Episodi

  • The Human Side of M&A: Culture, Trust, and What Happens Next

    The Human Side of M&A: Culture, Trust, and What Happens Next
    Apr 29 2026
    Episode Description

    In this episode of Collaborative Culture, Dr. Kristine Gentry and Monica Smith explore the human and cultural side of mergers and acquisitions.

    For years, leaders heard that roughly 70% of mergers failed. More recent research from Bain suggests that the story has changed: close to 70% of deals now succeed, especially among experienced acquirers that have developed stronger due diligence, integration practices, and what Bain describes as M&A “muscle.”


    But Kristine and Monica ask a deeper question: what does “success” really mean if the people who created the value leave, disengage, or feel invisible after the deal closes?


    They discuss why acquired employees often experience a loss of agency, why financial incentives alone do not solve retention, and how culture shows up in very practical integration moments from decision-making and risk tolerance to benefits, commutes, rituals, communication, and manager support. They also connect M&A lessons to broader leadership challenges in any season of organizational change.


    The conversation draws on research from Bain, Harvard Business Review, and Dr. J. Daniel Kim’s work on turnover among acquired startup employees, which found that acquired workers are significantly more likely to leave than comparable regular hires.


    This episode is for leaders, consultants, HR professionals, and anyone navigating growth, acquisition, integration, or large-scale change.


    In this episode, we explore:
    • Why M&A success depends on more than financial modeling
    • How culture affects execution, trust, innovation, retention, and performance
    • Why acquired employees experience a different transition than regular hires
    • The limits of bonuses, stock options, and financial incentives when belonging is missing
    • Why acquiring companies need to assess their own culture, not just the culture of the company they acquire
    • How rituals, decision-making norms, risk tolerance, and unwritten rules shape integration
    • Why mid-level managers are essential during mergers and acquisitions
    • How journey mapping can improve the acquired employee experience
    • Why leaders need to act on feedback before exit interviews reveal what went wrong
    • What M&A can teach every leader about navigating change

    Key Takeaway

    A merger may close on paper, but it succeeds, or fails, in the lived experience of the people expected to carry the work forward. Culture cannot be handled after the deal. It has to be part of the strategy from the beginning.


    Sources Mentioned

    Kim, J.D. (2024). "The Challenge of Retaining Startup Talent After an Acquisition." Harvard Business Review, February 12, 2024.

    Harding, D., Stafford, D., & Kumar, S. (2024). "A Better Approach to Mergers and Acquisitions." Harvard Business Review, May–June 2024.

    Milosevic, M., Rau, K., & Steelman, L. (2025). "A Guide to Building a Unified Culture After a Merger or Acquisition." Harvard Business Review, April 3, 2025.

    Thanks for Listening!

    We’d love to hear from you.


    Kristine Gentry, PhD

    kgentry@culturegrove.com

    🌐 www.culturegrove.com

    🔗 LinkedIn: Kristine McKenzie Gentry


    Monica M. Smith

    tradewindscareerconsulting@gmail.com

    🌐 www.tradewindscareerconsulting.com

    🔗 LinkedIn: Monica Mary Smith


    If you enjoyed the show, please: subscribe, leave a review, and share it with someone who cares about building better teams.

    Hosted on Acast. See acast.com/privacy for more information.
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    36 min
  • AI Is Not a Tech Problem. It’s a Culture Problem

    AI Is Not a Tech Problem. It’s a Culture Problem
    Apr 15 2026
    Show DescriptionIn this episode of Collaborative Culture, Monica Smith and Dr. Kristine Gentry take a second look at artificial intelligence and ask a more important question: why are so many AI initiatives failing to deliver results? Drawing on recent research and real-world company examples, they make the case that AI is not just a technology shift. It is a culture shift.They explore why fear, uncertainty, status loss, weak communication, and organizational politics can quietly derail even the most promising AI strategy. They also highlight what successful organizations are doing differently, from building trust and transparency to creating learning cultures where employees feel empowered rather than threatened.This conversation is a practical reminder for leaders: if your people are not part of your AI strategy, you do not really have one.Show NotesIn this episode, Monica and Kristine unpack why AI adoption succeeds or fails based on culture, not just capability. They discuss the growing gap between AI investment and actual return, and why so many organizations still treat AI implementation like a software rollout instead of a behavior-change effort. They explore several of the biggest human barriers to adoption, including uncertainty, fear of replacement, and fear of status loss. The conversation looks at how employees respond when they do not understand the technology, do not trust leadership’s intentions, or feel that using AI might make them look less credible or more expendable. Monica and Kristine also highlight examples of companies taking a more effective approach. They discuss organizations that celebrate AI learning, create bottom-up innovation challenges, invest in broad employee development, and give frontline teams more power to solve problems. These examples reinforce a central idea of the episode: culture shapes whether AI becomes a threat, a wasted investment, or a tool for real improvement. The episode also addresses the less visible side of AI transformation, including politics, resource hoarding, hierarchy disruption, and quiet resistance. Monica and Kristine argue that leaders have to pay attention not only to systems and tools, but to incentives, identity, trust, and the stories people are telling themselves about what AI means for their future. In this episode, we discuss:Why AI adoption is a culture challenge, not just a tech challengeWhat current research says about weak AI ROI and failed initiativesThe three human fears that often derail AI adoptionWhy trust, transparency, and training matter more than hypeHow behavioral science helps explain employee resistanceWhat leaders can learn from companies using AI wellWhy culture is the strategy behind successful transformationHow power dynamics and organizational politics interfere with adoptionWhat leaders should ask before rolling out AI in their organizationsSources referenced in this episode: • "The Secret to Successful AI-Driven Process Redesign" — H. James Wilson & Paul R. Daugherty, Harvard Business Review (Jan–Feb 2025) • "Overcoming the Organizational Barriers to AI Adoption" — Jin Li, Feng Zhu & Pascal Hua, Harvard Business Review (Nov 11, 2025) • "How Behavioral Science Can Improve the Return on AI Investments" — David De Cremer et al., Harvard Business Review (Nov 19, 2025) • "How Company Culture Drives AI Strategy Success" — Lara Shewchuk, Fast Company (Nov 6, 2025) • "AI Without Culture Change Is Just a Failed Proof of Concept" — Fast Company (Dec 16, 2025)Thanks for Listening!We’d love to hear from you.Kristine Gentry, PhDkgentry@culturegrove.com🌐 www.culturegrove.com🔗 LinkedIn: Kristine McKenzie GentryMonica M. Smithtradewindscareerconsulting@gmail.com🌐 www.tradewindscareerconsulting.com🔗 LinkedIn: Monica Mary SmithIf you enjoyed the show, please: subscribe, leave a review, and share it with someone who cares about building better teams. Hosted on Acast. See acast.com/privacy for more information.
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    30 min
  • How Work Really Gets Done: Inside Kristine Gentry’s C.U.L.T.U.R.E.™ Framework

    How Work Really Gets Done: Inside Kristine Gentry’s C.U.L.T.U.R.E.™ Framework
    Apr 1 2026
    Show descriptionIn this special Episode 20 of Collaborative Culture, Monica Smith turns the mic toward co-host Dr. Kristine Gentry for a deeper look at the framework behind her work helping organizations build stronger, more intentional cultures. Drawing on her background as a cultural anthropologist and founder of Culture Grove, Kristine explains why culture is often misunderstood, why surface-level values work falls short, and what leaders can do differently to create lasting change. Together, Monica and Kristine unpack the C.U.L.T.U.R.E.™ Framework: Clarity, Understanding, Leadership, Trust, Unwritten Rules, Rituals, and Evolution, and they explore how each element shapes the way work really gets done inside organizations. Show notesIn this milestone Episode 20, Monica flips the script and interviews co-host Dr. Kristine Gentry, founder of Culture Grove, cultural anthropologist, and co-founder of Podium Project, about the framework that guides her culture work with organizations. Kristine shares why she created her C.U.L.T.U.R.E.™ Framework: because too many organizations talk about culture without really understanding what it is or how to shape it intentionally. In the conversation, she explains that culture is more than stated values or perks. It is the shared beliefs, behaviors, assumptions, and rituals that shape how work actually happens. Monica and Kristine walk through each part of the framework:C – ClarityWhy organizations need more than values on the wall. Kristine explains the importance of being specific about vision, values, and the behaviors those values are meant to drive. U – UnderstandingA reminder that organizations are made up of people with different lived experiences, identities, and perspectives—and that real collaboration requires leaders to understand those differences. L – LeadershipA conversation about why culture cannot be delegated away. Leaders set the tone, and culture work only succeeds when leadership actively models and reinforces it. T – TrustKristine breaks down why trust is foundational for innovation, idea-sharing, and collaboration—and how misalignment between words and actions quickly erodes it. U – Unwritten RulesOne of the most powerful parts of the episode. Kristine shares examples of hidden norms, power dynamics, and assumptions that shape workplace culture without ever being formally stated. R – RitualsFrom meetings to onboarding to recognition, rituals communicate what matters and quietly reinforce culture every day. E – EvolutionCulture is never one-and-done. Kristine explains why organizations have to keep tending culture over time as people, technology, markets, and expectations change. The episode also explores how Kristine’s training in anthropology shapes her approach. Rather than jumping straight to solutions, she emphasizes observation, listening, and understanding the current culture before trying to change it. That perspective carries through her consulting, this podcast, and even Podium Project’s mission to expand visibility for women and underrepresented voices. Key takeawaysCulture is not just values statements or branding languageLeaders shape culture whether they do so intentionally or notUnwritten rules often have as much impact as formal policiesTrust and understanding are essential for collaboration and innovationSustainable culture change starts with listening before fixingCulture must be revisited and evolved over time Thanks for Listening!We’d love to hear from you.Kristine Gentry, PhDkgentry@culturegrove.com🌐 www.culturegrove.com🔗 LinkedIn: Kristine McKenzie GentryMonica M. Smithtradewindscareerconsulting@gmail.com🌐 www.tradewindscareerconsulting.com🔗 LinkedIn: Monica Mary SmithIf you enjoyed the show, please: subscribe, leave a review, and share it with someone who cares about building better teams. Hosted on Acast. See acast.com/privacy for more information.
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    38 min
  • Executive Presence Without Losing Yourself

    Executive Presence Without Losing Yourself
    Mar 18 2026

    In this episode of Collaborative Culture, Dr. Kristine Gentry and Monica Smith unpack the complicated topic of executive presence.


    They begin with an important truth: executive presence can be a loaded term. In many workplaces, it has been used to reinforce narrow ideas of leadership tied to gender, race, class, accent, age, and personality. But when approached thoughtfully, it can also describe a practical set of skills that help people communicate clearly, lead effectively, and build trust without losing who they are.


    Monica shares how she helps leaders strengthen executive presence through diagnostics, coaching, practice, and measurable outcomes. Kristine brings in the culture lens, exploring how unwritten rules, bias, and organizational norms shape whose leadership gets recognized and rewarded.


    Together, they discuss how to build executive presence in a way that is authentic, strategic, and culturally aware, while also challenging systems that confuse sameness with leadership.


    Show notes

    What does executive presence actually mean, and who gets to define it?

    In Episode 19 of Collaborative Culture, Kristine and Monica take on a term that gets used constantly in workplaces but is rarely unpacked with enough honesty. They explore how executive presence can function as a gatekeeping tool when it is based on stereotypes, and how it can also be reframed as a set of learnable skills rooted in clarity, trust, adaptability, and self-awareness.


    Monica breaks down her framework for coaching executive presence, including:

    • diagnosing where someone feels less effective or confident
    • identifying patterns in feedback and perception
    • building a practical development plan
    • practicing through simulations, role play, and scenario work
    • measuring success based on real outcomes, not vague impressions


    Kristine adds the anthropological and culture perspective, emphasizing that executive presence does not exist in a vacuum. It is shaped by workplace norms, unwritten rules, bias, and systems that reward certain behaviors while dismissing others.


    This episode also explores:

    • why executive presence should not mean performing a corporate personality
    • how unconscious bias affects perceptions of leadership
    • the difference between meaningful feedback and stereotype-based criticism
    • how to think about authenticity, conformity, and workplace strategy
    • why organizations need to define leadership expectations in behaviors, not vibes
    • how individuals can build range and adaptability without abandoning themselves


    If you have ever been told you need more executive presence, or if you have ever wondered whether that feedback was really about performance or simply about fit, this conversation will give you a more thoughtful way to think about it.


    Thanks for Listening!

    We’d love to hear from you.


    Kristine Gentry, PhD

    kgentry@culturegrove.com

    🌐 www.culturegrove.com

    🔗 LinkedIn: Kristine McKenzie Gentry


    Monica M. Smith

    tradewindscareerconsulting@gmail.com

    🌐 www.tradewindscareerconsulting.com

    🔗 LinkedIn: Monica Mary Smith


    If you enjoyed the show, please: subscribe, leave a review, and share it with someone who cares about building better teams.

    Hosted on Acast. See acast.com/privacy for more information.
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    34 min
  • The Art and Science of Building Intentional Corporate Culture

    The Art and Science of Building Intentional Corporate Culture
    Mar 4 2026
    Episode Description

    What does it actually look like to build an intentional culture inside a high-stakes organization—especially one navigating constant change?


    In this episode of Collaborative Culture, Kristine Gentry and Monica Smith sit down with Ron Thalheimer, a longtime financial services leader whose career spans banking in Chicago, transformation work in London, and more than two decades at Fidelity. Ron breaks down his practical, leadership-driven approach to culture: setting clear expectations, reinforcing them through consistent behaviors, and addressing misalignment quickly before it spreads.


    Ron also shares a vivid case study from his time leading service operations at National Financial (Fidelity): how a shift from reactive to proactive service—and the rollout of a structured client-service technology—sparked resistance internally, improved outcomes externally, and ultimately changed the organization’s reputation from “vendor” to “partner.”


    Along the way, the conversation explores why culture must start at the top, how leaders learn culture by getting out of their offices, and what gets lost when organizations try to build culture entirely remotely.


    Show NotesKey themes covered
    • Culture starts with clarity + consistency: Ron frames intentional culture as clear goals/expectations paired with consistent actions and behaviors that match the message.
    • Leadership responsibility (not “HR’s job”): Ron emphasizes culture begins at the top and only works when leaders model it and reinforce it—especially when behavior contradicts stated values.
    • Culture fails when misalignment is tolerated: Ron highlights how quickly culture change can be “poisoned” when people hear the right words but see the wrong actions go unaddressed.
    • Leadership development through observation: Ron talks about walking the floor, listening, and engaging people—using real-time observation as a leadership practice (and Kristine connects it to an anthropological lens).
    • Remote work’s culture tradeoffs: The conversation gets specific about what leaders lose when they can’t “walk around” and how that affects younger employees and culture shifts.
    • Measuring cultural progress: Ron points to three feedback loops—employees, customers, business partners—plus tenure/turnover as a signal of whether culture is becoming healthier and more stable.

    Guest

    Ron Thalheimer — Financial services executive and transformation leader with 40+ years of experience across banking, insurance, and investment services.

    Thanks for Listening!

    We’d love to hear from you.


    Kristine Gentry, PhD

    kgentry@culturegrove.com

    🌐 www.culturegrove.com

    🔗 LinkedIn: Kristine McKenzie Gentry


    Monica M. Smith

    tradewindscareerconsulting@gmail.com

    🌐 www.tradewindscareerconsulting.com

    🔗 LinkedIn: Monica Mary Smith


    If you enjoyed the show, please: subscribe, leave a review, and share it with someone who cares about building better teams.

    Hosted on Acast. See acast.com/privacy for more information.
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    37 min
  • Assessments Aren’t Culture: Stop Looking for a Quick Fix

    Assessments Aren’t Culture: Stop Looking for a Quick Fix
    Feb 18 2026
    Episode overviewIn this episode of Collaborative Culture, Dr. Kristine Gentry and Monica Smith tackle a common misconception in workplace culture efforts: the belief that a single assessment, survey, or workshop can “fix” culture. Together, they break down why popular tools like Myers-Briggs, CliftonStrengths, DISC, Hogan, Enneagram, and Working Genius can be useful, but only as inputs, not solutions.Kristine and Monica unpack what culture really is (how work gets done), why leaders often misdiagnose culture issues as isolated “people problems,” and why real change requires understanding the lived experience of employees across roles, levels, and locations. They share practical examples, from multicultural team dynamics to frontline workflows, and make a clear case for culture work that’s collaborative, ongoing, and designed for sustained behavior change.Show notesWhat we’re unpacking todayWhy “culture work” means wildly different things to different leadersThe difference between tools that build self-awareness and work that changes cultureWhy leaders keep reaching for quick fixes, and why those fixes often failThe assessments everyone loves (and what they’re actually good for)Monica names a few common ones you’ll recognize:Myers-Briggs (MBTI)CliftonStrengthsDISCHoganEnneagramWorking GeniusKey point: These can build shared language, self-awareness, and teamwork, but they’re not culture by themselves.The core distinction: tools vs. cultureKristine defines culture clearly:Culture is how work gets doneIt’s the shared beliefs, values, and behavior patterns that drive results (or block them)So when leaders say “we have a culture problem,” they may actually mean:teamwork breakdownsengagement issuesDEI tensioncross-cultural misunderstandingsperformance or retention problemsThose may relate to culture, but they aren’t solved by a single off-the-shelf assessment.The “culture assessments” problemKristine calls out a major issue: many products labeled “culture assessments” are actually measuring something else, like:employee engagement (important, but not the whole culture)psychological fit for a role (not culture — and can encourage monoculture thinking)Bottom line: If it doesn’t meaningfully engage values, behavior, and how decisions get made, it’s not capturing culture.Monica’s “culture on demand” idea (super practical)Monica introduces “house rules” for projects — especially in global teams — like:defining what “yes” means across communication stylessetting norms for honest timeline updates (“tell me as soon as you know it’ll slip”)designing brainstorming so quieter cultures still contribute (e.g., written ideas submitted first)This is culture work that’s built for the work, not just discussion.Kristine’s reminder: observation mattersKristine shares a powerful example from nurse-shadowing research:leadership assumed nurses used in-room computers for chartingobservation showed nurses rarely used them, creating their own systems insteadleadership was shocked — and it changed what “the problem” even wasTakeaway: you can’t fix what you haven’t actually seen.The “band-aid” trapBoth land the plane here:If a company runs engagement surveys and ignores results, it can hurt trustIf values are created for leaders and stuck on a wall, nothing changesIf workshops don’t lead to new habits, you’re just paying for a moment — not outcomesThe episode takeawayAssessment tools are fine — even great — as step one.But sustainable culture change requires:diagnosis beyond surveys (data + interviews + observation)shared clarity on values and prioritiesbehavior change over timeleaders who stay accountable instead of outsourcing culture to HRThanks for Listening!We’d love to hear from you.Kristine Gentry, PhDkgentry@culturegrove.com🌐 www.culturegrove.com🔗 LinkedIn: Kristine McKenzie GentryMonica M. Smithtradewindscareerconsulting@gmail.com🌐 www.tradewindscareerconsulting.com🔗 LinkedIn: Monica Mary SmithIf you enjoyed the show, please: subscribe, leave a review, and share it with someone who cares about building better teams. Hosted on Acast. See acast.com/privacy for more information.
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    36 min
  • A Dysfunctional Culture is a Liability Risk & an Asset Destruction Machine

    A Dysfunctional Culture is a Liability Risk & an Asset Destruction Machine
    Feb 4 2026

    In this episode of Collaborative Culture, Kristine Gentry and Monica M. Smith sit down with Wendy Woolfork, founder of Purpose Walk, to explore what it really takes to build resilient, high-performing workplaces in a world defined by volatility, pressure, and constant change.


    Wendy shares how she helps senior leaders and teams identify the “behavioral tripping hazards” that quietly break collaboration—everything from leadership competency gaps and relationship breakdowns to culture norms that punish honesty or reward toxic high performance. Together, they unpack why culture can’t be outsourced to HR, why it’s a CEO-level responsibility, and how leaders can move from insight to sustained behavior change.


    If you’re navigating friction, retention challenges, or leadership strain, and you’re ready to treat culture like the operating system it is, this conversation is for you.


    Show Notes (with segments + takeaways)
    What We Cover

    Welcome + Introductions

    • Kristine and Monica set the stage: purpose, values, and culture as forces shaping workplace dynamics.
    • Wendy shares her “born ready” origin story—helping people spot the behavioral hazards that keep organizations from accessing their best.

    Sector-agnostic work, universal issues

    • Wendy explains why culture work translates across industries because the friction patterns are universal.

    Why clients call Wendy

    Calls typically come when culture-related hurdles become unignorable:

    • Relationship breakdowns
    • Leadership gaps
    • Mis-hires and downstream impact
    • Retention and performance disruption
    • Reputation and operational drag

    Who actually owns culture

    • A key thread: the “culture is HR’s job” idea doesn’t hold up in practice.
    • Wendy is most often engaged by senior leadership—CEOs, heads of operations, department leaders—which aligns with the core premise: culture is everyone’s job, and ultimately a leadership responsibility.

    Wendy’s approach: truth-telling, truth-hearing, and closing the gap

    • Wendy walks through her framework:
    • Current state → desired state → gap identification
    • Naming the reality requires truth-telling and truth-hearing

    A standout reframe: culture as fiduciary responsibility

    Wendy offers a compelling executive-level argument:

    • A CEO has a duty to protect and grow organizational assets.
    • Culture is the operating system that determines whether investments succeed or fail.
    • A dysfunctional culture becomes a liability risk and an “asset destruction machine.”
    • Kristine ties it to a constant leadership blind spot: treating culture like a soft skill instead of a strategic driver of business outcomes.

    From insight to action

    Monica asks the practical question: how do you convert leadership reactions into execution?

    Wendy’s answer centers on consequence:

    • Make the cost of inaction visible
    • Confirm leadership willingness to disrupt what’s not working

    • Newsletter: Build a workplace that works (shared via her LinkedIn presence)


    Thanks for Listening!

    We’d love to hear from you.


    Kristine Gentry, PhD

    kgentry@culturegrove.com

    🌐 www.culturegrove.com

    🔗 LinkedIn: Kristine McKenzie Gentry


    Monica M. Smith

    tradewindscareerconsulting@gmail.com

    🌐 www.tradewindscareerconsulting.com

    🔗 LinkedIn: Monica Mary Smith


    If you enjoyed the show, please: subscribe, leave a review, and share it with someone who cares about building better teams.

    Hosted on Acast. See acast.com/privacy for more information.
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    30 min
  • AI Anxiety at Work: How Leaders Separate Signal from Noise (and Keep Trust Intact)

    AI Anxiety at Work: How Leaders Separate Signal from Noise (and Keep Trust Intact)
    Jan 21 2026
    Everyone’s talking about AI and a lot of people are quietly panicking. In this episode of Collaborative Culture, Kristine Gentry (Culture Grove) and Monica Smith (Tradewinds Career Consulting) unpack how leaders can separate signal from noise in AI transformation without torching trust, morale, or the talent you can’t afford to lose.We get practical in three high-impact areas: (1) what the C-suite must do to align AI with purpose, values, and the real way work gets done, (2) how culture can either build momentum or become mutually destructive with transformation efforts, and (3) what employees can do right now to stay marketable and become the “best human in the loop.”Along the way: real talk on shaky ROI, training gaps, worst practices we’re seeing in the wild, and why critical thinking and “liberal arts skills” may be exactly what the AI era demands most.Show notesWhat we coverAI anxiety is real — and it’s not irrational: unclear strategy, unclear skills, unclear career paths.Signal vs. noise in 3 areas: enterprise leadership, culture as momentum (or sabotage), and employee partnership in adoption.Reality check on adoption & ROI (as cited in the episode): usage is rising, satisfaction with training is lagging, and meaningful ROI remains elusive for many initiatives.Best practices: “Speed to sustainability,” trust-building, transparency, readiness, and aligning AI to an operating model—not just tools.Worst practices: mandating innovation without upskilling, overbuilding infrastructure without pilots, punishing failure in an experiment-driven process, and cutting headcount based on assumptions instead of redesigned work.Humans in the loop: oversight, judgment, bias monitoring, risk controls, data governance, validation, and quality.Talent risk: your AI-capable people are highly recruitable—culture and opportunity determine whether they stay.Perspective reset: we’ve lived through major innovation waves (Y2K → cloud → social platforms → short-form video). AI is another wave—leaders decide whether the organization rides it or gets crushed by it.Career marketability: why critical thinking, creativity, systems thinking, communication, and self-directed learning are becoming baseline “hard skills.”Memorable moments & lines“Putting a Ferrari engine on a donkey cart” — why layering AI onto legacy systems often collapses.“Be the best human in the loop” — the episode’s North Star for employees and leaders alike.00:00–02:00 — AI anxiety + “signal vs. noise” framing (and a quick, funny opening correction)02:00–06:15 — Stats + what employees are feeling (training gaps, uncertainty, morale)06:15–12:25 — Best practices: trust, transparency, readiness, leadership communication, and “human in the loop”12:25–16:55 — Worst practices: mandates without enablement, punishing failure, one-way communication, layoffs-by-spreadsheet16:55–19:45 — Innovation waves perspective: how organizations normalize disruption24:45–28:30 — Aligning AI with purpose/values + change leadership that reduces fear and resistance28:30–35:45 — Marketability skills + education debate (STEM vs. critical thinking disciplines) + wrap/CTANames and sources mentioned in the episodeTay Bannerman — “speed to sustainability” framingLinaura Aliera (ThoughtWorks) — focus on operating model, org design, culture, and adoptionBCG & MIT (referenced in-episode for AI adoption/ROI context)Gartner innovation curve / J-curve (innovation hype cycle perspective)Jessica Kriegel & John Fresh (referenced re: education/workforce predictions)Listener takeawayIf your AI strategy is being experienced as fear + silence + headcount cuts, you’re not “innovating,” you’re training your culture to resist. Leaders who win this era treat culture as the operating system: clear purpose, honest communication, safe-to-learn experimentation, and visible investment in people who make AI usable.Call to actionMention this episode for a free 30-minute consultation with either host.Thanks for Listening!We’d love to hear from you.Kristine Gentry, PhDkgentry@culturegrove.com🌐 www.culturegrove.com🔗 LinkedIn: Kristine McKenzie GentryMonica M. Smithtradewindscareerconsulting@gmail.com🌐 www.tradewindscareerconsulting.com🔗 LinkedIn: Monica Mary SmithIf you enjoyed the show, please: subscribe, leave a review, and share it with someone who cares about building better teams. Hosted on Acast. See acast.com/privacy for more information.
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    32 min