Show Notes
Are your meetings actually working? Or has your calendar just become a system nobody knows how to switch off?
In this episode, David Green is joined by Rebecca Hinds, Stanford-trained organisational researcher, Head of the Work AI Institute at Glean, and author of Your Best Meeting Ever: 7 Principles for Designing Meetings That Get Things Done.
In this conversation, David and Rebecca discuss:
Why organisations should treat meetings as a product, and what that actually means in practice The concept of meeting debt, and why calendars accumulate bloat in the same way codebases accumulate technical debt What a 48-hour calendar cleanse involves, and what typically happens when organisations rebuild their calendars from scratch The patterns that show up most consistently when mapping how work actually moves between teams How AI is being used to improve meetings, and the ways it can make dysfunctional meeting culture worse What the conversation looks like in the room when CHROs start rethinking collaboration for the AI era
This episode is sponsored by TechWolf.
The world of work is being rewritten faster than HR systems can keep up. Skills age in months. Roles get redesigned quarter by quarter. CHROs have quietly become AI transformation leads, and the data they need to lead it doesn't exist in any HR system.
That's why the world's most forward-looking enterprises such as HSBC, AMD, T-Mobile, GSK, ServiceNow, Pfizer, have built on TechWolf.
As the data layer for the AI era of work, TechWolf gives enterprises the skills, they need to move faster and lead with confidence. Skills Intelligence, Work Intelligence, and Market Intelligence, in one layer. Visit techwolf.ai.
Resources: Your Best Meeting Ever: 7 Principles for Designing Meetings That Get Things Done Hosted on Acast. See acast.com/privacy for more information.
More from Digital HR Leaders with David Green
As AI makes knowledge more widely available, are organisations paying enough attention to the relationships that help people put it to work?
What changes when the people function is designed not as a collection of separate HR processes, but as part of the operating system of the company?
Your organisation has committed to an AI strategy. But what does that commitment mean for the people who have to work differently because of it?
What if the thing slowing down AI in HR isn't the technology at all, but the way the function is set up to deliver it?
As AI reshapes work, the people function has an opportunity to play a much bigger role in how organisations navigate the transformation. At Snowflake, that starts with trusted data, strong people analytics and a clear view of what technology should automate, where it should augment human capability, and what should remain human.