Bold stories. Future focused.

A weekly podcast
Good podcast? Give it some love!

Best Episodes of Bold stories. Future focused.

Mark All
Search Episodes...
Now more than ever, diversity is critical to the hiring process — especially for businesses aiming to represent the depth of talent and human experience across today’s workforce. But equitable hiring, especially in the homogenous tech industry, takes work — work that Ginny Clarke, the former head of Diversity Hiring Leadership at Google, has committed to streamlining. Hear how she transformed the search giant’s senior leadership hiring process from the inside out and created data-driven systems to ensure inclusivity and performance ability to hand in hand.   Key Takeaways: [1:16] When Ginny joined Google in 2016, the world was starting to ask questions about big tech’s homogenous makeup. As the former head of Diversity Hiring Leadership at Google, she was ready to debunk the myth of underrepresented talent. [1:45] Ginny is the author of Career Mapping and also the host of the Fifth Dimensional Leadership podcast. After leaving Google in 2020, she now has a leadership consultation business in which she instructs and advises leaders on best practices and how to make bold changes. [3:29] As soon as Ginny joined Google, she knew she had her work cut out for her to streamline the process of searching for leadership. There were over 850 spreadsheets that called for a deeper and more rigorous organizational system, and also she needed to utilize data to better develop Google’s applicant tracking system. [5:21] Before Ginny took total action, she took a step back to observe. As she watched the younger leaders in their 30’s, she knew they could benefit from coordination and structure to ground them from their swirl behavior. According to Ginny, the young folks appreciated the rigor and the wisdom. [6:41] Ginny and Jo discuss competency-based assessment rather than hiring based on pedigree and experience. Ginny flushed out Google's four attributes (one including “Googleyness”), and instead implemented a library of 60 competency measures that hiring managers could work with. Instead of basing a hiring decision on who the candidate knows or what school they went to, it started to be more based on their abilities. [8:53] How can we use data to inform how we approach inclusive hiring? To access our potential hires in a way that actually yields the most competent people for the job. This may not always be someone who graduated from an Ivy League school. [10:24] Ginny discusses how STEM is one way to pull in more underrepresented candidates, but we need to separate hiring and retention from philanthropy. [12:15] A great leader is able to take stock of prospective employees and discern who is good, better, and best. They are self-aware and able to hire candidates that also help fill in any of their weak points. [14:11] Ginny believes there is a spiritual component of how leaders can take stock of themselves. Self-awareness is lacking sorely and that is one of the core elements of seeing the genius of someone that doesn’t look like them. [17:23] Ginny and Jo discuss the future of companies committing to hiring practices that truly walk the walk when it comes to diversity and inclusion. The new era that COVID has brought in may have made this the perfect time, and it is proven that companies that have diverse teams are more effective and they financially perform better. [20:21] While leadership can be in the conversation that moves these hiring practices along, more junior people have to build both strong networks and resilience. [20:45] Ginny feels the metaphor of needing to go inside for COVID represents our need to look inside ourselves and really make the changes necessary to grow.   Quotes: “There might not be an abundance of underrepresented talent, but if you know what you are doing you can go find it.” - Ginny “A lot of it isn’t just about identifying underrepresented talent. It’s as much about understanding the process and really digging into the infrastructure.” - Ginny “We are all human, but when you are a leader, you need to be as self-aware as you can be.” - Ginny “Defining what we mean when we say “the best candidate for the job” can start to shed a light on how hiring practices are often needlessly exclusionary.” - Jo “Because our systems need an update and we have the technology to do it, we just have to want to do it.” - Jo “People don’t leave bad jobs. They leave bad leadership and bad bosses.” - Jo “Believe in people’s ability to change and grow, but you have to want to. See a different kind of world.”  - Ginny   Continue on your journey: https://www.pega.com/   Mentioned: Fifth Dimensional Leadership | Career Mapping
From criminal records to background checks, there are numerous places where a candidate’s chances for a job can be squandered. But can second chance hiring be as beneficial to businesses as it will undoubtedly be for those given this opportunity? Daniel Okonkwo — attorney, public policy expert, and market manager for community engagement at JPMorgan Chase thinks so, and he’s working hard to reframe how (and who) the hiring process can benefit.   Key Takeaways: [2:46] The “Ban The Box” movement has been around in the US since the 1990s, advocating for the removal of the “Do You Have a Criminal Record” box. It’s a movement in favor of second chance hiring. While Daniel and JPMC banned the box already, they have also found that they were losing prospective talent due to the background check. Daniel explains how they are working with the FDIC to try and get around these regulations. [4:50] When people are employed, there are ancillary benefits including community building and public safety advances. [5:20] Daniel’s work has always been about helping those in need. He worked as a public defender in Miami that then brought him to be part of the team that founded DC Lawyers for Youth. This led him to JPMorgan Chase to which he lends his experience and passion for helping people get back on their feet and showing them that someone does care and believe in them. [8:07] For every person that walked through the door that got hired, they’ve had many other doors shut in their face. The significant barriers to employment are often built on bias, and Daniel sees firsthand how we miss out on a lot of talent and growth. [10:24] Daniel talks about how he measures success and growth. First, how can we expand the options for people with some criminal record, and second, are there policies that can help certain offenses be stricken from your record. [11:32] Daniel discusses the biggest challenges he faces as a leader including the huge scope of the problem, creating institutional commitment, and continued stigma around those with a criminal record. [14:28] What is Daniel’s call to action for how we can help? More discussion regarding the issue, automatic expungement, and getting involved at a policy level. [16:28] Daniel stays grounded and motivated by seeing the impact he makes on people that otherwise may have had a real issue with getting hired. [21:46] At JP Morgan, Daniel and his team want to provide thought leadership and lead by example. They can help others by sharing the tools and insights they have developed not only for financial well-being but how we think.   Quotes: “When people are employed, there are so many ancillary effects from that. From community building, to health, to public safety advances.” - Daniel “There are communities out there that have been under-invested in and under-resourced that as a result of institutional and systemic racism have been left behind.” - Daniel “We really believe that business has a role in making sure people are employed and can be part of an inclusive economy.” - Daniel “Unmaking implicit bias and hiring and training towards an inclusive workforce is an effort that needs a lot of takers. It’s not just holding back potentially great employees from an opportunity; it’s holding back businesses and communities as well.” - Jo “Working to reform a system plagued with implicit bias is vast and demanding.” - Jo “The future of work is about showing what possibilities are out there.” - Daniel   Continue your journey: https://www.pega.com/   Mentioned: Daniel Okonkwo JPMorgan Chase FDIC Just Mercy
In this special expert-led episode, Clay Richardson, CEO and Chief Excelerator of Digital Fast Forward talks about his passion for strategic design thinking and its evolving impact on the future of work. He discusses how taking a more human-centred approach to innovation and technology is driving better business. Plus, listen as Clay and host Jo Richardson discuss the insights and expertise presented in the first three episodes.   Key Takeaways: [1:11] Clay has listened to our previous episodes and is here to give his expert insight and biggest takeaways from what he heard. Episode 1 was with Banu Kannu, co-founder of Uncommon Conferences. Episode 2 was Kumud Kalia, CIO of Guardant Health, and Episode 3 was David Moricca - founder and CEO of Socialive. [2:39] Clay explains why he fell in love with design thinking. He came from a business process management background and saw so many projects and initiatives that died on the vine because it took so long to get results. Design thinking helps jumpstart innovation, get to results quickly, and actually have fun in the process. [3:18] Clay defines design thinking as a set of practices that help leaders and teams move from logical problem solving to creative experimentation. Whatever you are focused on, it has to have the customer and employee at the center. [4:26] One of the research studies Digital Fastforward did with Pega was on designing the future of work. They talked to leaders at 40 different companies and analyzed how they were adapting and came away with a few takeaways. Low tech and low touch ways to ideate and brainstorm, such as Google sheets, helped with collaboration. While some teams were trying to experiment with new ideas very quickly, the low code approach worked in many areas quite well. [7:00] Clay discusses the common themes in the interviews with Banu, Kumud, and David in regards to what innovations leaders should be focusing on now, and the resonance he sees between how they faced the challenge of COVID and the work at Digital Fastforward. [8:07] Clay notes that he appreciated that Banu took it past the “why” and went to the “what for”. David and Banu both made democratizing technology a way to design conversation and participation that really connects its users. As innovation leaders, designing conversations becomes critical. [12:49] Clay discusses how to get meaningful work done during this time by blocking deep work time and minimizing distractions, such as putting the phone away. [16:41] One of the things that Clay noted about Kumud’s growth story was his acceptance of technical debt while trying to ideate and innovate. [19:21] Innovation can be expensive, but design thinking can help us quickly validate that this is something people will actually want to use. [21:47] Productivity has increased by people working from home, according to Clay, the challenge for innovators over the next 3-5 years is coming up with sustained innovation that is not born from a survival situation.   Quotes: “Too often, we don’t approach thinking as a task.” - Jo “Imagining is a critical part of innovating.” - Jo “Wow, people can jumpstart innovation, get to results quickly, and actually have fun in the process. Who knew?” - Clay “What I love about the different stories like Banu’s and David’s is that they took the challenge of COVID and turned it into an opportunity.” - Clay “You have to think about and prep for who is in the room, what are their personalities, and who do you need to pull out?” - Clay   Continue On Your Journey: https://www.pega.com/ Digital Fastforward
For many businesses, the dramatically different working conditions caused by the pandemic presented many challenges. But for one scrappy digital startup, it presented a once-in-a-lifetime opportunity. Listen to founder and CEO David Moricca - whose business Socialive was built to support remote work - speak about stepping up in the moment and making the transition to working-from-quarantine easier for businesses. He shares what he’s learned as a leader and how he sees the way we work changing forever.   Key Takeaways: [1:30] When the pandemic hit, changes needed to be made quickly. While some companies had to fold completely, others got stuck in a holding pattern and still remain there. One scrappy digital start up, Socialive, was uniquely positioned to solve the problem of creating great content in an era of remote work. [3:02] David Moricca is the CEO of Socialive, an enterprise video platform. Socialive makes it refreshingly easy to democratize video content creation across the enterprise. [4:59] David and his team at Socialive did foresee a need for this, but the urgency of the pandemic made it important for them to build the plane as they launched. For example, they already had the capability of creating HD quality isolated feeds of people on their video, but needed to expand their thinking so they could provide any more. [5:38] Socialive saw early adopters not just in small and mid-market businesses, but Fortune 500 companies as well. [7:20] What was it like to be a business owner when the pandemic first hit? David talks about the unprecedented time of trepidation in society, while also knowing his company is uniquely set up to grow for a situation similar to what was happening. [8:55] Screen fatigue is very real. David and Jo predict we will find more ways to get in rest and relaxation between online meetings and virtual work. [09:03] Being in person is still important and special to that sticky connection between team members. David and Jo discuss how company outings may pivot to be more memorable experiences featuring shorter event times and deeper bonding. [10:27] Virtual meetings also will shift. Instead of looking like a Zoom call, they will have shorter watch times to better capture people’s attention. [13:31] There are pros and cons to working remotely and also remote learning for our children. While balancing work/life is tough for parents, not having a commute saves time and money. While children also are missing the interaction with their peers and traditional learning may suffer, they are gaining new digital skills that can better prepare them for the future. [16:07] Would David change anything about how they adapted during the pandemic at Socialive? No. It taught them to be scrappy, and he is extremely proud of his team and their thoughtful way of moving forward.   Quotes: “There are tools out there to help and opportunities to change what was broken about old ways of working.” - Jo “We can source the best talent now, regardless of location and product top notch video content without expensive tools from our homes.” - David “There is still a big value to being in person, and you can’t change that.” - David   Continue On Your Journey: www.pega.com www.pega.com/podcast  
More than ever, brands are conducting bigger-picture business. Besides the bottom line, the importance of leading with purpose, fulfilling their workforce, and making a real impact on the world are driving decisions. But in the hierarchy of decision-making, what does leading with a mission really mean, and are businesses willing to sacrifice to uphold it? Organization theorist Jeanne Ross decided to find out and talks about her findings in discussion with Kumud Kalia, Chief Information Officer at Guardant Health.   Key Takeaways: [0:53] Mobile technology, AI, and the internet have dramatically increased the speed of interaction. As a result, customer expectations have skyrocketed. One fast-growing industry is BioTech, and what more urgent need for digital transformation than saving lives? [3:04] Kumud is a High-Tech Veteran and has led IT departments at major companies such as Cylance, Inc. and Akamai Technologies. Now, as CIO of Guardant Health, he is part of a team leading the efforts to serve millions of patients around the world. [4:31] Adoption is one of the main challenges in any new technology. At Guardant Health, there is an urgency for doctors and oncologists to adopt their offerings. Kumud talks about building trust with doctors through data and FDA approvals, so they can see that investing time and effort into learning will pay dividends as a result. [6:51] Kumud describes the cross-functional teams at Guardant working as fast as possible to save lives. Although the people come from different departments, they each know their clearly defined mission and common objective. They can also work independently and accept accountability for setting their own goals and outlines. [9:25] Why don’t they hire more people? It’s still hard to find the right people to join the team. [10:11] Kumud talks about what he looks for in recruitment. There is still a war for talent, pandemic or not. [13:51] Growing cross-functional teams that are autonomous but aligned takes management a long time to get right. [16:01] Kumud and Jo discuss technical debt in fast-growing companies. There is a balance to getting off the ground initially, but using systems that won’t create too big of an obstacle in the future. [18:44] People and culture can also be an aspect of technical dept. Kumud remarks that our agile teams will help us with technical debt, but it may be tough to recognize. [20:26] Kumud and his team at Guardant are always thinking about how to have the largest social impact. [21:41] Jeanne is optimistic that leaders will thrive in a new environment that relies on digital technology, and we should be excited about learning and opportunities ahead. [23:12] What makes your work meaningful to you? What is the mission behind your work and does it define your company’s choices from the top executives to the janitor?   Quotes: “People don’t do things just because you tell them. They need to feel it. They need to believe it.” - Jo “For us, value is defined by the patient experience.” - Kumud “If you are going to hire smart people, you’ve got to let them do smart things.” - Kumud “The war for talent is only half the challenge of scaling a rapidly growing company.” - Jeanie “The fastest path is not always best for future long term scaling.” - Kumud   Continue On Your Journey: www.pega.com www.pega.com/podcast Guardant Health
Every business’s best laid plans were upended in 2020, forcing new strategies to emerge and capable leaders to step up. One such leader is Banu Kannu, co-founder and head of client empowerment at Uncommon Conferences. When faced with the many shifting priorities of 2020, Kannu cemented the mission of her one-year-old business: to use participant-led gatherings to empower organizations to drive change. Listen as Kannu shares her story of disruptive thinking, her unique perspective on the conference software industry, and her challenge to all the transformers out there.   Key Takeaways: [2:00] Banu launched Uncommon Conferences in 2019 with the goal of poking a hole in the bloated and boring conference industry. She saw this world in desperate need of disruption, and it was her goal to shake things up. [2:24] Banu was born in Singapore and moved to Perth, where her family were first generation immigrants. Her background in business and marketing gave her first hand experience of seeing just how much the conference industry needed consolidation and a more user fun experience. [3:57] The hierarchical way of having conferences is becoming more outdated by the year. We must recognize that almost everyone in the room is a passionate professional with worthy and shareable thoughts and opinions. [5:07] Business school gave her the courage and confidence to start up Uncommon Conferences with co-founder Marcus Magee. They sought to provide a fertile environment for attendees to connect with each other and have fun, and for organizers to feel as though their time and money was well spent. [9:13] Banu discusses how Uncommon Conferences was a good idea in theory when it launched, but they knew something was missing. People liked what they were doing, but they weren’t confirming contracts or deals the way they had expected. This led them to really dig into their why. They questioned not only the “why” behind Uncommon Conferences, but for participants and organizers, and even the conference itself. [13:09] Banu identified three simple conditions to make Uncommon Conferences a must have for clients - complexity, urgency, and tension. [16:26] The pandemic shifted the very nature of conferences and events, and Banu talks about going back to the basics for online webinars to make them engaging, rather than a snooze fest.  [17:56] The democratization of technology has been critical. Moving away from the hierarchical structure of conferences gives us participant led events that drive sustainable change and a landscape of collaboration.   Quotes: “Give the power back to people.” - Banu “There is a pair of scissors at the registration desk and we will snip your tie off. You can’t get any work done in a suit and tie.” - Banu “When did we decide that we need to wait for happy hour to have fun at a conference?”  - Banu “If you are not your truest and most authentic self, it’s going to be very hard for you to be good at anything you do.” - Banu “How much better when diversity, democratization, and inclusion are the values that guide change. What changes are you driving in your world? What old thinking are you disrupting?” - Jo   Continue On Your Journey: www.pega.com/podcast Uncommon Conferences
Real stories from forward-thinkers in business, tech, and beyond. When business changes, it challenges us – and necessarily so. This podcast sets out to see what success looks like when innovative minds rise to new challenges and excel in the face of change. Each episode, hear true stories from the professionals, leaders, and forward-thinkers who have looked past the traditional and into the transformative as they discuss the most pressing topics in business today.   Key Takeaways: [0:11] Working is rapidly changing, and technology is shifting the way we measure success and the way we engage with customers and employees. [1:04] We are your hosts, Jo Richardson from Pegasystems and Jeanne Ross, former Principal Research Scientist at MIT Sloan School of Management. [1:20] The pandemic has accelerated shifts in the workplace that many people have been predicting for years. This is a major time of innovation, yet many people are feeling fatigued and exhausted. We are optimistic that if we work hard and keep learning, things will be better. Technology helps us be more productive and ultimately can allow us a better quality of life. [3:00] There is much interest in what the future of work will look like, and we are so thrilled to explore it in this podcast series. [4:04] The subject matter of inclusion and diversity cannot be addressed in an abstract way, and a lot of organizations are making great strides towards full inclusivity. [5:19] On the episodes to come, we will explore the future of work, the challenges and opportunities we see, and we will talk with some of today’s best leaders out there blazing a path to a better world.   Quotes: “It’s really important not to forget that today we have to be investing for the next big challenge.” - Jeanne “As a society, we learned how to take advantage of technology and thank goodness it was where we needed it when the pandemic struck.” - Jeanne “It’s a major time of innovation. It’s a time for everybody to think about what the future could look like, and what work is going to be like.” - Jo “Many businesses can now no longer just talk about inclusion and diversity in a way that fulfills what they think they should do in an abstract way. People are genuinely passionate and engaged on the subject now and a lot of organizations realize and are making great strides to make sure they are fully inclusive.” - Jo   Continue on your journey: https://www.pega.com/
Real stories from forward-thinkers in business, tech, and beyond. When business changes, it challenges us – and necessarily so. This podcast sets out to see what success looks like when innovative minds rise to new challenges and excel in the face of change.
Rate Podcast

Share This Podcast

Recommendation sent

Join Podchaser to...

  • Rate podcasts and episodes
  • Follow podcasts and creators
  • Create podcast and episode lists
  • & much more

Podcast Details

Podcast Status
Active
Started
Feb 26th, 2021
Latest Episode
Apr 13th, 2021
Release Period
Weekly
Episodes
8
Avg. Episode Length
18 minutes
Explicit
No
Language
English

Podcast Tags

Do you host or manage this podcast?
Claim and edit this page to your liking.
Are we missing an episode or update?
Use this to check the RSS feed immediately.