Workplace Stories by RedThread Research

• Three Futures for Learning: How AI Is Rewriting L&D with Donald H. Taylor and Eglė Vinauskaitė

  Just two years ago, AI was a shiny new object in L&D, with most professionals dabbling in small pilots and content creation experiments. The latest findings reveal an inflection point: the majority of L&D teams are now actively using AI, not merely testing it.This week, on the podcast are Donald H. Taylor and Eglė Vinauskaitė, the minds behind a groundbreaking new report, "AI & Learning 2025: Race for Impact." We’re exploring the rapid changes AI is bringing to Learning and Development (L&D), from early experimentation to widespread implementation, and what it means for the future of work.In this conversation, you’ll hear about the three distinct futures for L&D departments, how AI is moving beyond simple content creation into qualitative analytics and adaptive learning, and why team culture and leadership are crucial for success. We also dig into some big philosophical questions: How do we keep humans at the center of tech-driven workplaces? And how will AI reshape the very definition of value in L&D?This episode is packed with insights, data, and stories from organizations at the forefront of change. So, get ready to rethink how learning happens and how impactful workplace transformation can be.You will want to hear this episode if you are interested in...[00:00] How AI is transforming Learning and Development.[05:40] Transition from experimentation to mainstream implementation of AI in L&D.[13:31] Debunking the maturity model.[16:03] AI integration culture in organizations.[25:07] AI's impact on L&D values.[38:54] Necessity for L&D to demonstrate clear impact and unique value beyond content.[47:36] Leadership Beyond the L&D silo.[52:25] Introduction of the “transformation triangle”: three potential strategic futures.The Rapid Evolution of AI in L&DAI usage still predominantly supports content creation and design, but there’s an intriguing rise in more sophisticated applications, especially data analysis, dynamic feedback, and even AI-driven coaching. For L&D leaders, the big question is no longer “should we use AI?” but “how can we use it to unlock deeper value for our organizations?”What Sets Successful L&D Teams Apart?A critical insight from the report is the role of mindset and organizational culture in successful AI adoption. Teams thriving with AI aren’t necessarily bigger or better-resourced; they are “open” teams, led by individuals who embrace risk, imperfect information, and proactive change. These leaders are comfortable experimenting without knowing all the answers, an essential trait for the current landscape.True transformation requires more than tech skills; it demands business acumen, a robust understanding of performance, and an ability to integrate learning with business strategy. L&D teams must move from being passive order-takers to strategic partners, actively shaping how people develop and perform.AI: Threat or Opportunity for Traditional L&D Roles?For some, the rise of AI in learning is unnerving. Tasks once considered core, like instructional design or content creation, can increasingly be automated, often cheaper and faster than before. Taylor cautions that unless L&D professionals shift their value proposition from content production to driving true impact, their roles risk being diminished or redefined.But there is an opportunity for L&D to expand its influence. Rather than being relegated to the background, teams can now focus on performance support, skills stewardship, and facilitating human growth, areas where strategic thinking and deep expertise are critical and cannot be automated away.Three Futures for L&D: Skills Authority, Enablement Partner, Adaptation EnginePerhaps the most provocative segment of the episode introduced three possible “futures” for L&D roles in the AI era:Skills Authority: L&D becomes the custodian of skills, owning skill taxonomies, plumbing, and strategic workforce development. This future demands advanced expertise in identifying, building, and tracking capabilities crucial to business success.Enablement Partner: Here, L&D empowers employees across the organization to create their own learning solutions. The team shifts from direct content delivery to building infrastructure, processes, and trust, letting expertise flourish where it’s needed most.Adaptation Engine: The most radical scenario, where L&D is absorbed into cross-functional teams focused on rapid business adaptation. Learning professionals blend with design, tech, and operations to solve holistic problems, making learning indistinguishable from broader performance improvement.While AI will eventually become as invisible as electricity, the human element in learning, facilitation, creativity, and stewardship remains paramount. The priority for leaders now is to harness AI thoughtfully, ensuring it serves genuine learning and performance goals rather than just delivering faster horses. Resources & People MentionedAI in L&D: The Race For ImpactAI in L&D (4 Reports) Connect with Donald H. Taylor and Eglė VinauskaitėEgle Vinauskaite on LinkedIn Donald H Taylor on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

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• Believability: The Secret to AI Adoption in Learning

  Artificial Intelligence is transforming corporate learning, but not every organization is doing it in ways that employees actually trust. In this episode of Workplace Stories, we talk with Peter Manniche Riber, Digital Learning & AI Leader, about how his team built AI-powered learning tools that employees truly believe in.From creating the “Dilemma Coach” and “IDP Coach” to redefining personalization and data privacy, Peter demonstrates what happens when innovation is combined with practicality, and why sometimes the smartest move is to build, rather than buy.You will want to hear this episode if you are interested in...[00:00] Why “believability” is the key to AI adoption.[04:50] How Novo Nordisk’s “Dilemma Coach” and “IDP Coach” came to life.[09:00] Why less data, and the right data, creates better personalization.[17:00] Balancing privacy, ethics, and personalization in AI learning.[25:30] Working with works councils and data regulators early.[33:00] Scaling learning equity and access across global teams.[39:40] What AI means for strategic workforce planning.[41:30] Peter’s advice for L&D leaders ready to experiment with AI.The Power of “Believability” in AI LearningAt Novo Nordisk, Peter’s team coined a simple but powerful concept, believability. It means people will only engage with AI tools if they recognize themselves and their context in the experience. Through hundreds of user tests, they found that when an AI response feels personal and relevant, adoption skyrockets.Rather than hoarding corporate data, they ask employees directly about their goals, challenges, and career aspirations. This approach not only keeps data secure but also ensures every interaction feels real, human, and trustworthy.Why Novo Nordisk Built Its Own AI ToolsWhen it came to designing learning applications, Peter’s team decided to build rather than buy. The reason? Control, context, and compliance. Off-the-shelf tools couldn’t meet Novo Nordisk’s strict privacy standards or reflect its unique leadership culture. By developing internally, the team could train AI on company-specific frameworks, design intuitive UX guardrails, and maintain full ownership of their data, while spending less than a handful of traditional e-learning modules would cost.Redefining Data and TrustInstead of scraping internal systems, Peter’s philosophy is simple: ask people. Employees willingly provide fresh, accurate context when they understand how it’s used. Transparency and consent are baked into the process, with large-font screens explaining how data is handled and why it matters.The result? Nearly 90% of employees feel completely safe using these tools, a remarkable trust level for AI-driven systems inside a regulated, global company.The Future of L&D and AI ExperimentationPeter’s message to learning leaders: stop waiting for perfection and start experimenting. You don’t need a massive budget or a team of data scientists to create meaningful AI applications. What you need is curiosity, clear hypotheses, and the courage to learn by doing.AI won’t replace thoughtful design or human judgment, but it can unlock a new era of personalized, scalable, and believable learning.Resources & People MentionedNovo NordiskConnect with Peter Manniche RiberLinkedIn: Peter Manniche RiberConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

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• Moving HR from Support to Strategic Driver with Nadia Uberoi

  On the show this week, Nadia Uberoi, Head of People at Garner Health, joins us to explore how HR can move beyond compliance to become a solution-centric and outcome-driven function, aligning closely with the business’s mission and deliverables.Nadia shares practical details on how Garner Health has developed agile people systems and cultivated a high-candor culture rooted in real-time feedback and organizational transparency. We discuss how conscious alignment between HR and business strategy depends on both robust systems and hiring people with the right agile mindset.You’ll hear more about Nadia’s unique approach to performance management, Garner’s decision to publicly share 360 feedback, and how a culture of candor empowers everyone, not just HR, to take ownership of change. Nadia also offers an inside look at the mechanics of building and scaling an intentional organizational culture, and the lessons she’s learned from fast-growing companies.You will want to hear this episode if you are interested in...[05:16] Aligning HR with business strategy and high candor cultures.[07:28] Seeking CEO buy-in for strategic alignment.[10:37] Balance short-term solutions and long-term infrastructure planning.[13:48] Focus on continuous improvement and clarity of responsibilities.[21:23] Quarterly planning with smaller, manageable initiatives enables better adaptability and faster impact.[29:04] Real-time feedback improved HR-business alignment by enabling quick adjustments.[33:31] Real-time feedback and collaboration enable immediate improvements.[48:22] Intentionally build and systematize culture for business impact.Resources & People MentionedPrinciples by Ray DalioLatticeGarner Health   Connect with Nadia Uberoi Nadia Uberoi on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

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• Making Skills the Currency of Opportunity with Haley Glover

  Haley Glover, Senior Director of UpSkill America at the Aspen Institute, is on a mission to build a world where skills—not degrees or pedigrees—are the primary currency of career opportunity.In this expansive conversation, she challenges organizations to think bigger, arguing that investing in frontline workers isn't just a corporate responsibility but a societal imperative that strengthens communities and economies alike.Glover shares her vision for a future where "all learning counts," and individuals own their skills data, freeing it from the silos of employers and academic institutions.Listen in for a dose of realistic optimism on one of the most complex—and human—challenges in the world of work today.You will want to hear this episode if you are interested in...[00:00] Intro.[03:34] Why skills are a societal issue, not just a corporate one.[13:31] Building a realistic ROI case for skills investments.[19:32] The "All Learning Counts" vision for skills recognition.[24:01] Why the next decade of skills innovation will be "messy."[27:56] The cultural blockades preventing a skills-first hiring revolution.[36:11] The evolving role and responsibility of the employer.[42:25] A real-world example of a company getting it right.Resources & People MentionedUpSkill America at the Aspen InstituteJames By Percival EverettThe Brothers K by David James DuncanConnect with Haley GloverHaley Glover on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

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• Doing More With Less: Serena Gonsalves-Fersch on Lean Talent Teams and Big Impact

  Dr. Serena Gonsalves-Fersch, Global Head of Talent and Academy, shares her refreshingly candid perspective on the evolving role of Learning and Development (L&D) in today’s organizations.You’ll hear her challenge traditional approaches to employee learning, advocate for seamless integration between learning, talent, DEIB, and performance, and call out industry complacency.Serena also shares how her small but mighty team serves 14,000 employees across the globe by staying closely attuned to actual business needs and leveraging the power of data and AI—not just for content creation, but for true predictive insights.Listen in for a fascinating discussion that covers everything from the purpose of L&D, how technology is reshaping talent strategies, to the importance of connecting learning directly to organizational impact.  You will want to hear this episode if you are interested in...[00:00] Integrated learning & talent strategy.[09:10] Rethinking organizational learning approaches.[21:47] Defining HR's role in automation.[29:04] Streamlining your learning and development team.[31:23] Creating GCP learning journeys.[34:49] Diversity, equity, and inclusion (DEI) in workplace policy.[40:34] AI's Role in boosting efficiency and elevating humanity.[47:08] Organizations as continuous learners.Resources & People MentionedCurious Advantage by Paul Ashcroft, Simon Brown and Garrick JonesThe 70:20:10 InstituteLori Niles-Hofmann on LinkedInJay Wetterau on LinkedIn Nigel Paine Learning Technologies Awards Connect with Dr. Serena Gonsalves-FerschDr. Serena Gonsalves-Fersch, FLPI on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

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