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May 29, 202647 min
Episode 170 | Learning Velocity Through Leadership and Change
If AI is the easy part, why is transformation still so hard?
That’s the question driving the grand finale of The Learning Velocity Series, the third and final episode in this three-part conversation on why learning velocity—the ability to build capabilities at the speed of business change—has become the defining competitive advantage.Performance Matters Podcast host Michael Thiel is joined by GP Strategies’ Nic Girvan, Senior Director of Leadership and Inclusion, and Dr. Cheryl Jackson, Director of Organization Design & Change Management, to explore the human dimension of learning velocity. Where episodes 1 and 2 examined the why and the how, this conversation digs into the part that organizations underestimate the most: the leadership and change behaviors that determine whether transformation actually happens.Nic and Cheryl unpack why AI adoption is fundamentally a behavioral shift, not a technological one. They explore why the enterprise mindset is the one tripping up even seasoned leaders right now, why fear of failure has been amplified—not created—by AI, and why “learning out loud” may be the most undervalued leadership behavior of this era.You’ll also hear why the “messy middle” of leadership is where most transformations stall, why change readiness and resilience are competitive advantages on their own, and how visible decision-making moves teams from threat into agency.This is the human side of learning velocity—the side that determines whether your organization actually moves at the speed of change or just talks about it.🎧 Download the Learning Velocity™ Guide from GP Strategies for deeper insights across all three episodes in this series: https://www.gpstrategies.com/resources/ebook/7-challenges-slowing-your-organization-down-and-how-to-accelerate-through-the-age-of-ai/Catch the full episode below:
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May 14, 202650 min
Episode 169 | Slowing Down to Speed Up: The AI-Era Leadership Shift
Why do leaders sit through great training and still freeze when the real moment shows up?
In this episode of the Performance Matters Podcast, host Michael Thiel sits down with Björn Billhardt, CEO of Abilitie, and Lisa Fagan, VP of Sales for Leadership Development and Inclusion at GP Strategies, to unpack why leadership capability isn’t built by collecting frameworks. It’s built through practice, at speed, and with the right partners.
Together, they explore the case for simulation-based leadership development, the role of AI in accelerating (and sometimes slowing down) how leaders grow, and what it really takes to move from knowing to doing. Drawing on 25 years of simulation design and decades of client work, Björn and Lisa make the case for social, consequence-based learning that delivers reps at scale.
The conversation tackles the hard questions: Why is giving feedback still one of the hardest things even seasoned leaders do? How do you actually measure leadership development beyond smile sheets? Where is AI genuinely accelerating capability, and where does human judgment still win? And why might the AI era paradoxically require leaders to slow down to speed up?
Catch the full episode below:
The post Episode 169 | Slowing Down to Speed Up: The AI-Era Leadership Shift appeared first on GP Strategies.
May 8, 202622 min
Episode 168 | Building Learning Velocity™: From Innovation to Architecture
If your business needs a new capability fast, do you have the systems to build it fast?
In Episode 2 of “The Learning Velocity Series,” Performance Matters Podcast host Michael Thiel digs into the “how” behind learning velocity with two of GP Strategies’ sharpest minds: Chief Learning and Innovation Officer, Matt Donovan, and Senior Director of Consulting, Ella Richardson.Together, they unpack what it takes to move at the speed of business—from atomic instructional design and modular, embedded learning to the two synchronized tracks every learning organization must run on: operational excellence today and transformation for tomorrow.Matt and Ella tackle the hard questions: Why has the percentage of L&D teams seen as strategic partners dropped from 50% to just 19%? Why do organizations default to “just build something” when they feel behind? Where is AI personalization truly delivering, and where has it been overhyped?You’ll also hear why “going slow to go fast” isn’t a contradiction, and why judgment—knowing what not to do—may be the most undervalued leadership skill in the age of AI.Download the companion Learning Velocity™ Guide from GP Strategies for deeper insights across all three episodes.Catch the full episode below:
The post Episode 168 | Building Learning Velocity™: From Innovation to Architecture appeared first on GP Strategies.
April 28, 202619 min
Episode 167 | The Learning Velocity Imperative
In a world moving at the pace of AI, can your organization build the capabilities it needs fast enough to matter?That’s the question at the heart of this first episode of The Learning Velocity Series, a three-part series on why learning velocity—the ability to build capabilities at the speed of business change—has become the defining competitive advantage.Performance Matters Podcast host Michael Thiel sits down with GP Strategies CEO JF Vezina to set the stakes. JF unpacks why the old workforce development playbook is broken, why speed to capability is a fundamentally different game than more training, and why only 19% of L&D teams are seen as true strategic partners inside their organizations.JF also makes a bold prediction about 2026 and what it means for every learning leader navigating continuous disruption.Whether you’re a CLO, a CHRO, or a business leader trying to close critical skill gaps, this episode will challenge how you think about learning and what it takes to amplify your people’s potential at the speed of opportunity.
🎧 Download the companion Learning Velocity™ Guide from GP Strategies for deeper insights across all three episodes.
The post Episode 167 | The Learning Velocity Imperative appeared first on GP Strategies.
December 18, 2025
Learning Trends Shaping the Human + AI Workforce
2025 has been a disruptive year for learning and talent, and 2026 promises even more change. In this episode of the Performance Matters podcast, host Michael Thiel sits down with Matt Donovan, GP Strategies Chief Learning and Innovation Officer, to unpack five learning trends that matter most for enterprise L&D and HR leaders.
Listen and learn how organizations build capability, integrate AI, and elevate performance so CLOs, L&D, and HR leaders can move faster, smarter, and more sustainably into 2026.
The post Learning Trends Shaping the Human + AI Workforce appeared first on GP Strategies.
December 11, 202525 min
Future Focus: AI News for L&D | Is L&D Ready for AI?
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If AI can build a marketing campaign from scratch, what’s stopping it from designing your next training program?
Enterprise learning leaders are under pressure to keep pace with AI while still protecting quality, compliance, and culture. This Future Focus episode of Performance Matters asks a simple but urgent question: if AI can run complex work tasks end‑to‑end, what does that mean for how L&D designs, delivers, and measures learning?
Theodora Michaelidou, Innovation Learning Consultant from Cyprus and Paul Andrews, Learning Experience Consultant from Shrewsbury, England join the show to explore whether enterprise L&D is truly ready for AI browsers and agentic tools, and how leaders can turn them into safe, adaptive learning and performance support at scale.
Why AI Browsers Matter for Learning and Work
Traditional browsers like Chrome helped people find information; AI browsers and agentic tools are now helping them complete work. In the episode, Paul Andrews explains that newer “agentic” browsers can plan, click, and navigate on a user’s behalf—more like a digital co‑pilot than a search bar.
For L&D and HR, this shift changes how employees seek support and solve problems on the job. Instead of searching a learning portal, they can delegate tasks to an AI that reads policies, compares options, and drafts outputs in real time. If learning teams do not design for this reality, employees will still use these tools, just without appropriate guardrails.
From Static Courses to Dynamic AI‑Powered Pathways
Much of today’s digital learning is still built around predefined paths: pick a role, follow a linear journey, complete a course. Paul describes how AI can now remix content on the fly, adjusting the experience based on what a learner gets right or wrong and what they need next.
Instead of a single branching scenario, an AI‑enabled system can draw from a library of approved assets and assemble a bespoke path in the moment. The result looks more like a modern video game that adapts to how you play than a rigid eLearning module that looks the same for everyone.
For global organizations, this also opens the door to GEO‑sensitive experiences that reflect local regulations, markets, and examples while still aligning to a common global framework. An AI layer can pull region‑specific scenarios, terminology, and compliance nuances without forcing L&D teams to rebuild every course from scratch.
AI as a Just‑In‑Time Subject Matter Expert
One of the most common complaints from business stakeholders is that they invested heavily in training content, but their people still cannot get quick answers when they need them. Theo highlights how AI tools can turn existing content libraries into conversational, just‑in‑time support.
By feeding policies, procedures, playbooks, and learning assets into an AI browser or chatbot, organizations can let employees ask questions in natural language and receive targeted guidance grounded in their own content. Crucially, Theo stresses that this must be a human‑plus‑AI model: experts still validate outputs, monitor risk, and refine prompts and guardrails.
For regionally distributed workforces, this just‑in‑time approach can also be localized without fragmenting content. A single global knowledge base can be tuned with GEO‑specific rules so that, for example, a retail manager in North America and one in Europe each receive guidance that reflects their local environment.
NPCs, Simulations, and More Human Practice
The episode also explores how ideas from gaming—especially non‑player characters (NPCs)—are shaping the next generation of learning simulations. Paul explains that NPCs in games already respond dynamically to a player’s behavior, and AI can bring similar responsiveness to learning.
Instead of static role‑plays where the “customer” or “leader” always reacts the same way, AI‑driven characters can respond differently based on what the learner says or does. This enables more realistic practice for leadership, coaching, customer experience, and sales, tuned to regional norms and customer expectations.
For L&D and HR, this means practice environments that can scale globally while still feeling local—for example, simulating conversations with customers in specific countries or coaching scenarios shaped by local labor practices.
Practical Steps for L&D and HR Leaders to Implement AI
L&D and HR leaders do not need to rebuild their entire ecosystem to benefit from AI; they need targeted, high‑value use cases. The conversation suggests several practical starting points:
Offerings such as GP Strategies’ Learning Experience Design & Innovation services can help organizations experiment safely, define governance, and align AI use with measurable performance outcomes.
Key Questions to Ask About AI Readiness
The episode ultimately reframes “Is L&D ready for AI?” into more actionable questions. Leaders can use these as a simple readiness checklist:
Where are employees already using AI browsers or tools outside official channels?
Which content is safe and valuable to expose through AI, and what must remain tightly controlled?
How will human experts monitor, validate, and continuously improve AI‑generated outputs?
What GEO‑specific considerations—regulation, culture, language—must shape AI use across regions?
By treating AI as an extension of learning and performance strategy, not a separate experiment, L&D and HR can move from anxiety to action and ensure AI is rearranging the furniture in ways that actually support capability, culture, and business results.
Enjoyed this article? Subscribe to Performance Matters on Apple Podcasts, Spotify, or your favorite platform for more Future Focus insights.
For more on AI in L&D
The post Future Focus: AI News for L&D | Is L&D Ready for AI? appeared first on GP Strategies.
November 26, 2025
Blended Learning 3.0: Designing Smarter with AI
Blended Learning 3.0: Personalized, Adaptive, Impactful
What if your next learning journey wasn’t just digital or face-to-face, but smart, adaptive, and powered by AI? In this episode of Performance Matters, host Michael Thiel sits down with Patrick Billingsley, Principal Learning Consultant at GP Strategies, to explore how AI is transforming blended learning. From personalized experiences and role-play bots to learning in the flow of work, this conversation reveals the three stages of AI adoption and practical tips for L&D leaders. Tune in and learn how to design smarter, more impactful learning journeys.
The post Blended Learning 3.0: Designing Smarter with AI appeared first on GP Strategies.
October 23, 202525 min
Five VITAL Leadership Skills in the Age of AI
Redefining Leadership in the Age of AI: Why Being Deliberately Human Matters
In an era where artificial intelligence is rapidly reshaping the workplace, leadership itself is undergoing a profound transformation. This episode of the Performance Matters Podcast dives into how leaders can thrive—not by competing with machines, but by embracing what makes them deliberately human.
The Leadership Identity Shift
In this thought-provoking episode, Michael Thiel and Nic Gervin explore how artificial intelligence is not just transforming tasks, it’s reshaping the very identity of leadership. As AI automates what was once considered uniquely human, leaders are grappling with a dual sensation: the thrill of possibility and the discomfort of disruption.
This shift isn’t just technical, it’s deeply emotional. Leaders must now redefine their value, not in spite of AI, but because of it.
From Task Execution to Value Creation
Organizations need a powerful mindset shift: leaders must move from executing tasks to creating value. This means embracing emotional intelligence, reframing narratives, and helping teams rediscover their unique human contributions.
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The future of leadership isn’t about becoming less human. It’s about being deliberately human.
Nic Girvan
Five Core Human Capabilities for AI-Era Leadership
There are five essential capabilities that elevate leadership in a data-saturated, AI-driven world:
#1: Business Acumen
Understanding how the business truly operates to contextualize AI insights beyond dashboards and reports.
#2: Strategic Thinking
Envisioning the future, anticipating trends, and crafting pathways through uncertainty with ethical foresight.
#3: Enterprise Mindset
Thinking beyond silos and fostering collective success by recognizing the broader impact of decisions.
#4: Critical & Creative Thinking
Blending logic with imagination to challenge AI assumptions and design innovative solutions.
#5: Data-Driven Decision-Making
Interrogating data with human judgment, storytelling, and ethical reasoning to make meaningful choices.
Introducing the VITAL Model
The VITAL framework helps leaders remember and apply these capabilities:
Viewpoint: Strategic thinking to guide teams with purpose
Input: Enterprise mindset that values collective contribution
Tinker: Critical and creative experimentation
Analyze: Thoughtful, data-driven decision-making
Leverage: Business acumen to align AI with real-world dynamics
Training for the Future
GP Strategies has launched a new immersive training series based on these five capabilities. It’s designed to help leaders build these muscles in real time, whether they’re shaping strategy, leading teams, or navigating AI disruption.
Final Thoughts
This episode is a call to action for leaders to embrace their humanity as a strategic advantage. As Nic puts it, “AI can replicate tasks, but it can’t replicate you.” Leadership in the age of AI is not about competing with machines, it’s about elevating what makes us uniquely human.
The post Five VITAL Leadership Skills in the Age of AI appeared first on GP Strategies.
October 8, 202521 min
Resistance to Readiness: How Gibson Guitars Tuned Tradition into Transformation
In this special episode, host Michael Thiel explores a story of navigating change at one of the world’s most iconic brands, tracing the path from resistance to readiness. We discover how organizations and individuals move through the discomfort of change to achieve transformation.
Joining us are Dr. Cheryl Jackson, Director of the Organizational Design and Change Management Practice at GP Strategies, and Rob Ulrich, Senior Manager of Training and Engagement at Gibson Guitars.
Dr. Jackson defines resistance in an organizational context as any pushback or opposition to a change in the environment. It can appear as skepticism, avoidance, or even outward defiance. Resistance is rarely just stubbornness; it usually stems from a fear of the unknown, uncertainty from a lack of trust, a sense of loss, or simply a desire to maintain the status quo. Change is uncomfortable, and people generally avoid discomfort.
Crucially, resistance shouldn’t be seen as purely negative. It’s a natural response to a perceived threat. If no resistance is heard during a change, it suggests a broken feedback loop, or that people don’t feel safe to raise concerns. Listening to concerns can actually be very informative and lead to better solutions, ultimately creating stronger advocates for the change once the resistance is addressed.
Navigating Change at an Iconic Brand
Rob Ulrich shares Gibson Guitars’ journey to implement “the Gibson way of building guitars,” a project focused on standardizing all ways of working. For 130 years, the company operated with a lot of tribal knowledge and social learning, which was hard to maintain when experienced employees moved on. The goal was to shift the mindset from finding new ways to get through the work to refocusing creativity on improving the standard way of doing it.
What Resistance Looked Like
Resistance at Gibson, though expected, manifested as:
Crossed arms and lack of engagement.
The belief that the change was a temporary “exercise” that would pass.
However, as the team shared more information, employees began raising concerns and questions, which showed they were listening and starting to get involved.
Key concerns raised by team members included:
Fear the process would be too restrictive and they wouldn’t be able to make necessary, on-the-fly adjustments (especially when working with wood, which has natural variability).
Concern about how to capture the wide variety of Gibson models.
Long-tenured members resisted change because they played a major role in building the Gibson legacy.
A feeling that the change threatened their identity or ownership over their work.
Listening and Inclusion
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Change has to feel like it’s happening with people, not to them.
Rob Ulrich
Gibson used these questions and concerns to improve the development process and build better, sustainable tools. Rob states the most important thing they did was listening.
Actions taken to address resistance and move to readiness included:
Inclusion in Development: They intentionally included more team members—both long-tenured and newer employees—in the process of developing the documentation to get their input and buy-in.
Sustainability Measures: Implemented processes to ensure long-term adoption, such as team-led training, certification systems, and continuous improvement loops.
The Voice Box: Created an internal suggestion box for team members to send suggestions for changes or improvements directly, keeping the employee voice at the heart of the process.
Leadership Visibility and Communication: Leaders from the front lines to the C-suite were highly visible, engaged, and involved. They followed the guidance to “communicate early and often” and discussed the changes at town halls, sent encouraging emails, and walked the processes to hear directly from team members.
Results and Takeaways
These techniques worked because they provided each person with what they needed to feel heard, valued, and respected. The leadership’s visibility and reinforced, authentic communication was powerful. The approach was designed to move people through the change curve from awareness to full adoption.
Evidence the change was effective:
Team members who were initially hesitant became some of the greatest supporters.
Leaders and team members shared excitement about the Standard Ways of Working (SWPs).
They experienced reduced training time and better ramp-up to production speed.
A team lead noted the standard now allows him to better advocate for his people.
A marked increase in feedback and suggestions through the voice box.
Rob’s biggest lesson learned was that change has to feel like it’s happening with people, not to them. This was achieved through a combination of change management and internal marketing to invite participation.
Organizational Takeaways for Success
Dr. Jackson offers three key takeaways for any organization to achieve similar results:
Seek out feedback and uncover resistance early: Get feedback during the design of the solution, not just after implementation. If you can change the design, you start with a better solution. Don’t ignore or fear resistance.
Intentionally create space for honest, open conversations: Listen with curiosity and empathy, not frustration. Encourage champions and leaders to put themselves in others’ shoes and consider what employees might perceive they are losing.
Teach leaders to spot and respond to resistance the right way: Develop their emotional intelligence by building trust, active listening skills, and empathy. This gives leaders the tools they need to support their teams.
Ultimately, a strong change management practice helps reduce stress on teams, making life better for employees not only at work but also at home.
Remember: Resistance isn’t a wall, it’s a signal. And it might just be your greatest ally in the journey to success.
The post Resistance to Readiness: How Gibson Guitars Tuned Tradition into Transformation appeared first on GP Strategies.
Matt Donovan joins the show to introduce a transformative approach to instructional design which breaks learning into its smallest meaningful components, like atoms and molecules, rather than traditional course structures.
Applying Atomic Design to learning and development isn’t necessarily a new idea, but AI orchestration is now able to make it happen at scale.
Learning is no longer built as monolithic courses but as modular, recombinable assets which can be assembled dynamically by AI based on learner needs, context, and performance goals. But it must be used to foster meaningful connections and not just automate content creation.
How does this next-generation personalization work? How Where does it leave instructional designers in the process? Learn the answers to these questions and more in this future-thinking episode.
The post Episode #160: Instructional Design’s Molecular Makeover appeared first on GP Strategies.
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