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Transforming Work with Sophie Wade

Transforming Work with Sophie Wade

Hosted by Sophie Wade

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Episodes

163

Latest episode

Jul 2026

Language

EN

About the show

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.

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August 13, 2026Episode 16440 min

164: Angeliki Galanopoulou - The Millennial Career Reckoning: Adaptability and Agency in the Age of AI

Angeliki Galanopoulou is Founder and Host of "the adaptive times" podcast, meanwhile taking a purposeful career break after more than seven years at Google. Angeliki discusses how AI is transforming work, job security, and career opportunities, particularly for millennials. She shares how burnout, loss, and rapid advances in AI prompted her to reassess work, wellbeing, and career priorities. Angeliki discusses why human connection, empathy, self-awareness, and continuous learning matter to stay relevant and thrive. She explains how millennials can build adaptability and agency to redesign work, explore entrepreneurship, and navigate increasingly uncertain careers. KEY TAKEAWAYS [ 01:34] Angeliki studies management science and technology while her career direction is unclear. [02:36] Digital marketing fascinates Angeliki combining technology and customers decision-making. [03:54] Understanding how the brain works - motivations, fears, and goals - improve sales. [04:98] Empathy, energy, and memorable relationships can produce stronger business results. [05:56] Burnout and coaching experience reshapes Angeliki's approach to skills, mindset, and work. [06:36] Relentless high performance becomes unsustainable without reassessing personal priorities. [07:05] Questioning what she wants, Angeliki identifies what gives her energy and does not. [07:48] Self-awareness matters to help optimise how work is done and reduce burnout risk. [09:05] Grief creates profound recalibration that cannot truly be prepared for beforehand. [09:35] Previous burnout awareness can help protect energy during difficult periods, including grief. [10:21] Major life events provoke deeper questions about choices, regrets, and careers. [13:11] Traditional long-term job security is disappearing as careers become less predictable. [13:42] Staying relevant now requires individuals to be 'selfish' about their professional growth. [14:35] People staying in stable corporate jobs must keep pace with AI to stay relevant and improve their wellbeing. [15:05] Other people leave their corporate jobs since AI lowers entrepreneurial barriers. [17:04] Time spent AI upskilling is limited inside companies as people don't feel they have time. [18:48] AI upskilling requires deliberately protecting learning time like formal education. [19:46] Individuals must actively practice new tools rather than await organizational guidance. [21:11] AI-prompted internal moves closer to technology for AI influence or to revenue for more perceived safety. [22:00] Communication and influence skills become increasingly important as technology advances. [22:15] Side hustles allow experimentation while maintaining the stability of corporate income. [23:35] Adaptability begins with comfortably admitting uncertainty and remaining genuinely curious. [26:06] Reframing is powerful, e.g. using frustrating situations to improve learning, communication, and personal agency. [28:38] Effective communication starts with deep listening beyond another person's spoken words. [29:31] Self-awareness of strengths and weaknesses reduces defensiveness and improves communication. [30:23] Professional positioning should prioritize audience value while being authentic personally. [32:18] Angeliki is advised to interview externally each year to test her market relevance and polish her positioning. [33:55] Internal mobility helps employees pursue evolving interests while remaining organisationally relevant. [34:54] Organizations should create protected time and resources for continuous AI learning. [35:34] Smaller companies are likely more human-centred than larger companies to keep talent. [37:30] Agency grows by noticing triggers, reframing reactions, and choosing constructive responses. [38:46] IMMEDIATE ACTION TIP: Practice communication, storytelling, positioning, and visible courage to build future readiness. RESOURCES Angeliki Galanopoulou on LinkedIn the adaptive times podcast on YouTube the adaptive times website QUOTES " The safety doesn't really exist, the job safety. Which means that it's on us selfishly and personally to arm ourselves and do what we can to stay relevant and be on top and succeed and thrive in the rest of our careers as millennials." "It's your responsibility to keep up with AI for two reasons. Either to be super up-to-date, relevant and always top of mind, when it comes to doing your job more effectively and, and performing highly. Second, to actually improve your own wellbeing." "The barrier to entry in anything you want to build is minimal. Anyone can build and launch anything with almost minimal cost." " You build it [a side hustle] while you have the stable income. So I like to talk about corporate not necessarily as safe, but as stable." " We should all be adaptable. That's the skill we should all build." "See what triggers in you... And ask yourself, 'Is there a better way that will not ruin my mood for the day that I can look at it?' And then, 'Can I do something about it?'"

July 31, 2026Episode 16339 min

163: Ayelet Segal - Cultivating Human-centered AI & Ai Change Makers

Professor Ayelet Segal, Human-Computer Interaction and UX expert and Head of the " AI & I " Lab of Bar Ilan 's Faculty. Drawing on decades of experience in cognitive psychology, user experience, and technology innovation, she explains how AI can amplify rather than replace human expertise . She discusses human-centred design working on AI digital twins, personality-informed avatars, and why context and trust influence the quality of human-AI interactions. Ayelet describes how LLMs are not search engines but simulate our world and expand human capabilities. She shares how new methodologies are accelerating scientific breakthroughs . Ayelet explains how she is preparing emerging leaders to effect change, combining AI with soft skills to transform industries. KEY TAKEAWAYS [00:31] Visual communication studies le a d s Ayelet toward interactive media and human technology. [01:41] Her doctoral research explored touchscreen gestures for improved learning applications. [05:12] Every technological revolution creates significant human behavio u ral change. [05:45] Human-cent re d design combines cognitive psychology, design skills with emerging technology. [06:40] Effective innovation begins with human needs, expert input, and iterative testing. [09:14] T ech advances now enable more natural, human-centred interactions. [09:59] Video avatars can provide accessible, conversational expertise across many professional fields. [11:35] Digital twins use someone's knowledge base as well as their appearance and voice. [12:14] AI companions sustain 'natural' conversations by answering, encouraging, and remembering. [13:25] Video mentors generate longer, richer, more accurate interactions than text-based chatbots. [14:14] Natural conversation and proactive prompting can strengthen users' trust and engagement. [17:02] L LMs are not search engines. They simulate our world, including its strengths and biases. [17:40] Effective AI companions benefit from personalities appropriate to the specific professions. [18:36] Touchcast's avata rs incorporate five personality traits as well as other parameters. [19:11] AI communication – to/from humans – should adapt language according to the audience. [21:21] Clear, defined context helps LLMs deliver more accurate answers. [22:30] LLMs gradually learn about the user, creating important foundation context about them. [23:55] Human-AI interaction is two-way, making individual accounts important for accuracy. [25:57] AI should become a cognitive partner that amplifies professional capabilities. [26:30] Professionals must creatively develop methodologies that expand their abilities with AI. [27:00] AI is transform ing UX research, enabling greater scale, depth, and analysis. [27:30] AI-generated s ynthetic personas support research when human participants are unavailable. [29:01] Integrating AI throughout scientific research can enable new breakthroughs. [30:00] AI can help researchers rethink questions, not simply accelerate solutions. [33:21] New AI implementation roles require leaders who bridge technology and industry. [34:00] Students can become change makers using AI to identify transformative approaches . [34:57] AI implementation skills can accelerate graduates into meaningful management roles . [37:15] Successful change makers need skills in leadership, creativity, collaboration, and con flict mitigation . [38:00] Leading AI change requires gathering supporters and navigating organizational resistance. [39:00] E ngag ing deeply with AI now creates competitive edge for future leaders. [42:10] Even experienced AI experts feel overwhelmed by the technology's rapid growth. [43:13] People should focus on AI tools and developing solutions relevant to their profession. [44:27] Treat AI as a superpower extending your mind , capabilities, and professional impact. [44:48] Exploring real workplace needs can quickly inspire useful AI applications. [45:58] Despite genuine risks, AI can solve previously intractable global problems. [48:11] AI can advance sustainability, healthcare, education, and other critical domains. [48:40] Everyone can use AI's superpower to create positive global impact. [49:00] IMMEDIATE ACTION TIP: Explore one professional challenge and develop an AI-supported solution this week. QUOTES " We've experienced a few technological revolutions ….E ach time, for example, when we started to create the applications for mobiles, th ere was also a big behavio u ral change." "We have now a technology that could be finally much more natural and human-centred ." Re LLMs " It's a simulation of our world and it comes with everything that we know about it. With the good things and the bad things and we need to treat it this way. " " It's about the context that you feed it, and then it's learning you through time and it's adjusting the answer based on that. So you really want to be cognisant about that … .t he interaction is two-way." "We really need to be creative about how to use it [AI] and develop our own methodologies." "In order to be a change maker and lead, you really need to learn how to deal with people who are against change." "Every one of us has a [AI] superpower, and we should use it to do good in the world."

July 16, 2026Episode 16250 min

162: Thomas Arnett - Disruptive Innovation: How AI Is Changing the Game for Education and Careers

Thomas Arnett is Senior Research Fellow at the Clayton Christensen Institute , focused on disruptive innovation in education. He is author of research on "What actually determines AI's impact on humanity ". Thomas discusses how disruptive innovation transforms established systems and describes the incentives , governance, and business models shaping AI development. He explores how AI is changing the 'game' of work and education and that we must shift from traditional models as AI expos es the ir limitations . Thomas explains the need for curiosity and adaptable skills-based learning as career pathways change . KEY TAKEAWAYS [01:0 4 ] Fascinated by how the world works, Thomas studies economics . [01: 53 ] Teaching middle school convinces Thomas that much of today's education system is outdated. [02: 5 5] Thomas pursues graduate school to explore how to reinvent education. [03:3 8 ] T he Christensen Institute gives Thomas a framework for understanding disruptive innovation. [0 4 : 48 ] Established systems are usually optimized to solve yesterday's problems rather than tomorrow's . [0 6 : 23 ] Disruptive innovation positive side effects making scarce solutions more abundant and available. [06:55] School systems face the innovators' dilemma as entities struggling to adopt new innovation s . [08:26] Disruptive innovation frequently starts with inferior solutions to mainstream alternatives. [0 8 : 5 4] D isruptive innovations initially often serve overlooked users before improving and reaching mainstream audiences . [ 1 0: 27 ] AI represents a technology capable of fundamentally changing how education creates value. [1 0 : 56 ] AI has created a new game to play while education systems teach how to succeed at the old game . [1 1 : 33 ] School is an artificial game where AI can help students succeed at school assignments while undermining the assignments' purpose . [1 2 :1 6 ] Assessments need rethinking because AI changes what knowledge and capabilit ies matter . [ 14 :1 7 ] AI companies' missions and their business models often drive them in different direction s . [1 5 : 3 0] Investors, governance, and customer markets increasingly influence how AI products evolve. [ 16 : 33 ] Understanding incentives provides better in sights into AI's future than reviewing technical capabilities. [ 18 : 0 2] The business model s behind AI shape which applications receive the greatest investment. [18:26] Factors tempering AI companies' 'arms race' as feedback and safety issues influence decisions. [21:24] Thomas is optimistic about young people considering their reservations about AI. [ 22 : 29 ] Learning should focus more on critical thinking, developing judgment , and problem-solving. [23:02] Thomas stresses learning how to uncover nuances to succeed in the era of AI. [25:49] AI's cost efficiencies and capability expansion is generating more entrepreneurship possibilities. [29:06] AI's language interface adapts to us, rather than humans having to learn a new tech interface. [29:53] Many human roles were previously needed to deal with messy tech-human interfaces. [31:22] New entrants can adapt fast er with new interfaces , fitting the organisation, designed AI-first. [33:4 9 ] Shifting to tax capital not labour as one possible solution to improve labour market dynamics. [34:44] Thomas suggests new modes of financing ventures as community-based capital. [37:24] Existing examples of Universal Basic Income – upsides and downsides are inevitable. [38:34] Recognising how financial security affects people's career decisions and viable opportunities . [39:09] School experiences must evolve as they determine students' ability to succeed in the workplace. [27:35] AI lowers barriers for individuals wanting to create value independently. [31:05] D efined career ladders are evolving into more fluid and adaptable pathways . [34:00] The future belongs to people who identify worthwhile problems before searching for solutions. [40:30] Education must prepare people to navigate uncertainty not just master established knowledge. [44:10] Human curiosity becomes increasingly valuable as AI can handle more routine cognitive work. [48:25] Career success will increasingly depend on adaptability. [53:15] Solving meaningful problems creates more lasting value than completing prescribed tasks. [59:50] IMMEDIATE ACTION TIP: Focus on understanding the problems that need solving and cultivate the curiosity to keep learning and creating solutions throughout your career. RESOURCES Thomas 's research publication " What actually determines AI's impact on humanity ". Thomas's article QUOTES "School is an artificial game... we've constructed this game and now we've got this technology that helps you win at the game but actually lose at the purpose of the game." "Most of the AI getting used in schools today is... not rethinking the assumptions of how school works , it's just using it to try and enhance the way the school system has always worked." "Don't just look at what AI can do. Look at the incentives driving the companies building it." "If you want to see where these [AI] companies are going, look at their governance structures, look at who their investors are, look at what customer base they're trying to target." "As long as you maintain that curiosity for understanding those problems and a desire to try and solve them, I think that is a mindset that is go ing to serve people well." "Systems get designed to solve certain problems and they get really good at doing the things they were designed to do, but not very good at doing things that are radically different from what they're originally designed to do."

March 27, 2026Episode 16141 min

161: Subramanian Rangan - Capitalism 2.0: Cultivating Leaders with Character

Professor Subramanian (Subi) Rangan, Professor of Strategy and Management at INSEAD and Endowed Chair in Societal Progress, explores "Capitalism 2.0". He explains how traditional model succeeded in development and wealth creation goals, yet leaving critical gaps from focusing on efficiency over equity, output over outcomes, and growth over sustainability. He discusses the "K-shaped" economy, concentrated power, and leadership responsibility to use influence with more moral character to improve well-being. Subi recommends "better not new" models, urges leaders to consider more human-centric assumptions, and reframes business as a platform for both performance and societal progress. KEY TAKEAWAYS [01:29] Professor Subi Rangan describes early influences shaping his career and perspective. [02:25] Subi explains his exposure to Tata's positive societal impact in India. [04:06] During his PhD, Subi observes multinational firms as platforms for global human capital. [05:50] Contrasts between business income generation and societal impact outcomes. [06:37] Government intervention rises when markets fail to self-correct. [07:14] Since 1980s, liberalization increased legitimacy of private enterprise self-regulation. [07:30] Capitalism 2.0 addresses gaps in the current system – e.g. enormous wealth creation, but well-being is lacking. [10:15] Efficiency over equity is one driver of the modern "K economy". [10:59] Emphasis on outputs neglected sustainability despite economic growth and scale. [11:47] Mass production and consumption can produce better outcomes with more thoughtful producers and consumers. [12:58] Society is influenced by four systems: bio, cultural, political, and economic. [13:35] Interdependence is regulated to resolve differences – using culture's soft power. [15:00] Hard power, civic interdependence with norms and consequences. [15:51] Economic interdependence excels at efficiency with inherent contradiction. [18:01] Highlights divergence of opportunity and income fuels dissatisfaction. [19:00] The concentration of power comes with moral responsibility to exercise it. [21:04] Inequality is a choice influenced by leadership values. [22:03] Lack of fairness and wellbeing can bring down society. [24:19] Focus on outcomes not outputs, especially fairness as an outcome. [24:56] Economic drivers of ill- or well-being – adjusting the structure of employment. [25:55] Labor immobility challenges adaptation pushing for an ecosystem of adjustment. [26:33] Adaptive individuals emphasises workplace learning over formal education. [26:52] An ecosystem approach supports workforce adaptation and stability. [27:35] How to incorporate non-price value outcomes like wellbeing and equity. [29:05] We have a moral problem, not a technical one. [29:33] After achieved development, wellbeing, equity, and sustainability need economic integration. [31:08] Deeper leadership character must complement competence in AI era. [31:52] AI can be a potential equalizer if guided intentionally. [34:32] Moral reasoning can be incorporated into business education systems. [35:20] Updating applied professions to combine competence and character for meaningful careers. [36:55] Points to Better Life Index as multidimensional well-being measurement model. [38:14] Outcome-based metrics rarely exist at the enterprise level thus far. [39:30] Ideas, academic research, and conversation can drive systemic change. RESOURCES Professor Subramanian Rangan's biography Societyforprogress.org website Professor Rangan's chapter " From Market-Pareto to Moral-Pareto: Seven Problematic Assumptions in Business Economics Theory " in the 2025 book " Core Assumptions in Business Theory: A Wedge Between Performance and Progress " QUOTES "The models that we have really do work to enable this wealth creation. However, they seem to not have done a good job on creating wellbeing." "There is an anxiety that is quite unprecedented about the future and about the state of the world." "The 20th century economy produced great output, but it fell short on outcomes." "It's not about the concentration of power, it's about the exercise of concentrated power." "Business actually is a great platform for not only positive income, but also for positive impact."

January 31, 2026Episode 16055 min

160: Maya Middlemiss - Remote Readiness: How to Realise Distributed Work's Full Potential

Maya Middlemiss is Founder of Remote Work Europe, a Remote Work Strategist, and author of 'Remote Readiness for Jobseekers'. With over two decades of remote work experience, Maya reflects on developing and scaling fully remote teams long before pandemic-related "forced remote" distorted perceptions of flexible work. She highlights the mindsets, autonomy, self-discipline, and trust required for sustainable remote models, along with practical hiring indicators for remote readiness. Maya describes collaboration infrastructure, leadership evolution, and how companies and workers can intentionally position themselves for the future of distributed work. KEY TAKEAWAYS [01:12] Maya works abroad before studying psychology to better understand herself and others. [03:24] An offer to supply research via the internet launches Maya's early remote work. [04:17] Early remote work requires experimental setups with basic technology at home. [05:40] Maya hires independent, self-directed people suited to technical and remote autonomy. [07:33] Entrepreneurship, novel writing, and marathon training clues signal remote readiness. [11:17] Technologies enabling remote work are solved pre-pandemic while versioning issues remain. [12:45] Distributed collaboration needs shared repositories and synchronous communication. [13:42] Video meetings are now basic expectations using seamlessly integrated tools. [15:46] COVID forces remote adoption without change management. [16:40] Pandemic burnout experiences from surveillance management and excessive Zoom calls. [17:44] Despite challenges, people recognise the long-term potential of working remotely. [18:18] Pause and reflection causes workers to seek guidance to work remotely permanently. [19:20] Lifestyle redesign becomes central as people relocate and reassess commuting. [20:23] Return-to-office pressure generates panic for those who had restructured their lives. [21:24] Remote Work Spain and Europe emerges to systematize advice for job seekers. [23:15] Media narratives about productivity often mask commercial real estate interests. [23:50] Personal preference strongly aligns with productivity in distributed settings. [25:09] Remote work increases self-awareness about lifestyle and motivation. [26:21] Decoupling work from location unlocks global life design possibilities. [28:08] Geoarbitrage enables cost-of-living flexibility and portfolio career strategies. [30:16] Distributed teams need intentional leadership to replace passive office-based osmosis. [34:28] Remote work's five C's: Console, Culture, Communication, Connection, and Collaboration. [35:42] Technical self-sufficiency and redundancy are essential remote competencies. [37:45] Everyone needs to contribute with new broader spectrums of knowledge and expertise. [38:41] New remote hires should actively observe onboarding to recognise cadence, styles etc. [42:19] Managers can learn from new remote recruits' views to improve distributed systems. [44:22] AI is embedded everywhere, requiring critical use and human differentiation. [46:25] Job seekers must show AI literacy without communication sounding machine-generated. [47:33] Authenticity and visible individuality help candidates stand out remotely. [48:46] Cultural fit should add diversity and evolution rather than sameness. [50:32] Remote work is harder to secure but delivers significant life rewards. IMMEDIATE ACTION TIP: Remote work is different to previous traditional working norms making it harder to find a remote job or managing a distributed team. However, the rewards are significant and worth the additional effort. RESOURCES Maya Middlemiss on LinkedIn Remote Resilience Hub Remote Work Europe 'Remote Readiness for Jobseekers' Maya's new book QUOTES "The people who've mastered that intentionality of leading distributed teams actually really celebrate what new people could bring." "To figure out how to lead your team properly in a distributed way, you'll get so much more from them and you'll get so much more from your own life as a leader, as a manager." "Remote work is here. It has been here for a long time." "The sheer spectrum of knowledge and expertise is much broader and so everybody can't know everything…We are so much more atomised now. We need to try to be good synthesists and have a good overview." "T ry to find the best job for you in the whole world where you will have the greatest satisfaction and experience and productivity and flow. Of course, that's going to be harder, but just consider the rewards that that can bring and it's worth doing the work. "

January 16, 2026Episode 15937 min

159: Matt Poepsel - Leading Through Entropy: Building Cohesive, Human-Centered Teams

Matt Poepsel, PhD is author of "Expand the Circle: Enlightened Leadership for Our New World of Work", VP of Talent Optimization at The Predictive Index, and part-time faculty at Boston College. Matt discusses how leaders must prioritise human systems to adapt their approaches amid ongoing turbulence and disruption. Drawing from his military background and psychology expertise, Matt breaks down how to shift from control to connection, fostering hope, mutual trust and commitment. He offers clear guidance on managing through volatility, aligning teams in hybrid settings, exploring how to sustain motivation, rethink productivity, and embrace the opportunities. KEY TAKEAWAYS CHAPTER 1: Psychology, Empathy, and the Foundation of Leadership [01:19] During a Marine deployment, Matt is drawn to human behaviour and psychology. [02:49] For high performance and intense situations, military entities have psychology wired in. [03:37] Empathy and cohesion are underappreciated drivers of military agility and effectiveness. [05:15] High stakes work recognise 'softer' factors. Employers often miss the essential social glue. CHAPTER 2: Transitioning to Human-Centred Tech-based Coaching [06:21] Matt leaves the military focused on product but is drawn to team leadership dynamics. [07:27] After a PhD on technology-assisted coaching, Matt starts a company to scale the concept. [08:05] Early coaching efforts centred on behaviour change, connection building and achievement orientation. [08:40] Millennials', and later Gen Zers, arrival highlighted need for new leadership approaches. [09:12] Even early technologies held innovation possibilities to improve human connection. CHAPTER 3: Technology Acceleration and the Human Impact [10:45] Today's technology has increased convenience and productivity as well as disassociation. [13:10] Mandated and mismanaged tech rollouts generate fear and resistance in employees. [13:55] Leaders can push productivity too fast, miss reactions showing people aren't yet on board. [15:37] First Principles are vital to understand actionable and effective priorities. [16:10] Leaders need to counter employees withdrawing and reverting to self-interest. CHAPTER 4: Core Leadership Strategies for Unstable Times [17:05] Hope acts as social gravity for leaders to bring teams back together. [18:58] Mutual understanding and trust between employers and employees needs cultivating. [20:35] Empathising with others reduces people the misjudgement of motives that increase fear. [22:40] Hierarchical org structure and career progression are outdated and block upward mobility. [24:00] Organisations need to be creative, evolve structures and upskill workers for adaptability. [25:03] Commitment to shared goals builds cohesion and counters fragmentation [28:45] Leadership training must emphasize empathy and collaboration skills [30:47] Leaders who aren't supported must proactively learn and adapt. CHAPTER 5: Building Cohesive Teams in a Fragmented World [31:50] Synchrony—aligned workflows—strengthens team connection and performance [32:52] Poor communication and decisions often isolate rather than unify [34:54] Redesigning how work gets done can restore belonging and efficiency [35:56] Leaders must assess cohesion and identity to guide 2026 planning [36:58] Focus on collective progress as the pace of change increases [38:00] Strong teams come from intentional connection, not just output IMMEDIATE ACTION TIP : "To manage successfully through 2026, first take stock of your team, You need to know how things are. Then focus on cohesion because the way you're going to get through it is together." RESOURCES Matt Poepsel on LinkedIn Matt Poepsel's website The Predictive Index website Matt's Book " Expand the Circle: Enlightened Leadership for Our New World of Work " QUOTES "We can't succumb to the transactionalisation, the reductionism that's affecting the modern workplace. Because there are real economic consequences in terms of performance, but also human consequences in terms of our lived experience." "The only way out is through." "We have to take our people with us." "I have to be the magnet rod that kind of draws us all back together through the way that I show up, the way that I diagnose problems, the way that I provide my coaching." "Our human systems evolution is falling woefully behind our technology evolution." "Let's try to get more creative… Let's emphasize those things that AI can't do and let's help our employees remain competitive and more valuable as a result." "We have to check in with our teams and basically do that temperature check."

December 12, 2025Episode 15855 min

158: Anthony Slumbers - From Buildings to Experiences: How AI is Powering Space as a Service

Antony Slumbers is a global keynote speaker on AI in real estate and pioneering voice behind 'Space as a Service.' He explores how different tiers of office buildings are evolving to meet human- and task-centric work needs. Drawing on deep experience as a Proptech entrepreneur, Antony discusses how AI and digital tools are transforming static real estate assets into dynamic environments supporting workers cognitive capacity, productivity, and wellbeing. He shares how shifting real estate models—from bonds to service-based businesses—is essential to attract people back to the office, enhance productivity, and support hybrid and flexible work strategies. TAKEAWAYS Chapter 1 - From Art to Real Estate Innovation [01:26] Antony studies history and art history which sharpens his eye for aesthetics. [02:01] Antony starts work at an art gallery then enters real estate unexpectedly through an client. [03:27] An epiphany that the internet has great potential for real estate coordination. [03:57] Antony starts coding then build a web agency focused on serving commercial real estate. [04:56] A partnership with British Land to develop digital property management tools. Chapter 2 - Reframing Real Estate: Space as a Service [06:01] Antony coins "Space as a Service" to reframe office thinking and real estate mindsets. [06:56] Real estate starts shifting from bond-based investments to human experience businesses. [08:26] Buildings must support focus, collaboration, and task-based work types. [09:13] Pure Adam Smith - productivity depends on environments that support individual output. [10:30] Office buildings must attract people. They have purpose, but they're no longer needed. [12:30] Hybrid working existed pre-COVID, but the pandemic proved remote work works. [13:20] Most corporations continue to mismanage hybrid work having had years to improve. [13:51] Only top-tier offices and flex space providers now fit workers needs and desires. [14:40] A significant portion of office spaces today are functionally obsolete. [16:23] Flex offices fit needs well but are expensive to operate based on high expectations. Chapter 3 - Technology, AI, and Smart Environments [17:40] Predictive AI can be used at once but needs much data, now possible within building environments. [19:22] Generative AI is a thinking partner to enhance any language, code and audio task. [21:04] Antony's six PropTech pillars include sustainability, wellbeing, technology and flexibility. [24:45] Smart buildings must adjust to maintain cognitive performance levels. [25:40] Top tier offices will start guaranteeing environmental conditions to support performance. [27:16] AI enables mass personalization based on user behaviour patterns. [28:13] Next step: buildings respond to what users plan to do. [29:58] Trust is critical for personalized data-driven space services. [32:19] Personas help anonymise data for tailored building experiences. [32:36] Antony disagrees with surveillance and advocates for trust-based data sharing. Chapter 4 - Connection, Community, and Purposeful Space [34:09] Individual top-tier buildings will draw tenants by enabling industry-specific performance. [34:56] Buildings as a connector, matchmaking tenants for networking and collaboration. [36:19] AI can suggest connections through apps or curated events such as lunch and learns. [40:51] Construction City example shows design drives chance interactions and community. Chapter 5 - Workforce Strategy and AI Readiness [42:49] Many employers aren't honest about why they are using AI and the workforce impact. [43:42] Fewer people may be needed as each person become much more productive with AI. [44:10] Companies must redeploy talent instead of cutting staff. [45:45] Some use AI to grow; others shrink workforce. [48:11] Small firms can become agile with AI-powered super teams. [50:22] AI fluency matters—employees not engaging with AI risk falling behind. [52:01] Everyone must upskill individually to stay competitive. IMMEDIATE ACTION TIP: Gather data and talent inputs to analyse and discover how your offices can be designed to actively support your teams' office-based work. RESOURCES Antony Slumbers on LinkedIn Antony's website QUOTES "You've got to make a building that people really, really want to go to because they don't need it anymore." "Generative AI is really good for mass personalization because it can understand data and break it down at a very granular level." "Real estate was going to move from being about a bond to a business." "Health and wellbeing doesn't just happen in a building. You are controlling the environmental conditions in which someone works." "You are paying someone a hell of a lot of money to be there, so if their cognitive capabilities are downgraded 10%, you are actually costing yourself money." "We will start to get to that base level—perfect conditions for whatever it is you need to do at the time."

November 21, 2025Episode 15748 min

157: Cali Williams Yost - Workplace Flexibility: Addressing Competitive & Talent Realities

Cali Williams Yost, CEO and Founder of Flex+Strategy Group, has pioneered workplace flexibility since 1995. Cali shares her journey from banking to becoming a flexibility strategist. She explains why flexible work is essential for business growth and attracting and retaining top talent. Cali explains the pitfalls of hybrid and flexible model policy-only approaches and the need for full operational system-wide integration. She urges leaders to rethink outdated work constructs and outlines practical steps for embedding flexibility into organizational culture for sustainable success. TAKEAWAYS Chapter 1: Origins of a Flexibility Strategist [01:19] Cali studies English and Economics appealing to her two contrasting interests. [02:08] Cali's first job at a bank gives her training and allows her to go to New York City! [02:43] Client relationships are key to success, but rigid systems cause Cali's colleagues to quit. [03:35] Cali sees flexible work as logical and proposes it, unsuccessfully to bank leadership. [04:30] A bank client CEO explains he offers flexible working to retain his employees long-term. [05:14] Urged by his business-driven reasoning, Cali leaves to become a flexibility strategist. [05:47] Cali gets an MBA to have credibility with business leaders about workplace innovation. [06:10] Cali joins Families and Work Institute, developing strategies to operationalize flexibility. [07:35] Workplace flexibility becomes an employee benefit part of policy, not operationalised. [08:45] Making policies operational, Cali develops 'work-life fit' and publishes her first book. Chapter 2: Workplace Flexibility Before & During COVID [10:13] Top down approaches are not effective so Cali dives deep into change management. [11:15] Cali starts her own firm to take an operational, integrated approach to flexible working. [12:26] Pre-2020, most companies had flexible work policies but they weren't operationalised. [13:50] Widespread flexibility was organic and inconsistent with more men working remotely. [13:55] When COVID hit, companies with operationalised flexibility policies adapted easily. [14:19] Executives must reassess foundational work constructs and beliefs to adapt effectively. [17:00] The work challenges presented by leaders and younger employees "clash of contexts". [18:55] The upcoming demographic cliff makes flexible work necessary to attract and retain talent. Chapter 3: Leading in the Modern Work Era [19:26] Finding those ready to lead the change, challenge their context and hold space. [19:48] Three change phases—assess, align, activate—are critical for embedding flexibility. [20:10] Leadership alignment is essential; one resistant leader can derail an entire initiative. [22:45] Employers investing in defining new working parameters unlock many benefits. [23:59] Leaders need to be aware of what is and isn't working with employees. [25:31] Critical willingness to hold space for change being messy and looking at work differently. [27:11] Mandating in-office days without data and strategic input erodes employee confidence. [27:52] Executives co-creating with employees to achieve aligned operational flexibility. [29:55] Trust increases when employees participate in experimenting and defining the process. Chapter 4: Intentional Future of Work Transformation [32:11] Senior leaders must be intentional about work transformation. [32:50] The sustainability of 5-day/week RTO policies especially for talent attraction/retention. [34:07] The significant, essential hurdle of stepping back and rethinking the old work model. [35:12] Younger employees successfully create an intern integration program when empowered. [37:45] Talent shortages by 2032 make flexible models essential to business continuity. [38:33] AI will supplement, not replace, human workers—talent attraction remains vital. [39:42] Rigid workspace metrics must evolve to support dynamic, flexible workforce needs. [42:16] Organizational transformation requires change management and relationships with systems thinking. IMMEDIATE ACTION TIP: Leaders need to assess their talent reality from now through 2030 – aligning the expectations of their workforce and the needs of the business. RESOURCES Cali Williams Yost on LinkedIn flex+strategy group website QUOTES Pre-pandemic "Flexibility was happening organically. It was happening inconsistently, and it was not optimized." "The consistent recognition is - I need to do this differently. So what does that look like?" "You have to be willing to hold the space because change is messy." "This [flexibility] isn't a policy. This is a way of operating." "We're getting ready to hit a historic labour cliff demographic cliff. There aren't gonna be people. The workers who are left? They are going to dictate how they're gonna work. So you should be working right now on being employer of choice."

November 7, 2025Episode 15642 min

156: Andrew Mawson - Increasing Productivity: Key Factors, Brain Capacity, and Mental Load

Andrew Mawson, Founder and Managing Director of Advanced Workplace Associates, explores how organizations can enhance performance, especially by helping employees better manage their brain capacity. Andrew shares six evidence-based factors most impacting knowledge worker productivity. He discusses the neuroscience-researched factors affecting brain function and performance. Andrew offers actionable leadership guidance to reduce mental load, enhance employee well-being and resilience, and achieve sustainable results. TAKEAWAYS Chapter 1: Andrew's Early Career [01:18] Andrew studies applied statistics finding it useful, later describing reality through numbers. [01:59] Working in tech and defence, Andrew then joins Fujitsu and leads a program on intelligent buildings. [02:47] Intelligent building initiatives aim to increase computing adoption and data integration. [04:54] Advanced Workplace Associates is founded to bring a business- and people-focused lens to workplace strategy. Chapter 2: Six Key Factors of Knowledge Worker Productivity [07:31] Analysis of past research identifies top factors impacting knowledge worker productivity. [09:28] Factor 1: Social cohesion emerges as the top factor boosting collaboration and innovation. [10:43] Factor 2: perceived supervisory support with leaders tailoring their approach for each person. [11:41] Factor 3: Information sharing enables a culture of openness, countering knowledge-hoarding. [11:59] Factor 4: vision clarity helps employees connect their work to the team and corporate purpose. [12:45] Factor 5: external communication makes teams challenge their ideas and be open to others' views. [13:29] Factor 6: Trust underpins all factors, fostering belief that leaders and colleagues do the right thing. [15:10] Leaders must create a level of certainty to reduce employee anxiety despite external turmoil. [16:21] Social cohesion usefully creates a buffer during uncertain times, enhancing resilience. Chapter 3: Research into Brain Performance [17:16] Humans are individual brains – research identifies 14 key factors to optimise performance. [18:42] Sleep (7.5 hours) is key for brain performance, with quality and preparation critical enablers. [19:50] Hydration, exercise, and a good diet—with breakfast—are also essential for cognitive health. [21:39] Leaders must recognize that lifestyle habits affect their team's productivity and wellbeing. [23:00] AWA is running a cohort trial to educate leaders on brain health and track performance. [23:57] After baselining, coaching how to integrate new habits and track performance. Chapter 4: Cognitive Capacity & Managing Load [24:56] Recognising finite brain capacity, environments can be designed to reduce mental loads. [25:55] Everyone can better manage their well-being and outcomes using workspace that increases capacity. [28:10] A story of making tea illustrates how cognitive load varies by individual and context. [29:37] Brains are managing humans' entire systems unconsciously, consuming much energy. [30:20] Personal stressors, such as family and finances, compound work demands and brain strain. [31:24] Leaders need to monitor workload and not exceed employees' brains' capacity limits. [32:34] When excessive load get to a point that it blocks capacity for planning and logic. [33:26] Managers and employees can manage load together to restore cognitive function quickly. [34:13] Organizations are communities of connected brains aiming to optimise knowledge flow. [35:05] All six factors are linked and applied together can improve productivity and wellbeing. Chapter 5: How Leaders can Improve Performance [36:26] Leaders need to better understand how the brain works to enable high-performing teams. [37:07] Most managers lack vital training; the six factors offer a useful playbook for leaders. [38:17] How many managers believe social cohesion is their responsibility? [38:58] Competitive pressures between teams create division and undermine collaboration. [39:54] Leaders must promote and model trust and social cohesion to cultivate environments that enable success. RESOURCES Andrew Mawson on LinkedIn Advanced Workplace Associates (AWA) website QUOTES "The name of the game is to get everybody as socially cohesive as possible to allow fluidity of movement, of knowledge and, and collision of knowledge." "[External communication is] the idea that you should expose your knowledge and your brain to other things…. going to other places and have other people challenge your understanding so that your understandings remain fresh." " Humans have got a finite capacity and how that capacity is loaded and eaten into is also another important part of the jigsaw." "Organizations really are communities of connected brains…I think the first thing the leaders need to do is understand more about the brain." "Brains are the unit of production going forward in the world of knowledge work." "We are all actually different…We should be trying to create an environment and giving people knowledge about the status of different spaces and things in the places in the building so they can go and choose." " The duty of a leader is to try to create a level of certainty, create a vision, and create a direction of travel that is almost independent of the turmoil that's going on."

October 17, 2025Episode 15559 min

155: Sara Escobar & Corinne Murray - Intentional Design for Modern Work/Place Experiences

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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