Digital Transformation in Workplaces

The class of 2025 is entering a work world that looks dramatically different than it did even a few years ago. Traditional early-career paths are less defined. Expectations are shifting. The old playbook for entry-level work is being shredded—and that’s both a challenge and an opportunity. In Barron's, I share why we’re not simply navigating a temporary disruption—we’re living through a structural transformation. And that calls for a different kind of leadership at every level.  Three takeaways: 🔶 Character is no longer a soft skill. In an AI-powered world, uniquely human traits like empathy and discernment are no longer just “nice to haves.” They are essential skills for all employees. 🔶 Rethink talent development. Increasingly, we should view early-career roles more like “AI apprenticeships” where AI handles routine work, humans handle judgment calls, and leaders lean in and coach—not just delegate. 🔶 Redefine performance. Value in early-career roles is no longer about how well someone executes a rote task. It’s important to adopt performance metrics that measure the character traits, judgment and emotional intelligence that make a difference. The workplace is being rewritten. Businesses—and this new generation of workers—must be bold enough to help write it. Read more: https://lnkd.in/eVgYknUQ 

There’s no such thing as a nontechnical role anymore. Every role uses information and AI tools that require technical capabilities to understand and operate. HR leaders aren’t ready for the implications. New AI tools are being released every 6 months, and most hiring + onboarding cycles are 6 months, so the job description’s required skills are obsolete before new hires get up to speed. Businesses can’t hire their way out of the talent gap because their needs change faster than their hiring cycles. The continuous transformation paradigm fundamentally breaks legacy hiring and recruiting models. Every role in the business must be redefined in 2 categories following a Core-Rim framework: 1️⃣ Parts of each workflow that are augmented by technology and the skills required to use that technology. 2️⃣ Workflow segments that are human-managed and the skills required to deliver the outcome. Talent strategy and AI strategy are connected at the hip. When a business decides to augment part of its operating model with a new tool or platform (technology model), job descriptions must be updated with new requirements. Internal training and upskilling programs must be aligned with the technology roadmap so users have the new skills required to leverage AI tools and platforms before they’re delivered. Data and AI strategy must be holistic and enterprise-wide because transformation requires change, and change requires planning. Actionable data and AI strategies cover the downstream network effects. Continuous workforce transformation is just one effect of AI’s rapid change rate. That’s why data and AI strategists and product managers are critical roles for modern businesses.

They were hemorrhaging money on digital tools their managers refused to use. The situation: A retail giant in the diamond industry with post-COVID digital sales tools sitting unused. Store managers resisting change. Market volatility crushing performance. Here's what every other company does: More training on features. Explaining benefits harder. Pushing adoption metrics. Here's what my client did instead: They ignored the technology completely. Instead, they trained 200+ managers on something nobody else was teaching; how to fall in love with change itself. For 8 months, we didn't focus on the digital tools once. We taught them Change Enthusiasm®, how to see disruption as opportunity, resistance as data, and overwhelm as information. We certified managers in emotional processing, not technical skills. The results were staggering: → 30% increase in digital adoption (without a single tech training session) →  2X ROI boost for those who embraced the mindset →  25% sales uplift in stores with certified managers →  96% of participants improved business outcomes Here's the breakthrough insight: People don't resist technology. They resist change. Fix the relationship with change, and adoption becomes automatic. While competitors were fighting symptoms, this company cured the disease. The secret wasn't better technology training, it was better humans. When managers learned to thrive through change, they stopped seeing digital tools as threats and started seeing them as allies. Most companies are solving the wrong problem. They're trying to make people adopt technology. We help people embrace transformation. The results speak for themselves. What would happen if you stopped training on tools and started training on change? ♻️ Share if you believe the future belongs to change-ready organizations 🔔 Follow for insights on making transformation inevitable, not optional

McKinsey’s HR Monitor 2025 just dropped—and the results are fascinating. Yes, HR is digitizing. AI tools are being adopted across talent acquisition, performance reviews, and workforce planning. But here’s the surprising insight buried in the data: 👉 More digital doesn’t equal more impact. In fact, only a small percentage of HR teams are seeing real results from their tech investments. Why? Because execution—not strategy—is the chokepoint. "Only 19% of core HR processes in Europe are currently enhanced with GenAI—while a further 32% remain stuck at the pilot stage" Although HR functions are investing in digital and AI tools, less than one in five have actually embedded AI in key workflows—or scaled digital services broadly. According to McKinsey, the HR teams getting the most value from digital tools share three characteristics: They align closely with people managers They design tools into human workflows, not around them And they treat tech as a way to amplify human connection, not automate it away The lesson? 🛠️ You can buy AI. 💡 You can’t buy adoption. This is a shift in mindset: HR transformation isn’t a tech problem—it’s a human integration challenge. Too many organizations treat digital HR as a portfolio of tools. But without equipping people to use them—especially people leaders—they stall at the pilot phase. If you want impact, start here: Put managers at the center. Make them co-designers, not end users. Invest in execution. Build change muscle, not just toolkits. Blend tech with design. Embed AI into learning, performance, and growth—not as an add-on, but as a core enabler. Because at the end of the day, HR’s future isn’t just digital. It’s human-led, tech-enabled, and execution-obsessed.

🧠 Is Your Workplace Designed for Everyone—Or Just the Majority? 👀 Imagine this: A brilliant new hire is ready to contribute—but the tools, meetings, and environment weren’t built with their needs in mind. They’re not underperforming. They’re under-accommodated. ➡️ And this is exactly where universal design comes in. 💡Universal design is not about making special exceptions. It’s about building inclusion into the very foundation of your workplace. When we design with everyone in mind from the start, regardless of ability, background, or communication style, we don’t just accommodate; we empower. This approach transforms workplaces from reactive to proactive, from surface-level compliance to deep systemic inclusion. And here’s the truth many leaders are realizing: 👉 👉 True inclusion isn’t about making room—it’s about designing a workplace where no one is ever left out to begin with. 🛠️ Below are 5 ways to start embedding universal design into your organization: ✅ Audit accessibility – Regularly evaluate your digital tools, websites, and physical workspaces. ✅ Invest in inclusive technology – Use platforms that work seamlessly with screen readers, voice input, and other assistive tools. ✅ Diversify communication – Incorporate alt-text, audio descriptions, and transcripts; avoid relying solely on visuals. ✅ Train your teams – Equip staff and leaders with practical tools and mindsets that promote inclusion. ✅ Institutionalize it – Update hiring practices, performance reviews, and promotion paths to reflect inclusive values. 🧠 These changes don’t just benefit one group—they improve the experience for everyone—and that is the brilliance of universal design. 🏆 The Payoff: Equity that drives engagement and innovation. Organizations that embrace universal design consistently see: ✔️ Higher employee satisfaction ✔️ Better team collaboration ✔️ Greater innovation (because diverse perspectives are heard and valued) ✔️ Lower turnover and higher retention 🔥 The hidden cost of exclusion isn’t just about morale—it’s about missed potential, lost innovation, and the quiet departure of voices we never truly heard. When systems, tools, and environments aren’t built with inclusion in mind, we don’t just create inconvenience—we create barriers. And those barriers silently push away the very talent we say we want to attract and retain. Universal design flips that script. It ensures that everyone, not just the majority, can participate, contribute, and thrive from day one. 🎓 Ready to Take Action? Start With Our Signature Workshop “Working with Diverse Physical and Mental Ability.” 📩 Message me to learn how we can bring this powerful session to your team. #UniversalDesign #InclusiveWorkplaces #ChampionDiverseVoices #Neurodiversity #BelongingByDesign #AccessibilityMatters

Are you planning any workplace wellness activities to kick off the new year? One of my newsletter subscribers recently asked me, “Our employees want us to highlight healthy lifestyles, perhaps by launching a ‘step challenge’ or hosting a 5K. While I love these ideas, we have some employees who use wheelchairs. For example, I struggle with organizing a step challenge because I feel this is not inclusive to everyone. Am I overthinking this? Or do you have suggestions that meet the ask but are inclusive to everyone?” I immediately contacted my friend, workplace wellness expert Laura Putnam. She recommended thinking about the various dimensions of wellness when designing programs. These include physical, emotional, social, financial, career, and community needs. By offering options in these categories, you’ll be more inclusive by design. With her guidance, I then researched possible activities. Here are some ideas: - Physical: Organize a “workout streak,” asking employees to record the number of days in a row they’ve done some workout—cardio, yoga, weights, stretching, or anything they define as a workout. Or arrange “stroll & roll” groups for breaks, ensuring paths are wheelchair-accessible. - Emotional: Designate an “Unplug at lunch” day, committing not to use your phone or devices and enjoying silence or talking with coworkers. - Social: Create a “Get to Know Each Other” week, with prompts to encourage coworkers to find personal connections. - Financial: Provide financial planning or budgeting classes. - Career: Host sessions to demystify the promotion process or other career-related topics. - Community: Organize a donation drive for items that a local non-profit needs. Then, once you have some options, let people design their wellness goals and choose activities that make sense for them. P.S. A few years ago, Laura and I collaborated on a thought paper titled "50 Ways You Might Have Wellness Privilege at Work" (https://lnkd.in/gBGfzhqv). It explores why wellness and inclusion should be considered holistically, with practical actions to take to improve workplaces everywhere.

I’ve been thinking a lot about the 90 minute virtual meeting paradox. We spend the first 30 minutes on welcoming everyone and introductions, the next 15 on framing, and then a few people share thoughts. Then, just when the conversation gets meaningful, the host abruptly announces "We're out of time!” and throws a few rushed closing thoughts and announcements together. Sound familiar? We crave deep, meaningful, trust-based exchanges in virtual meeting environments that feel both tiring and rushed. It seems like as soon as momentum builds and insights emerge, it’s time to wrap up. Share-outs become a regurgitation of top-level ideas—usually focused on the most soundbite-ready insights and omitting those seeds of ideas that didn’t have time to be explored further. And sometimes, we even cite these meetings as examples of participation in a process, even when that participation is only surface level to check the participation box.  After facilitating and attending hundreds (thousands?) of virtual meetings, I've found four practices that create space for more engagement and depth: 1. Send a thoughtful and focused pre-work prompt at least a few days ahead of time that invites reflection before gathering. When participants arrive having already engaged with the core question(s), it’s much easier to jump right into conversation. Consider who designs these prompts and whose perspectives they center. 2. Replace round-robin introductions with a focused check-in question that directly connects to the meeting's purpose. "What's one tension you're navigating in this work?" for example yields more insight than sharing organizational affiliations. Be mindful of who speaks first and how difference cultural communication styles may influence participation.  3. Structure the agenda with intentionally expanding time blocks—start tight (and facilitate accordingly), and then create more spaciousness as the meeting progresses. This honors the natural rhythm of how trust and dialogue develop, and allows for varying approaches to processing and sharing.  4. Prioritize accessibility and inclusion in every aspect of the meeting. Anticipating and designing for participants needs means you’re thinking about language justice, technology and materials accessibility, neurodivergence, power dynamics, and content framing. Asking “What do you need to fully participate in this meeting?” ahead of time invites participants to share their needs. These meeting suggestions aren’t just about efficiency—they’re about creating spaces where authentic relationships and useful conversations can actually develop. Especially at times when people are exhausted and working hard to manage their own energy, a well-designed meeting can be a welcome space to engage. I’m curious to hear from others: What's your most effective strategy for holding substantive meetings in time-constrained virtual spaces? What meeting structures have you seen that actually work?

Cybersecurity isn’t just the responsibility of your IT department—it’s an essential part of C-suite decision-making. Executives don’t need to be technical experts to lead security initiatives, but they do need to be informed and proactive. Here’s the reality: cybersecurity threats don’t just impact data—they can: 👉 Disrupt operations 👉 Erode customer trust 👉 Lead to costly fines and regulatory scrutiny But it doesn’t have to be this way. 🛡️ Here’s what you need to know to drive cybersecurity efforts effectively as a non-technical executive: 1️⃣ Understand the Business Impact → Cybersecurity is about business continuity. Know how a breach could affect your operations, reputation, and bottom line. 2️⃣ Foster a Security-First Culture → Lead by example. Show your teams that security is a priority by making it part of your business strategy, not just an IT issue. 3️⃣ Ask the Right Questions → You don’t need to know the technical details, but ask your teams about potential risks, current vulnerabilities, and what’s being done to address them. 4️⃣ Invest in Education and Training → Ensure your teams have access to regular training on the latest cybersecurity best practices. A well-prepared workforce is your best defense. 5️⃣ Collaborate with Experts → While IT teams play a vital role, it's crucial to involve cybersecurity specialists who have the deep expertise needed to safeguard your organization. Collaborate with these experts to ensure informed decisions and comprehensive protection. 6️⃣ Prepare for the Worst → Have a detailed response plan in place and ensure it is regularly tested with a tabletop exercise at least once a year, if not more frequently. Regular testing helps your team become familiar with the process and ensures everyone knows their role when an attack occurs, reducing potential damage and improving your organization’s readiness. Cybersecurity leadership doesn’t require technical expertise—just a commitment to understanding the risks and taking informed, proactive steps. 👉 Ready to lead your company’s cybersecurity efforts with confidence? Let’s connect and discuss strategies to empower you and your organization.

Many leaders aim to use AI to promote diversity and inclusion, but not all understand how to manage the challenges it brings. And that’s where things can go wrong. Here’s the truth: AI can either be a tool for driving diversity or a source of unintended bias. Without the right approach, you risk: Bias creeping into hiring algorithms Overlooking diverse talent Creating a less inclusive workplace culture But it doesn’t have to be this way. 🔑 Here’s how leaders can leverage AI to drive diversity and inclusion: 1️⃣ Ensure AI Systems are Bias-Free → Regularly audit AI systems to identify and eliminate biases that could affect recruitment, promotions, or workplace culture. 2️⃣ Use AI to Amplify Diverse Talent → AI can help uncover talent from underrepresented groups by focusing on skills and potential rather than traditional backgrounds. 3️⃣ Foster a Culture of Inclusivity with AI → Use AI-driven insights to create policies and initiatives that actively promote inclusion and belonging within your teams. 4️⃣ Invest in Continuous Learning → The landscape is always evolving. Regularly update AI tools and strategies to ensure they reflect the latest in diversity and inclusion best practices. AI can be a game changer for workplace diversity—but only with the right strategy and oversight. 👉 Ready to explore how AI can help you build a more inclusive workforce? Let’s connect and discuss ways to leverage AI responsibly for a more diverse future.

Work is changing faster than your org chart—and that’s not a prediction; it’s what I’ve witnessed doing AI-based deployments for 15+ years across Fortune 100's. Did you know that by 2030, AI is expected to automate 45% of current work activities? That sounds terrifying—until you realize that nearly every role I’ve led has changed completely every 2–3 years anyway 🤯 . 🛍️ Let me take you inside a retailer you know. They adopted AI to optimize their supply chain: predictive restocking, dynamic pricing, and warehouse robotics. Yes, automation changed the roles - but it didn’t eliminate them! 💡 The planners became simulation analysts. 💡 The merchandisers became AI auditors. 💡 And those freed from manual grunt work? They started tackling the backlog of work that had been pilin gup. AI didn’t reduce the workforce — it redefined it, and with redefinition comes opportunity – if we choose to take it! (topic of my 3rd #TEDx talk, releasing in May) Here’s the funny, slightly tragic truth: One executive told me they were “fully embracing AI.” When I asked how, he proudly said: “We bought 200 ChatGPT licenses.” That’s like preparing for a tsunami with a kiddie pool. 🤯 The companies winning in this next era aren’t just using AI — they’re training their people to thrive with it. Operative phrase: “training their people” So here’s how to prepare your workforce for what’s next: 🚀 Assess the now. Map roles and skills most likely to be disrupted or augmented. 🚀 Invest in reskilling. Don’t wait for the job to vanish. Train ahead of the curve. 🚀 Foster a learning culture. Create space (and incentives!) to experiment, fail, and evolve. Use AI responsibly. Don’t just optimize. Humanize. Ethics are part of your product now. One last thought: We’re not competing with AI. We’re competing with people who know how to use AI better than us. What steps are you taking to prepare your team? Share below. #FutureOfWork #AI #Leadership #DigitalTransformation #WorkplaceInnovation #SkillDevelopment #EthicalAI #SolRashidi #TEDx