Vince Chan
speaker
6,989 appearances
347 recordings
1 series
first heard Nov 2024
last heard Jun 2025
Vince Chan’s voice in public audio — every appearance, attributed to the second.
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Appearances
You've worked with so many different companies, small, medium, and big. Without naming names, can you share an example? Let's say a business comes to you and says, hey, Lisa, I want to work with you. What does that process look like? I'm curious, what kind of things do you typically help them get rid of? Can you walk us through an example?
Simplicity matters, not just for organizations and teams to work more efficiently. Simplicity matters, not just for organizations and teams to work more efficiently and productively, but also for us as individuals. When we first met, you mentioned that this concept applies to everyone, and I completely agree.
Especially in today's world, social media, endless noise, misinformation is super overwhelming. And with mental health being a major issue, simplifying our lives feels more important than ever. So how can we do that? How can we personally practice simplicity in a way that helps us stay focused, clear-headed, and mentally strong?
That's it for today. We've unpacked Lisa's journey from an agency to futurism and why most companies make change way harder than it needs to be. But there's more. Next time, we are diving into the real problem holding back innovation. Complexity. Lisa shares how she's helped companies like Google and Pfizer keep pointless rules, simplify work, and free up time for what actually matters.
If you've ever felt buried under unnecessary tasks, you won't want to miss part two. Thank you so much for joining us today. If you like what you heard, don't forget, subscribe to our show, leave us top-rated reviews, check out our website, and follow me on social media. I'm Vince Chen, your ambitious human host. Until next time, take care.
Hi, everyone. Welcome to our show, Chief Change Officer. I'm Vince Chen, your ambitious human host. Our show is a modernist humility for change progressives in organizational and human transformation from around the world. A few days ago, we published a three-part series with George Dream, the co-author of the book, Employment is Dead. But we are not done yet.
We are doubling down on this conversation. Today, I've invited his co-author, Deborah Perry Pichoni. an entrepreneur, Silicon Valley insider, and best-selling author of the book Secrets of Silicon Valley. Before diving into the world of startups, Debra spent 18 years in Washington, D.C., working in the White House, on Capitol Hill, and as a political commentator for MSNBC, Fox News, and CNN.
But everything changed when she moved to Silicon Valley. Instead of politics, power, and division, she discovered a culture built on collaboration, innovation, and risk-taking. That shift led her to build six companies, write multiple best-selling books, and now co-found the Work3 Institute, helping businesses navigate the future of work. We're featuring Debra in a two-part series.
In part one, we explore her incredible journey from shaping policy in Washington, D.C. to securing venture capital through a chance encounter at a Starbucks. She shares how risk-taking, adaptability, and breaking the old rules shaped her success. Then in part two, we tackle the future of employment. Why degrees aren't what they used to be? How AI and Web3 are reshaping jobs?
And what companies must do before it's too late? And of course, we'll answer the big question. Is employment really dead? Get ready for bold, eye-opening conversation. Let's jump in. I had the privilege of reading through the book before it was published. Now, I'll be honest, I skimmed through a lot of it. Certain chapters really stood out to me, especially the one on credentials.
Before starting my podcast, especially before COVID, I was deeply involved in the learning and education technology space. I was speaking at conferences around the world on the future of work, including South by Southwest. So when you covered credentials, education, and training, that chapter really caught my attention.
Now, looking at one of the quotes from that chapter, he wrote, getting more employers to rethink their degree requirements will take hard work. Employees have grown up in a system where the four-year degree is the proxy, and that's a perception that is risky to do things differently. I completely agree. But the big question is how do we actually change that mindset?
What's your take on making this shit happen?
If I'm hearing you correctly, and I say this aligns with my own perspective as well, some jobs still operate within a value system where having a degree is essential. Take, for example, a two-year MBA. When I was on a call with Josh, I told him, you and I are both beneficiaries of a formal brand name degree.
I went to Harvard Business School, I went to Yale School of Management, and I even earned two MBAs myself. Now, I'm 51, turning 52 soon, which means I grew up in the 70s in a world where the playbook was clear. Study hard, get a degree, work hard in a corporation, climb the ladder. That's success. That was the mainstream and proven belief at the time.
And there was nothing inherently wrong with it because it worked in that era. But with the internet and new technologies, the world has changed. We're now exposed to so many more possibilities with different ways to achieve the same goal. if you want to earn a million dollars a year. There are multiple legitimate legal ways to do it.
In the past, one clear path was joining Goldman Sachs, earning a solid salary plus bonuses. And if it was a good year, you would hit that million dollar mark or even more. And that's still a path that works for some people today. But does that mean going to Goldman Sachs is outdated or not trendy anymore? Not at all. It's still the perfect fit for certain individuals.
The same goes for Google, any other top-tier company. It all comes down to finding the best fit for your needs, skills, interests, and strengths. I believe if technology can be open-source, then career development can be open-minded in the same way. In the end, technology is the enabler. It doesn't dictate how we succeed, but it empowers us to choose our own version of success.
So far, we've talked a lot about what we as individuals can do, how we navigate our careers and lives in this new era. But for employers, it's a whole different challenge. In your book, you lay out a full transformation map. And when I saw it, I thought, wow, that's a lot a company can do.
Let's say I'm the CEO of a sizeable company, and you and Josh come to me and say, Vince, there's so many opportunities to rethink and transform your organization. My first reaction would be, great, but where do I start? What would you advise me to tackle first? What's the one thing I absolutely must focus on before everything else?
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