Your AI Agents Are About to Get Better Job Descriptions Than Your Managers
Before an AI agent is allowed to act, McKinsey says it needs a named owner, clear limits, an escalation route and autonomy earned in stages. Most managers never get that much clarity. Drawing on McKinsey’s new guide to agentic AI, Gallup’s 2026 data on AI adoption and remote work, and new research on leadership character, Russell Harvey sets out what L&D must build now, and why remote teams will feel the shift first.
VUCA, VUCA Prime or BANI? Why Resilience Has to Come Before the Acronym
Is BANI replacing VUCA? It is the question L&D professionals keep asking, and it is the second question, not the first. VUCA, VUCA Prime and BANI describe the weather; none of them builds the boat. Drawing on Gallup's 2026 data, new meta-analyses on leadership and coaching, and fresh UK research, Russell Harvey makes the case for building and role-modelling resilience first, so the frameworks have something to stand on.
A Lesson Is Not a Lesson Until You Do Something Different
Organisations are systematically better at identifying lessons than implementing them — and research confirms that a lesson has not been learned until it is successfully embedded in changed behaviour. This blog explains why the gap between lesson identification and lesson implementation is structural rather than motivational, and what the specific practices are that actually close it.
Why Resilience Investment Only Compounds When You Do It at Every Level
A leader who has developed their resilience, working in a team with no team resilience, inside an organisation with no systemic support, is a partial system — this blog makes the compounding case for multi-level resilience investment and introduces the three diagnostics as the assessment architecture.
A Resilient Organisation Is a Learning Organisation — Here's the Evidence
Your KPIs are a lagging indicator of whether your organisation learned from last year and did something different — and this blog makes the structural, evidence-based case for why Resilient Organisations and Learning Organisations are the same thing, and how to build one deliberately.
Why Leadership Development Programmes Don't Change Behaviour — and What Does
Most organisations invest in their leaders. Most of that investment does not change how those leaders actually behave on a Monday morning — and this blog makes the evidence-based case for why, and what the three conditions are that actually produce sustained behaviour change.
The Upstream Question L&D Has Permission to Ask
Every underperforming KPI, disengaged team and stalled change initiative is downstream of a behaviour — and this article gives L&D professionals the commercial framework, the evidence and three practical takeaways to make that argument where it matters.
Why Your Team's Resilience Is the Real Performance Strategy
A team that only performs well in stable conditions is not a high-performing team — this blog explores what genuine team resilience looks like, how it is built through The Team Resilience Wheel, and why it is the most reliable predictor of sustained performance.
20 Reasons to Develop a Resilient Team
This blog makes the complete case for team resilience in narrative form — working through 20 reasons across five themes, from psychological safety and cohesion to adaptability and retention, and connecting each directly to the Team Resilience Wheel dimensions that build them.