Webinar Portfolio

How Manulife Is Embedding Change Into Its DNA - 2026 Next Practices Weekly (i4cp login required)

Thu, 23 Jul 2026 14:44:00 GMT

Next Practices Weekly recently welcomed Blake Bell, Head of Global Change Enablement, Centre of Excellence at Manulife, for an insightful conversation on how leading organizations are redefining change for an era of constant disruption. Rather than treating change as a series of projects to manage, Blake shared how Manulife is building organization-wide adaptability by embedding change enablement into its culture, leadership practices, and everyday work. Through practical examples and the company's Change Enablement Maturity Model, he demonstrated how organizations can develop lasting capabilities that prepare employees, not just projects - for continuous transformation.

Moderated by i4cp's Lorrie Lykins and Tom Stone, the discussion explored why HR and business leaders must move beyond traditional change management and instead create the conditions for successful adoption from the very beginning of every initiative. Blake explained that transformation succeeds when leaders invest early in workforce readiness, build change capability across every role, and foster communities that reinforce learning long after implementation. He also shared how Manulife has intentionally decentralized change capability, empowering leaders and employees across the organization rather than relying on a centralized team of specialists.

Key Topics Discussed

From Change Management to Change Enablement
Blake encouraged organizations to shift from managing individual projects to building lasting adaptability, empowering employees to embrace continuous change.
Building Change Capability at Scale
Manulife's Change Enablement Maturity Model equips leaders and employees with practical tools, learning resources, and communities that make successful transformation repeatable.
Preparing People Before Change Happens
Workforce readiness begins early. Engaging employees and leaders before implementation builds confidence, accelerates adoption, and improves outcomes.
Embedding Adaptability Across the Organization
Rather than relying on change specialists alone, Manulife empowers everyone to play a role in driving and sustaining change.
Measuring What Matters
Success isn't just about launching initiatives - it's about employee adoption, behavior change, and achieving meaningful business results.

As AI, digital transformation, and evolving business priorities continue to accelerate the pace of change, the session offered a compelling blueprint for HR, organizational effectiveness, and transformation leaders seeking to build resilient, high-performing organizations. Blake's practical framework demonstrates that competitive advantage no longer comes from managing change more efficiently - it comes from building a workforce that can continuously adapt. Watch the recording to learn how Manulife is making adaptability part of its organizational DNA.

Resources Shared

The AI-Enabled HR Operating Model - Download Executive Brief. Explore i4cp's latest research on how AI is reshaping HR roles, structures, and operating models in future-ready organizations. Access The AI-Enabled HR Operating Model Executive Brief.
2027 i4cp Next Practices Now Conference - Stay ahead of emerging HR trends at i4cp's 2027 Next Practices Now Conference, where HR executives gather in a vendor-free environment to gain practical insights and strategies that drive immediate impact. Register today

To ensure open discussion, this event was exclusively for HR practitioners. Vendors and consultants were not permitted to attend.

Building a Future-Ready Workforce: Lessons from EPAM - 2026 Next Practices Weekly (i4cp login required)

Thu, 16 Jul 2026 15:00:00 GMT

Next Practices Weekly welcomed Sandra Loughlin, PhD, Chief Learning Scientist and Global Head of Talent Enablement & Transformation at EPAM, for an insightful discussion on what it truly means to become a skills-based organization. Drawing on more than three decades of EPAM's experience, Sandra shared how the organization evolved from a simple skills taxonomy into a sophisticated AI-powered talent intelligence ecosystem that connects skills, work, learning, career development, workforce planning, and business strategy. Rather than treating skills as an isolated HR initiative, EPAM has embedded skills data into the very foundation of how the business operates, enabling smarter talent decisions and greater organizational agility.

Moderated by Judy Albers and Tom Stone, the conversation challenged many common assumptions about skills-based organizations. Sandra emphasized that sustainable transformation begins with understanding work, not simply creating skills taxonomies, and requires strong executive sponsorship, integrated data architecture, and trusted workforce intelligence. She demonstrated how EPAM leverages validated skills data across hiring, performance management, internal mobility, staffing, and AI-enabled workforce planning to improve both employee experiences and business outcomes.

Key Topics Discussed

Building Skills as Business Infrastructure - Not an HR Program
Sandra explained that EPAM's success comes from treating skills as a core business data asset rather than a standalone HR initiative. Skills data supports virtually every major business process, from workforce planning and project staffing to learning, career development, and strategic growth.
Creating Trust Through Validated Workforce Intelligence
Reliable skills data requires far more than employee self-assessments. EPAM combines multiple sources of evidence, including project work, assessments, certifications, manager input, and AI-generated signals - to create trusted, predictive workforce intelligence that improves talent decisions.
Connecting AI, Data Architecture, and Workforce Agility
Rather than purchasing disconnected point solutions, organizations should focus on creating an integrated talent data architecture. Sandra emphasized that AI becomes significantly more valuable when organizations have consistent, connected skills data flowing across HR and business systems.
Making Performance Management More Transparent and Fair
EPAM uses skills intelligence to create greater transparency around career growth, performance expectations, learning opportunities, and internal mobility. Employees gain a clearer understanding of which skills matter most and how to continue developing them.
Executive Sponsorship Drives Long-Term Success
One of EPAM's greatest differentiators has been sustained leadership commitment. Skills have remained central to the company's strategy because executives view workforce intelligence as a competitive advantage that directly supports business performance.

As organizations prepare for an AI-driven future, this session offered HR and talent leaders a practical roadmap for building a scalable, future-ready workforce. Whether your organization is beginning its skills journey or refining an existing strategy, the recording provides valuable lessons from one of the world's most mature examples of skills-based transformation.

Resources Shared

The AI-Enabled HR Operating Model - Download Executive Brief. Explore i4cp's latest research on how AI is reshaping HR roles, structures, and operating models in future-ready organizations. Access The AI-Enabled HR Operating Model Executive Brief.
2027 i4cp Next Practices Now Conference - Stay ahead of emerging HR trends at i4cp's 2027 Next Practices Now Conference, where HR executives gather in a vendor-free environment to gain practical insights and strategies that drive immediate impact. Register today

To ensure open discussion, this event was exclusively for HR practitioners. Vendors and consultants were not permitted to attend.

Talent Without Limits: Trane Technologies Skills-Based Hiring - 2026 Next Practices Weekly (i4cp login required)

Thu, 09 Jul 2026 21:25:00 GMT

Next Practices Weekly welcomed Amy Volz, Director of Strategic Partnerships and Corporate Impact and Executive Director of the Trane Technologies Foundation, and Katie Runey, Talent Acquisition Global Center of Expertise Leader at Trane Technologies for an insightful discussion on how the organization transformed its talent strategy by embracing skills-based hiring. Facing growing workforce shortages across manufacturing and HVAC, Trane Technologies challenged traditional degree requirements, recredentialed key roles, and built a scalable framework that prioritizes demonstrated skills over educational credentials. Their approach has expanded access to opportunity while helping the organization compete for critical talent in an increasingly competitive labor market.

Hosted by i4cp's Mimi Turner and Tom Stone, the conversation explored the governance, executive sponsorship, and organizational change management required to make skills-first hiring successful at enterprise scale. Amy and Katie emphasized that skills-based hiring is far more than removing degree requirements, it requires thoughtful job redesign, continuous skills validation, manager education, and a culture committed to employee growth through reskilling and internal mobility.

Key Topics Discussed

Building a Skills-First Talent Strategy That Scales - Trane Technologies began by identifying high-volume, business-critical roles and systematically evaluating the skills truly required for success. Cross-functional collaboration between talent acquisition, HR, business leaders, and hiring managers enabled the organization to build sustainable governance around skills-based hiring rather than treating it as a one-time initiative.
Expanding Opportunity by Recredentialing Roles - The organization recredentialed more than 60 positions and opened over 80% of its available roles, including many leadership opportunities, to qualified candidates without four-year degrees. This strategic shift significantly broadened the talent pool while maintaining rigorous hiring standards focused on capability and performance.
Creating Career Mobility Through Skills and Continuous Learning - Rather than viewing careers as rigid ladders, Trane Technologies encourages employees to build transferable skills that create flexibility across functions and future roles. Investments in reskilling, upskilling, apprenticeships, and internal development strengthen workforce resilience while supporting long-term employee growth.
Driving Executive Alignment and Change Management - Successful implementation required strong executive sponsorship, ongoing stakeholder engagement, and educating hiring managers to evaluate candidates based on demonstrated skills rather than traditional credentials. The speakers emphasized that changing hiring behaviors requires consistent communication, updated job descriptions, and clear accountability.
Strengthening Business Performance Through Broader Talent Pipelines - Skills-based hiring has become a competitive advantage for Trane Technologies by helping address persistent manufacturing and HVAC talent shortages while strengthening employer brand, improving workforce accessibility, and creating more diverse pathways into critical business roles.

The July 9 conversation with Trane Technologies offers a practical look at how HR leaders can move beyond traditional hiring models and build broader, more resilient talent pipelines through skills-based practices. Watch the recording to hear how Amy Volz and Katie Runey approached enterprise-wide role recredentialing, secured alignment, and created new pathways for candidates without four-year degrees - while strengthening business performance and workforce accessibility.

Continue the Conversation

Interested in more practical workforce innovation strategies? Join us at the 2027 i4cp Next Practices Now Conference to connect with HR leaders and learn from the latest next practices.

To ensure open discussion, this event was exclusively for HR practitioners. Vendors and consultants were not permitted to attend.

Developing Senior Leaders for Tomorrow - Flash Call (i4cp login required)

Tue, 07 Jul 2026 23:18:00 GMT

How are organizations developing senior leaders for a future that demands greater agility, resilience, strategic judgment, and broader enterprise leadership?

In this i4cp Flash Call, members will come together for a candid, peer-led discussion on senior leader development (VP and above) today. We will discuss defining the target population, identifying future-focused capability needs, and determining whether development should be centralized, federated, bespoke, or broadly scaled.

This will not be a "best practice showcase." Instead, it will be a working conversation designed for members who are building, reimagining, or pressure-testing their approaches. Intuitive Surgical, Codexis, and McCormick & Company will share brief context on where they are in their senior leader development journey, followed by a group discussion around practical questions such as:

What capabilities will senior leaders need most in the future?
How are organizations identifying development needs at the VP/executive level?
What role do sponsorship, funding, and governance models play?
How are organizations balancing tailored development with scalable solutions?
Where does executive coaching fit (internally, externally, or both)?

Join us to leave with peer insights, emerging questions to consider, and practical ideas for shaping senior leader development strategies in your own organization.

How Mastercard’s Chief Learning Officer Is Scaling Leadership Development - 2026 Next Practices Weekly (i4cp login required)

Thu, 25 Jun 2026 14:44:00 GMT

Next Practices Weekly welcomed Emily Lin, Chief Learning Officer at Mastercard, for a compelling discussion on how organizations can elevate leadership development from a collection of learning programs into an enterprise-wide capability that drives business strategy. Drawing on her experience leading learning and capability at one of the world's most innovative organizations, Lin shared how Mastercard aligns leadership development with business priorities, builds learning into the flow of work, and equips leaders to navigate continuous transformation.

Hosted by Kevin Wilde and Tom Stone, the conversation explored how learning leaders can create measurable business impact by focusing on performance, skills, AI fluency, and enterprise-wide leadership capability. Lin emphasized that effective leadership development begins by solving business problems, not simply delivering training, and requires a culture that balances high performance with deep care for employees.

Key Topics Discussed

Building Leadership Development as a Business Capability
Rather than treating leadership development as a standalone portfolio of programs, Lin encouraged organizations to position learning as a strategic business capability. Every leadership initiative should directly support enterprise priorities, strengthen organizational capability, and enable long-term business growth.
Connecting Learning Directly to Business Performance
Lin shared her performance-based philosophy for learning, encouraging HR and learning leaders to first identify the business challenge, determine workforce capability gaps, and then design learning solutions that deliver measurable organizational outcomes.
Scaling AI Fluency Across the Enterprise
Mastercard is moving beyond AI literacy toward enterprise-wide AI fluency. Lin discussed how organizations should enable employees, people leaders, and executives to safely integrate AI into everyday workflows, embedding learning directly into the flow of work to accelerate adoption and impact.
Creating an Enterprise-Wide Leadership Mindset
Leadership development at scale requires leaders to think beyond functional silos. Lin emphasized cultivating an enterprise-wide perspective that enables stronger collaboration, better decision-making, and greater alignment with organizational strategy.
Building a High-Ambition, High-Care Culture
One of Mastercard's distinguishing characteristics is its commitment to pairing ambitious business goals with genuine care for employees. Lin highlighted how leadership development should reinforce both accountability and empathy, helping leaders create environments where people can thrive while delivering exceptional business results.

Emily's practical insights offered a valuable roadmap for learning and HR leaders looking to modernize leadership development in an era of constant change. From connecting learning investments to business outcomes to preparing leaders for an AI-enabled future, the discussion was filled with actionable strategies that organizations of any size can begin applying today. If you missed the live session - or want to revisit the conversation - be sure to watch the recording to hear firsthand how Mastercard is scaling leadership development to drive enterprise performance, strengthen leadership pipelines, and prepare leaders for what's next.

Resources Shared

Designed for Disruption - Download the Report: Future-ready organizations don't just adapt - they're built for disruption. Explore the agility routines driving performance in this latest research from Institute for Corporate Productivity. Access the Designed for Disruption report.

To ensure open discussion, this event was exclusively for HR practitioners. Vendors and consultants were not permitted to attend.

AI Fluency with S&P Global’s Chief People Officer - 2026 Next Practices Weekly (i4cp login required)

Thu, 25 Jun 2026 12:47:00 GMT

Next Practices Weekly welcomed Girish Ganesan, Chief People Officer at S&P Global, for a forward-looking discussion on what it truly takes to build an AI-fluent workforce. Rather than positioning AI as a standalone technology initiative, Ganesan shared how S&P Global is embedding AI into its broader business transformation strategy - equipping employees with both technical AI capabilities and the uniquely human power skills that will define future success. Throughout the conversation, he emphasized that organizations must balance rapid technological advancement with curiosity, trust, continuous learning, and human judgment to create sustainable business value.

Hosted by i4cp's Beverly Parnell and Tom Stone, the discussion explored how HR leaders can lead enterprise-wide AI transformation by redefining workforce readiness, evolving learning strategies, and preparing leaders and employees alike for new ways of working. Attendees left with practical insights for building AI confidence across the organization, fostering a culture of experimentation, and ensuring that human capabilities remain a competitive advantage in an increasingly AI-enabled workplace.

Key Topics Discussed

Building AI Fluency as a Business Transformation - Not a Training Initiative
Ganesan challenged organizations to move beyond viewing AI as another learning program. Instead, he encouraged HR leaders to treat AI adoption as an enterprise transformation effort that aligns workforce strategy, leadership, culture, and business outcomes.
Balancing AI Skills with Human Power Skills
S&P Global's AI learning curriculum intentionally combines technical AI literacy with critical human capabilities including judgment, curiosity, adaptability, collaboration, and influence. These skills help employees apply AI responsibly while preserving trust and strengthening decision-making.
Creating AI Confidence Across the Workforce
Rather than attempting to turn every employee into an AI expert, S&P Global has focused on creating AI confidence for everyone. Enterprise-wide learning, accessible AI education, and practical experimentation are helping employees embrace AI regardless of role or technical background.
Culture as the Foundation for AI Adoption
Successful AI implementation depends less on technology than on organizational culture. Ganesan emphasized that curiosity, continuous learning, integrity, and respect enable employees to embrace change while maintaining the human-centered values customers and colleagues expect.
Turning Experimentation into Enterprise Value
Through initiatives such as enterprise hackathons, dedicated AI leadership within HR, and cross-functional collaboration, S&P Global is moving beyond AI pilots toward measurable business impact. HR plays a central role in helping scale successful use cases across the organization while supporting long-term workforce transformation.

Resources Shared

Designed for Disruption - Download the Report: Future-ready organizations don't just adapt - they're built for disruption. Explore the agility routines driving performance in this latest research from Institute for Corporate Productivity. Access the Designed for Disruption report

To ensure open discussion, this event was exclusively for HR practitioners. Vendors and consultants were not permitted to attend.

Toolkit Tour: Cost Reduction and Strategic Planning (i4cp login required)

Fri, 12 Jun 2026 17:34:00 GMT

Mid-year cost pressures and strategic planning season often arrive at the same time, leaving HR leaders balancing difficult decisions while preparing the organization for what's next.

During this Toolkit Tour, i4cp's Product Experience Director, Judy Albers, shared two i4cp resource collections designed to help HR become a more strategic business partner.

The toolkits provide practical frameworks that leaders can adapt to their own organizations.

CHRO-Led Transformation at Integra LifeSciences: Redesigning HR for Enterprise Impact - 2026 Next Practices Weekly (i4cp login required)

Thu, 04 Jun 2026 14:44:00 GMT

Next Practices Weekly recently welcomed Chantal Veillon, Executive Vice President and Chief Human Resources Officer at Integra LifeSciences, for an insightful conversation on how HR can become a driving force behind enterprise transformation. Drawing from her experience leading HR across multiple industries and navigating transformation at Integra, Veillon shared how HR leaders can evolve from service providers to strategic partners that shape business outcomes, strengthen accountability, and enable organizational agility.

Moderated by i4cp's Carrie Bevis and Tom Stone, the discussion explored Integra's ongoing journey to redesign its HR operating model while fostering a more enterprise-minded culture. Veillon highlighted the importance of breaking down silos, building shared accountability, strengthening HR capabilities, and creating structures that help leaders make better decisions across the organization. She also emphasized the need to balance performance, purpose, and patient impact as the company continues to evolve.

Key Topics Discussed

Building an Enterprise Mindset. Integra has worked to move employees beyond functional and site-based thinking, encouraging leaders to make decisions with the broader enterprise in mind.

Redesigning the HR Operating Model. The HR team has evolved toward clearer roles, stronger shared services, and greater alignment between strategic business partnering and operational execution.

Creating Shared Accountability. Transformation efforts focused on establishing clear ownership while ensuring leaders, HR, and employees work together toward common business goals.

Strengthening HR Capabilities. Veillon discussed intentionally building business acumen, project management, employee relations, and strategic partnering capabilities across the HR function.

Leading Sustainable Change. Successful transformation requires ongoing learning, change management, and reinforcing new behaviors over time - not just implementing new structures.

The session offered practical lessons for CHROs and senior HR leaders facing similar transformation challenges. Attendees gained an inside look at both the successes and realities of change management, capability building, and organizational redesign. Watch the recording to hear Veillon's candid reflections on what has worked, what remains a work in progress, and how HR can create measurable enterprise value through intentional transformation.

Resources Shared

Succession Management Survey. Help shape i4cp's new research on succession practices, leadership pipelines, and executive readiness. The survey is open through June 9, and participants will receive early access to the findings. Access the survey: Succession Management Survey
Designed for Disruption - Download the Report: Future-ready organizations don't just adapt - they're built for disruption. Explore the agility routines driving performance in this latest research from Institute for Corporate Productivity. Access the Designed for Disruption report

To ensure open discussion, this event was exclusively for HR practitioners. Vendors and consultants were not permitted to attend.

i4cp & Ipsos Building a Future-Ready Culture Webinar (UK) (i4cp login required)

Tue, 12 May 2026 19:27:00 GMT

In this UK-focused webinar, i4cp and Ipsos explored why culture readiness is becoming one of the most critical enablers of future-ready organizations. As companies accelerate investments in AI, skills, and workforce transformation, many leaders are finding that progress stalls when culture cannot absorb and sustain change. Kevin Martin, Chief Research Officer, Mollie Lombardi, Sr. Research Analyst at i4cp, and Emily Dessent, Principal Consultant at Ipsos Karian and Box, shared findings from their latest global research, including insights from more than 100 senior HR practitioners across the EMEA region. The discussion highlighted the current state of organizational culture health, the leadership and behavioral conditions required for change to stick, and practical recommendations HR leaders can apply now to strengthen adaptability, alignment, and long-term performance.

Key Takeaways

Culture readiness is essential to future readiness. AI and skills investments only deliver lasting value when organizations have the cultural capacity to adapt behaviors, decisions, and ways of working as business needs evolve.
Culture health across EMEA requires intentional focus. The research revealed that while many organizations recognize the importance of culture, fewer have fully embedded the leadership practices and operating norms needed to sustain change at scale.
Change-ready cultures are built through daily behaviors. Future-ready culture is not defined by values statements alone - it shows up in how leaders communicate, how decisions are made, how teams collaborate, and how quickly organizations respond to disruption.
Leadership alignment is a critical lever. Leaders play a central role in modeling adaptability, reinforcing expectations, and creating the conditions for employees to engage with change rather than resist or become overwhelmed by it.
HR has a strategic role in making culture actionable. The speakers shared practical recommendations for helping organizations clarify culture expectations, strengthen leadership accountability, and embed culture into business processes, talent practices, and transformation efforts.

The conversation reinforced that culture is not a supporting element of transformation - it is often the deciding factor in whether transformation scales or stalls. For HR leaders across the UK and broader EMEA region, the message was clear: building a future-ready organization requires more than investing in technology and skills; it requires a culture and leadership system designed to continuously adapt.

Watch the full recording to hear the latest i4cp and Ipsos research, explore the four key observations for organizations across EMEA, and gain practical recommendations for strengthening culture readiness in a rapidly changing world.

Contact

For questions or additional information, please contact:

John Sutton, Vice President, International Growth

mailto:john.sutton@i4cp.com

To ensure open and candid discussion, this event was exclusively for HR practitioners. Vendors and consultants were not permitted to attend.

Scaling AI Readiness: Allianz’s Strategic Approach to Workforce Upskilling - 2026 Next Practices Weekly (i4cp login required)

Thu, 30 Apr 2026 18:35:00 GMT

In this highly engaging Next Practices Weekly session, Allianz leaders Jenny Guldseth, Chief People and Culture Officer, and Bill Ryan, Vice President and Head of Learning & Development, delivered a masterclass in what it truly takes to scale AI readiness across a global workforce. Moving beyond buzzwords, they shared how Allianz is operationalizing a multi-year transformation - embedding AI into learning, workflows, and culture to drive meaningful business impact.

Hosted by Judy Albers and Tom Stone, the discussion emphasized that AI transformation is not a technology initiative, it's a workforce transformation. Jenny and Bill highlighted Allianz's intentional approach to communication, role-based upskilling, and fostering a collective "we're in this together" mindset to cut through the noise and build sustainable adoption across all levels of the organization.

Key Topics Discussed

From AI "Hailstorm" to Strategic Clarity
Allianz addressed the overwhelming influx of AI messaging by creating a cohesive, "surround sound" communication strategy, ensuring employees receive consistent, contextualized guidance that reduces confusion and builds confidence.
Scaling AI Upskilling Through a Global, Structured Framework
Through initiatives like Fit for AI, Allianz is delivering targeted learning experiences to over 157,000 employees and 18,000 leaders, ensuring enterprise-wide capability building with both global consistency and local relevance.
Embedding AI Into Everyday Work and Learning
Rather than treating AI as a standalone skill, Allianz integrates AI into leadership development, learning programs, and daily workflows, positioning tools like Copilot as real-time coaches to enhance decision-making and productivity.
Activating Peer Learning Through Communities and Champions
Programs like the AI "Fan Club" and AI Accelerator model create safe, collaborative environments where employees can experiment, share use cases, and build confidence - driving grassroots adoption at scale.
Moving Beyond "Peanut Butter" AI Adoption
A standout insight: AI cannot be spread uniformly across the organization. Success depends on tailoring use cases to specific roles and business function - making AI practical, relevant, and immediately applicable.

At its core, the session reinforced a critical message for HR and learning leaders: scaling AI readiness requires more than access to tools, it demands a strategic, human-centered approach to skill-building, behavior change, and business alignment. Watch the full recording to see how Allianz is turning AI ambition into enterprise-wide capability - and walk away with actionable strategies you can apply immediately.

Resources Shared

Save the Date: Next Practices Now Conference 2027
Join us in Scottsdale or virtually, March 23-25, 2027 and register by April 30 to lock in 2026 pricing

To ensure open discussion, this event was exclusively for HR practitioners. Vendors and consultants were not permitted to attend.

Designed for Disruption: The Agility Routines that Enable Future Readiness Webinar (i4cp login required)

Wed, 29 Apr 2026 14:27:00 GMT

In this member-exclusive webinar, Designed for Disruption, Katheryn Brekken, PhD, and Kevin Oakes unveiled findings from i4cp's latest research on organizational agility and what truly separates future-ready organizations from those struggling to keep pace. Against a backdrop of constant disruption, driven by AI, shifting labor markets, and global uncertainty, the webinar explored how leading organizations are building the capacity to anticipate change, realign quickly, and execute effectively. Drawing on data from high-performance organizations, the discussion emphasized that agility is not achieved through structural redesign alone, but through intentional routines, leadership behaviors, and embedded HR practices that enable continuous adaptation at scale.

Key Takeaways

Agility is a system - not a structure. Organizational redesign alone rarely improves agility; instead, high-performing organizations embed routines that enable ongoing adaptation.
Four archetypes of agility. i4cp identified distinct patterns of how organizations approach agility - highlighting why only a subset are truly equipped to anticipate, adapt, and act effectively.
Routines drive results. The most agile organizations excel at specific, repeatable practices that help them notice shifts early, realign resources quickly, and sustain change over time.
HR plays a critical role. Talent practices - including performance management, leadership development, and workforce planning - are essential levers for embedding agility across the enterprise.
Future readiness requires continuous change. Organizations that outperform treat disruption as constant and build cultures and systems designed to evolve - rather than react.

The session reinforced that agility is the defining capability of future-ready organizations - and one that must be intentionally designed and sustained. Members were encouraged to rethink how their organizations approach change, moving beyond one-time transformations to build systems that support continuous adaptation.

Watch the full recording to explore the research in depth and gain practical, actionable guidance on how to embed agility into your organization's culture, leadership, and talent practices - so you can stay ahead in an era of constant disruption.

To ensure open and candid discussion, this event was exclusively for HR practitioners. Vendors and consultants were not permitted to attend.

i4cp & Ipsos Building a Future-Ready Culture Webinar (DACH) (i4cp login required)

Wed, 29 Apr 2026 04:27:00 GMT

In this global webinar, i4cp and Ipsos brought together HR leaders across the DACH region to explore the current state of organizational culture health and its critical role in enabling future readiness. Kevin Martin, Chief Research Officer at i4cp, Mollie Lombardi, Sr. Research Analyst at i4cp, and Dr. Ingrid Feinstein, Service Line Lead EX Germany at Ipsos, shared findings from a recent study of over 100 senior HR practitioners, highlighting a growing disconnect: while organizations continue to invest heavily in AI and skills, outcomes often fall short when culture cannot absorb and sustain change. The session unpacked what defines a future-ready culture - one that continuously adapts behaviors, decisions, and ways of working, and provided practical insights into how organizations across EMEA can strengthen culture as a true driver of performance.

Key Takeaways

Culture readiness is the missing link. Investments in AI and skills are not enough - organizations must build cultures that can continuously adapt to unlock real business impact.
Culture health across EMEA is mixed. While many organizations recognize the importance of culture, few have fully embedded the systems and leadership behaviors required to sustain change at scale.
Four critical observations emerged. The research highlighted key regional challenges, including gaps in leadership alignment, inconsistent employee experience, and difficulty translating culture into daily behaviors.
Future-ready cultures are intentionally designed. High-performing organizations treat culture as a system - aligning leadership actions, decision-making norms, and ways of working to reinforce adaptability.
Actionable recommendations for today. The speakers outlined four practical steps organizations can take immediately, including clarifying cultural expectations, strengthening leadership accountability, and embedding culture into core business processes.

The discussion reinforced that culture is not a "soft" concept, it is a strategic lever that determines whether transformation efforts succeed or stall. For HR leaders across the DACH region, the message was clear: building a future-ready organization starts with building a culture that can evolve as fast as the business demands.

Watch the full recording to explore the research findings in depth and gain practical guidance on how to assess and strengthen your organization's culture, so your AI and skills investments deliver measurable, lasting impact.

Contact

For questions or additional information, please contact:

John Sutton

mailto:john.sutton@i4cp.com

To ensure open and candid discussion, this event was exclusively for HR practitioners. Vendors and consultants were not permitted to attend.

Workday in Practice: Journeys, Gigs, Career Hub and Skills - Flash Call (i4cp login required)

Sat, 18 Apr 2026 02:21:00 GMT

When organizations talk about internal talent marketplaces, the conversation often starts with technology. This Flash Call revealed that the real challenge is much broader: creating a culture where talent can be discovered, developed, and deployed across the organization.

During this discussion, members explored how organizations are using Workday Career Hub, Skills Cloud, and gig-based marketplaces to increase internal mobility, improve skills visibility, and create more personalized career development experiences. Peer spotlights from Medtronic and Ecolab demonstrated that successful talent marketplace strategies depend as much on employee adoption, manager support, and skills data quality as they do on platform functionality.

Workday in Practice: Promotion Decisions - Flash Call (i4cp login required)

Sat, 18 Apr 2026 02:11:00 GMT

Promotion decisions are one of the highest-stakes moments in talent management.

They sit at the intersection of performance, compensation, organizational design, and employee trust. And while many organizations have invested in HR technology systems like Workday to bring structure and consistency to the process, the reality is that promotions still don't live neatly inside a system.

They span conversations, judgment calls, and governance that often sit outside of it.

That challenge was at the center of this Flash Call, part one of i4cp's three-part Workday in Practice series, where members come together to explore how Workday is actually being used across organizations.

This first session focused specifically on promotion decisions, bringing together real-world approaches from members navigating how to balance rigor, speed, and consistency across increasingly complex environments.

Toolkit Tour: Map the Work, Build Anything with AI (i4cp login required)

Thu, 16 Apr 2026 21:54:00 GMT

Most of the work we rely on every day in HR still lives in people's heads.

It creates dependency. It slows scale. And when it comes to AI, it becomes the biggest blocker.

That challenge was at the center of this Toolkit Tour led by i4cp's Judy Albers, Product Experience Director, Tools & Resources. Albers walked members through a set of i4cp AI assistants designed to help take the work that lives informally across teams and make it more visible, structured, and usable.

Together, we explored what it takes to make work clear enough for others and AI to support it, especially since AI doesn't create structure—it depends on it.