The S Curve
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Deutsche Bank Private Bank is building an AI academy for 20,000 staff·Cognizant is putting 25,000 people behind OpenAI delivery·SUTD is opening CoLab so people build with AI, not only know it·ANZ is putting Banker Academy graduates onto the frontline·CelcomDigi is asking Huawei to co-design how its people learn·Singapore is measuring its AI training by what officers change, not courses finished·Canva is reshaping a fifth of its roles to get back to small, empowered teams·Go1 is putting OpenAI Academy courses inside the corporate learning catalogue·Why Your AI Program Isn't Delivering Business Outcomes·Kier is judging its Oxford programme by what leaders take back·HSBC is building an AI institute in Hong Kong to bring 200,000 staff along·Services Australia is growing its staff AI trial to 2,000 people, one thumbs up at a time·Deutsche Bank Private Bank is building an AI academy for 20,000 staff·Cognizant is putting 25,000 people behind OpenAI delivery·SUTD is opening CoLab so people build with AI, not only know it·ANZ is putting Banker Academy graduates onto the frontline·CelcomDigi is asking Huawei to co-design how its people learn·Singapore is measuring its AI training by what officers change, not courses finished·Canva is reshaping a fifth of its roles to get back to small, empowered teams·Go1 is putting OpenAI Academy courses inside the corporate learning catalogue·Why Your AI Program Isn't Delivering Business Outcomes·Kier is judging its Oxford programme by what leaders take back·HSBC is building an AI institute in Hong Kong to bring 200,000 staff along·Services Australia is growing its staff AI trial to 2,000 people, one thumbs up at a time·
// Insights

Steal the playbook.

Thought leadership for innovation, digital transformation, future of work and L&D leaders. Best practice, how-tos, listicles and the plays people actually use. Not the news feed.

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Insight

Why Your AI Program Isn't Delivering Business Outcomes

Most work in large organisations is a waste of time, and AI just makes us faster at it. Redesign the work before bolting AI on top of it.

Steve Glaveski
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Insight

The Distribution Paradox

It's never been easier to get your music heard, but it's never been harder to get anyone to listen.

Steve Glaveski
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Insight

Somerset Bridge protected the hour because the licence was not the problem

Katherine Hawkins-Jones and Ceri Sharples name time as the largest barrier after a survey of more than 220 colleagues, an AI for Leaders programme for 16 executives, and a Bristol estimate of about 5,000 hours that has not been banked.

The S-Curve
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Insight

Boeing set aside 737 MAX concerns that later mattered

The House committee's report on the 737 MAX records concerns about MCAS that were discounted inside Boeing, and a chief project engineer who approved a redesign without those facts.

The S-Curve
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Insight

What Project Aristotle found besides psychological safety

Google's re:Work guide ranks five dynamics of an effective team, and it warns that a result which failed to appear at Google may still matter somewhere else.

The S-Curve
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Insight

Bad news gets edited on the way up

Hierarchies reward silence. Amy Edmondson says leaders set the stage, ask for last week's real version and refuse to punish the person who brought it.

The S-Curve
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Insight

AI makes speaking up harder, not easier

Amy Edmondson says the anxiety around where AI is going will wreck psychological safety unless leaders make the uncertainty discussable.

The S-Curve
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Insight

Jack Dorsey wants to kill middle management. He's half right.

Block's flat-company essay gets the information problem right and skips the people work that managers actually do.

The S-Curve
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Insight

Which failures are worth running on purpose

Amy Edmondson sorts failure into basic, intelligent and complex, and only one of those is the point of a new bet.

The S-Curve
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Insight

How a team says an AI mistake out loud

Project Aristotle treated admitting a mistake as the test of a team. An AI miss is where that test shows up.

The S-Curve
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Insight

What psychological safety requires when someone challenges a model

Seth and Edmondson on trust fraying when AI enters the work, and the habits that make challenging a model ordinary.

The S-Curve
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