Timothy Henry
speaker
7,143 appearances
51 recordings
1 series
first heard Sep 2024
last heard 14 Jul
Timothy Henry’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 21 in all, peaking in Jun 2026 with 3.
Appearances
And at the same time, like, oh, we're these companies that have built a competitive advantage, have built a pretty successful business by doing our knitting on better than our competitors.
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How, when you look forward, the first thing that I think is important for a conscious enterprise of the future is that strategic question.
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How are we going to deal with a time of amazing disruption?
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When, you know, we're the sitting company and we have this threat coming in from the side.
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How do you think about that?
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That's a really important build on this because I would put forward, as we do with our idea of the conscious enterprise of the future, that the organizations that are most likely to win are those that are most people-focused in a somewhat maybe counterintuitive way.
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Because
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don't create a culture...
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that has high degrees of trust high degrees of engagement high degrees of psychological safety you're not going to get innovation and agility and people pivoting exactly so when you put it in that mindset i mean you start to talk in those terms what do you think is critical for a leader to be thinking about in terms of how they develop a culture that's going to be able to navigate through this disruption and uncertainty
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So Valerie, as you say that, what do you think is different about how the future enterprise will look given that AI is coming in?
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Because some of that sounds to me like, yes, that's what a really good people-focused organization ought to be doing.
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But now let's add in the AI part, and let's add in the part that is disruptive.
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Even for Tesla, without going into a lot of detail, they're now saying we're pivoting to AI and robotics, and we're going to pivot over there.
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Cars are still important, but we're not innovating fast enough.
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The Chinese are beating us, let's go over here.
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Holding Kessel aside, how does the future conscious enterprise prepare for this kind of disruption, given that you can't be changing your people systems every day?
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I love that.
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It's funny.
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I was thinking the other day that six months, 12 months ago, we were talking about the future of the prompt engineer.
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And now we're saying, oh, we don't need prompt engineers.
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