEO-led and seen as part of the core business strategy for which leaders must create the right culture for implementation.