Are your meetings falling flat? Do your brainstorming sessions feel chaotic and unproductive? Many organizations struggle with collaboration, often stuck between rigid, top-down presentations and unstructured, open discussions. “The Surprising Power of Liberating Structures: Simple Rules to Unleash a Culture of Innovation” by Henri Lipmanowicz and Keith McCandless offers a powerful alternative. This book is more than a one-time read; it’s a reference guide you’ll return to again and again to transform how your teams interact, innovate, and achieve results together.
This review will explore why this book is an essential resource for leaders, managers, and consultants. We will look at its overall message, break down how the content is structured, and highlight the key takeaways you can apply immediately. You’ll discover how these simple methods can foster a culture of inclusion, trust, and genuine engagement.
An Essential Toolkit for Modern Leaders
The Surprising Power of Liberating Structures” is more than just a book; it’s a manual for revolutionizing group dynamics. The authors provide a clear and compelling case for why conventional meeting formats often fail to tap into the collective intelligence of a group. More importantly, they offer a collection of 33 practical step-by-step methods—the Liberating Structures—to fix this.
The Surprising Power of Liberating Structures
This book is a valuable resource for every leader as it explains how to boost engagement and achieve better results in group settings. It provides clear, step-by-step instructions for 33 “Liberating Structures”—simple rules for interaction—and guides you on when to apply each one. The core idea is to foster deep inclusion and trust, empowering every voice in the room to unlock hidden solutions and ideas.
How the Book Is Structured
Lipmanowicz and McCandless have organized the book for maximum usability. It’s designed to be a resource you can return to again and again as you face different challenges.
The Case for a New Approach
The book begins by explaining the shortcomings of traditional methods. It contrasts the “too tight” control of presentations and managed discussions with the “too loose” nature of open brainstorming. These conventional approaches either stifle participation or lead to chaos, often allowing the loudest voices to dominate.
Introducing Liberating Structures
Next, the authors introduce the concept of Liberating Structures. These are “microstructures”—small, simple rules for interaction that can be used for any purpose, from strategy development to daily check-ins. The book explains who can use them (everyone!) and how they distribute control, ensuring all participants can shape the direction of the conversation.
A Field Guide to Transformation
The heart of the book is a detailed guide to each of the 33 Liberating Structures. Each one gets its own section, complete with a clear purpose, step-by-step instructions, and tips for effective facilitation. This format makes it easy to find the right tool for your specific need, whether you’re trying to generate ideas, make a decision, or build shared understanding.
Advanced Applications and Use Cases
Finally, the book explores how to combine Liberating Structures into “strings” for more complex challenges. It provides sample use cases and StoryBoards, showing how these simple tools can be sequenced to tackle sophisticated organizational problems. This section demonstrates the versatility and scalability of the approach.
Key Takeaways from the Book
The power of Liberating Structures is not just surprising; it’s infectious. When people experience meetings that are both structured and liberating, they feel energized and want to work this way more often. Here are some of the most important lessons from the book.
Why Conventional Methods Fail
Our typical ways of interacting in groups fall into two traps.
Too Tight: Formats like presentations, status reports, and managed discussions are overly controlling. They limit participation, give one person all the power, and make it impossible to get diverse input.
Too Loose: Open discussions and unstructured brainstorming can be just as ineffective. They often favor the “HIPPO” (Highest Paid Person’s Opinion), lack clear purpose, and can quickly become chaotic and disengaging.
What Liberating Structures Really Are
Liberating Structures are simple methods designed to improve performance by including and engaging everyone. The secret is to stop talking about changing and just do it. Start small and slowly scale through the methods. They work by subtly shifting control of the content to all participants, fostering collaboration in organizing, problem-solving, and decision-making.
When these structures become part of an organization’s daily life, ten key principles emerge:
Include and unleash everyone.
Practice deep respect for people and local solutions.
Build trust as you go.
Never start without a clear purpose.
Learn by failing forward.
Practice self-discovery within a group.
Amplify freedom and responsibility.
Emphasize possibilities: believe before you see.
Invite creative destruction to make space for innovation.
Engage in seriously playful curiosity.
How to Start Using Liberating Structures
perhaps with a small, trusted group, and experiment with one of the structures. The book encourages you to let people experience the difference rather than debating it endlessly.
The path to fluency is accessible to everyone. Senior leaders can invite their teams to try, but should never impose it. Managers and individual contributors can start small, weaving microstructures into their regular meetings. Consultants can introduce them to clients, building expertise and scaling up as they go.
Every Liberating Structure is built and implemented with these five elements:
An Invitation: A question or request that frames the purpose.
Space Arrangement: How the physical space and materials are set up.
Participation Distribution: How time and voice are distributed among participants.
Group Configuration: How people are grouped and re-grouped.
Sequence and Time: The steps involved and the time allocated for each.
Lipmanowicz and McCandless offer a comprehensive guide for each structure, including application instructions, recommended scenarios, and real-world examples from diverse organizations. By making subtle adjustments to these elements, you can profoundly alter the outcome of any interaction. For instance, the book provides a quick example of a professor who revolutionized his class simply by having his students sit in a circle instead of traditional rows.
Figure 2.0 – Summary of the elements of conventional methods vs. a Liberating Structure
Final Thoughts
“The Surprising Power of Liberating Structures” is a must-read for anyone who believes in the power of collaboration. It offers a clear, actionable, and inspiring path toward creating a culture of innovation, trust, and shared ownership. By providing simple rules to guide interaction, these structures make it easy to unleash the collective intelligence of any group. If you’re ready to move beyond unproductive meetings and unlock your team’s true potential, this book provides the tools you need to start today.
About the author
As an Agile Evangelist, Rochelle Tan has over 20+ years of experience in agile transformation with small to large organizations from various industries in North America and Asia: Oil and Gas, IT, Healthcare, Finance, Insurance, and Government.
CEOs don’t operate in silos. They architect productivity frameworks that leverage technology, organizational expertise, and sustainable structures to drive results. Yet many leaders find themselves trapped in “hustle culture”. Although it can deliver short-term results, it’s not a sustainable strategy. True leadership isn’t about running a perpetual sprint; it’s about building a machine that can run a marathon. It’s time to shift from frantic activity to strategic productivity that respect human capabilities while amplifying collective impact.
This guide explores the transition from traditional, exhausting productivity methods to modern, scalable strategies. We’ll examine why the old ways fail and how to build a company that grows through smart systems, not just sheer effort. By embracing strategic productivity, you can increase output, reduce burnout, and position your organization for long-term success.
The Flaws of Traditional Productivity
For decades, the accepted wisdom for getting more done was simple: do more. This approach, rooted in the industrial age, treats time and effort as the primary inputs for success. While dedication is crucial, relying solely on it leads to significant problems.
The Trap of Long Hours and Micromanagement
The traditional model often manifests in a culture where long hours are a badge of honor. Leaders might find themselves trapped in a cycle of micromanagement, believing that direct oversight of every task ensures quality. This hands-on approach might feel productive, but it creates bottlenecks. When every decision must pass through the CEO, the entire organization slows down.
This method also fosters reactive decision-making. Instead of working from a strategic plan, leaders spend their days putting out fires. Each new problem demands immediate attention, pulling focus away from high-impact activities like strategy, innovation, and culture-building. The result is a team that is always busy but not necessarily productive, and a CEO who is exhausted but not effective.
The Inevitable Burnout
The most significant consequence of hustle culture is burnout. When employees are consistently pushed to their limits, their engagement, creativity, and overall well-being suffer. High turnover becomes a risk, as talented individuals seek healthier work environments. This isn’t just a personnel issue; it’s a financial one. The cost of recruiting, hiring, and training new employees far outweighs the investment in creating a sustainable work culture.
For the CEO, this path leads to decision fatigue and a loss of strategic vision. When you spend all your energy on the day-to-day grind, you have nothing left for the big-picture thinking that only you can provide.
Embracing Modern, Scalable Productivity
Strategic productivity is about achieving more by working smarter, not just harder. It’s a shift from managing people to designing systems. Instead of being the engine, the CEO becomes the architect of the engine. This approach focuses on creating processes and leveraging tools that allow the team to operate efficiently and autonomously.
Measure What Matters
A core principle of a sustainable productivity strategy is measuring what truly matters. Organizational leaders must look beyond just revenue as the sole indicator of success. Focusing on a healthy mix of metrics—such as revenue growth, quality of output, speed of delivery, diversity of projects, and employee happiness—fosters a more balanced and resilient business. When teams understand that success is measured by impact, innovation, and well-being, not just numbers on a spreadsheet, they are empowered to pursue excellence and sustainable growth from all angles.
Prioritize and Delegate with Purpose
A common leadership failure is trying to do everything. Strategic productivity demands ruthless prioritization. Use frameworks like the Eisenhower Matrix to categorize tasks by urgency and importance. Focus your energy on what is important but not necessarily urgent—these are the strategic activities that drive long-term growth.
Effective decentralization is the other side of this coin. Once you’ve built reliable systems, you can confidently hand off responsibility. Delegation isn’t just about offloading work; it’s about empowering your team. You can even entrust the team with the responsibility of designing and implementing the systems. When you entrust employees with meaningful endeavors, you foster a sense of ownership and professional development. This frees you to concentrate on your most critical responsibilities: setting the vision, securing resources, and building key relationships.
Build Systems, Not Just Tasks
The core of scalable productivity is system design. A system is a repeatable process that produces a consistent result. Think about the onboarding process for a new client or the steps for launching a marketing campaign. By documenting and standardizing these workflows, you eliminate guesswork and ensure quality, regardless of who is performing the task.
Start by identifying recurring activities in your business. Work with your team to map out the most efficient way to complete them. This creates a playbook that empowers your team to act without constant supervision. For example, a documented sales process ensures every lead receives the same high-quality experience, turning a variable activity into a predictable system.
Leverage Technology and Automation
In today’s landscape, technology is a powerful ally in building scalable systems. Automation tools can handle repetitive, low-value tasks, freeing up human capital for more creative and strategic work.
Consider the areas of your business that are ripe for automation:
Marketing: Automate email sequences, social media posting, and lead nurturing.
Operations: Use artificial intelligence to streamline meeting notes and action item identification.
Finance: Implement tools for automated invoicing, expense tracking, and financial reporting.
Implementing these strategies requires more than just new tools; it demands a cultural shift. As the CEO, you set the tone. Your actions and values will determine whether the organization truly embraces a new way of working.
Lead by Example
If you want your team to stop glorifying long hours, you must be the first to do so. Leave the office at a reasonable time. Take your vacation days. Talk openly about the importance of rest and focus. When your team sees you prioritizing strategic work over busywork, they will follow your lead.
Encourage Empowerment and Innovation
Create an environment where employees feel safe to suggest better ways of doing things. Reward team members who find ways to streamline processes or automate tasks. This fosters a mindset of continuous improvement, where everyone is invested in making the organization more efficient.
Focus on Outcomes, Not Hours
Shift your measurement of success from hours worked to results achieved. Set clear goals and key performance indicators (KPIs) for your team, then give them the autonomy to figure out the best way to reach them. This outcome-oriented approach builds trust and encourages creative problem-solving. It demonstrates that you value their contribution, not just their presence.
Your Next Steps Toward Strategic Leadership
Moving from a hustle-driven mindset to a system-driven one is a journey, not an overnight switch. It requires patience, discipline, and a genuine commitment to building a sustainable and scalable organization.
Start small. Pick one recurring process in your business and work with your team to systematize it. Identify one repetitive task you can automate. Delegate one responsibility you’ve been holding onto for too long. Each small step builds momentum and demonstrates the power of this new approach.
By embracing strategic productivity, you do more than just improve your own effectiveness. You build a resilient, efficient, and empowered organization capable of thriving in any environment. You stop just leading a team that hustles and start designing a system that scales.
About the author
As an Agile Evangelist, Rochelle Tan has over 20+ years of experience in agile transformation with small to large organizations from various industries in North America and Asia: Oil and Gas, IT, Healthcare, Finance, Insurance, and Government.
Setting goals is easy, but achieving them efficiently? That’s a different game entirely. Measure What Matters by John Doerr provides a compelling reason of using OKRs (Objectives and Key Results) to improve focus and achieve goals. While initially rooted in the tech business environment of industry giants, like Google and Intel, Doerr makes a strong case for why this system is universally applicable to businesses of all sizes.
If you’re a business leader, entrepreneur, or manager looking to build alignment, prioritize effectively, and drive results, this book belongs on your reading list. Here’s why.
What is an OKR, and Why Does it Matter?
At its heart, an OKR is a goal-setting framework designed to drive alignment across entire organizations. OKRs consist of Objectives (what you want to achieve) and Key Results (how you measure progress toward your goal). It’s not just about hitting targets; the OKR system ensures that every action feeds into a company’s broader mission.
The beauty of OKRs is their adaptability. They’ve been embraced far beyond Silicon Valley, proving effective across industries and teams. Doerr’s book highlights how companies, big and small, can use these focused, measurable goals to replace outdated annual performance review systems and usher in a culture of continual improvement.
Underrated virtue? Unlike rigid goal-setting strategies, OKRs are dynamic, allowing teams to adapt and refine goals as circumstances evolve.
Annual Performance Management
Continuous Performance Management
Annual feedback
Continuous feedback
Tied to compensation
Decoupled from compensation
Directing/autocratic
Coaching/democratic
Outcome focused
Process focused
Weakness based
Strength based
Prone to bias
Fact driven
Why This Framework Is Effective
Improved Alignment and Fulfillment
How often do employees understand how their daily tasks contribute to the overarching goals of a business? Measure What Matters tackles this head-on by ensuring employees see how their work aligns with organizational objectives. Clarity and purpose lead not just to better results but also to greater job satisfaction.
Culture That Inspires Action, Not Compliance
A result-driven culture, with OKR’s, doesn’t feel like a rulebook dictating what you can or cannot do. It empowers people to focus on what they should do. It’s not about micromanaging but about inspiring teams to take initiative and do the next right thing.
Performance Rooted in Real-Time Feedback
Through CFRs (Conversations, Feedback, Rewards), Doerr advocates for continuous performance management. It’s a shift from static annual reviews toward real-time interactions that keep teams agile. Weekly or monthly touchpoints between team members and managers, quick feedback cycles, and employee pulse surveys fuel this engine while surfacing critical questions, like:
Is this goal still relevant and motivating?
Does it need adjustment?
Should we double down on aspects that worked or pivot altogether?
This approach strengthens employee engagement and operational efficiency.
Encourages Teams to Take Bold Risks
OKRs are designed to inspire ambition and encourage risk-taking. They’re not to be achieved 100% of the time. Instead, they should challenge teams to push their limits, fostering innovation and growth. However, it’s crucial to strike a balance. Setting goals that are too unrealistic can lead to frustration and disengagement. The true purpose of OKRs is to create a safe space for teams to stretch their capabilities and take risks without fear of failure. This approach only works if achieving OKRs is not directly tied to performance evaluations or compensation; otherwise, teams may resort to setting overly conservative goals, defeating the purpose entirely.
touchpoints between team members and managers, quick feedback cycles, and employee pulse surveys fuel this engine while surfacing critical questions, like:
Is this goal still relevant and motivating?
Does it need adjustment?
Should we double down on aspects that worked or pivot altogether?
This approach strengthens employee engagement and operational efficiency.
Questions
that support the OKR environment and establishing and maintaining a healthy workplace culture.
John Doerr credits the late Andy Grove, former CEO of Intel Corp, for introducing him to OKRs and demonstrating their impact in action. Doerr admired how OKRs foster collective accountability, encourage bold risk-taking, and drive measurable achievements—qualities deeply valued at Google.
Google’s Project Aristotle, an internal study analyzing 180 teams, found that standout performance was strongly linked to positive responses to these five key questions:
Structure and clarity: Are goals, roles, and execution plans on our team clear?
Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
Meaning of work: Are we working on something that is personally important for each of us?
Dependability: Can we count on each other to do high-quality work on time!
Impact of work Do we fundamentally believe that the work we’re doing matters?
Tips for Implementing OKRs Effectively
1. Universal Deployment
OKRs are not just for managers or specific teams. Success lies in universal adaptation across your organization. Everyone in the organization, from leadership to frontline employees, should understand the why behind this framework and see its positive impact. Leadership buy-in is critical. Doerr highlights the importance of management leading by example to show their teams that OKRs are more than a box-ticking exercise.
2. Use CFRs to Revolutionize Performance Management
Replace outdated annual review systems with CFRs. By offering real-time feedback and fostering ongoing conversations, businesses can continuously improve and innovate. Weekly or monthly employee check-ins supplemented with pulse surveys can unearth insights that shape strategy and execution.
3. Measure What Counts
Borrowing from Albert Einstein’s timeless wisdom, Doerr emphasizes that “not everything that can be counted counts, and not everything that counts can be counted.” Effective OKRs must drive the right behaviors, resulting in measurable achievements that align with the company’s larger goals. Key results shouldn’t just focus on activity but target impactful results.
4. Track and Adapt
A critical lesson from the book is that OKRs are not a “set and forget” system. Circumstances change. Goals evolve. Success involves tracking, reviewing, and revising objectives to ensure continuous relevance and motivation.
The Common Pitfalls and How to Avoid Them
Some organizations start implementing OKRs and fail because they approach them as a “check the box” exercise. This is where culture becomes key. Businesses must foster a culture where individuals own their OKRs and believe in their purpose. Tools and systems are invaluable assets but secondary to driving collective behavioral and cultural change.
Additionally, you may need to make tough decisions. Sometimes this shift involves letting go of individuals resistant to change, as Jim Collins famously said in Good to Great, “Get the right people on the bus.”
Key Example Highlights
Doerr’s case studies bring OKRs to life. By following real-world examples, like Google championing moonshot thinking with OKRs or smaller companies rethinking priorities, readers gain a relatable understanding of how they can apply the framework to their unique circumstances. While most examples highlight success stories, the mention of companies, like Zume, which struggled despite utilizing OKRs, adds a sense of realism and honesty to the narrative.
Final Thoughts
Measure What Matters is a must-read for leaders eager to create a high-performing, aligned, and agile organization. By combining clear objectives, measurable results, and a feedback-driven culture, OKRs redefine how teams work together.
John Doerr doesn’t just present OKRs as a theory; he offers a practical guide and real-life use cases for implementing them effectively, helping businesses break free from outdated management practices. If you’re ready to take the leap toward improved outcomes and engaged teams, this book is your roadmap.
Call to Action
Want to achieve measurable results and revolutionize your team’s performance? Start aligning your goals with purpose. Give OKRs a shot, and if you need expert guidance, we’d love to help you implement this game-changing system. Reach out today for more insights!
About the author
As an Agile Evangelist, Rochelle Tan has over 20+ years of experience in agile transformation with small to large organizations from various industries in North America and Asia: Oil and Gas, IT, Healthcare, Finance, Insurance, and Government.
You’ve spent weeks, months, maybe even years building a system, solution, or service you knew would be a game-changer. Then comes the shock: it flops.
Customers aren’t buying-in. Subscribers are leaving in droves. The feedback is full of complaints. And to top it off, your competition rolled out something better months ago.
The team is left scratching their heads, asking, “What went wrong? What did we miss?”
Unfortunately, this scenario is all too common. We pour time, money, and resources into creating something, only to overlook the most important factor: the people using it.
That’s where a human-centered approach comes in—and it’s made possible through design thinking.
Design thinking isn’t just a buzzword; it’s a must-have for businesses that want to create innovative, customer-focused solutions. With the right training, your team can develop strategies that truly connect with users and deliver products that leave a lasting impact. Ready to rethink how you create? Let’s get started.
Innovation is moving faster than ever, and businesses need to do more than just “build” solutions to keep up. The best companies stand out because they truly understand their customers and create products or services that connect on a deeper level. That’s where design thinking comes in—a simple, human-centered method that puts people first.
Design thinking helps businesses succeed by building real empathy for customers, encouraging teamwork, and sparking practical, creative ideas. But how can companies embrace this approach? It starts with the right training. Teaching teams how to think this way creates a mindset shift, helping businesses solve real customer problems, while delivering value again and again. Design thinking isn’t just a process—it’s the key to creating products and services that truly matter.
What is Design Thinking?
At its core, design thinking is a human-centered problem-solving methodology that helps teams tackle challenges creatively and collaboratively. This iterative process focuses on understanding user needs and connecting these insights with solutions that are desirable, viable, and feasible.
Figure 1.0 Double Diamond from www.designcouncil.org.uk
The five key principles of design thinking are:
Empathy: Understand the users’ emotions, challenges, and needs.
Define: Accurately articulate the problem that needs solving.
Ideation: Brainstorm a range of possible solutions.
Prototyping: Build early models of the solutions for validation.
Testing: Use feedback to iterate and refine the product or service.
Unlike traditional problem-solving methods, design thinking promotes divergent and convergent thinking, enabling teams to explore multiple possibilities before converging on the best solution. For example, in developing a new app, a team might first deeply study the challenges faced by users, brainstorm dozens of features, prototype several variations, test with real users, and ultimately launch a refined version. This approach creates products that are inherently customer-obsessed.
The Power of Human-Centered Design
Human-centered design, as the name suggests, puts people first. It’s not just about creating solutions but also ensuring these solutions improve people’s experiences and create measurable value.
How does it transform organizations?
Enhances Customer Experience: Businesses deliver solutions that truly resonate with users by ensuring the customer is at the heart of every decision.
Promotes Better Product Development: Teams test ideas against real-world scenarios, ensuring outcomes meet user expectations.
Encourages Collaboration: By involving stakeholders from diverse functions, organizations capitalize on different perspectives to ensure robust solutions.
Take the example of IDEO, a pioneer of human-centered design thinking. IDEO redesigned a hospital admission process by walking in the shoes of patients, uncovering pain points, such as long wait times. Their new solution optimized patient experiences seamlessly, while maintaining hospital efficiency.
Why Companies Need Design Thinking Training
Transitioning to a design thinking mindset isn’t a natural shift for most organizations. Many still operate on the “build-it-and-they-will-come” philosophy, which can lead to wasted resources and products that fail to meet user needs.
Here’s why design thinking training is essential for businesses looking to innovate sustainably:
Creates a common language: Training creates a unified language and approach to innovation, helping everyone collaborate effectively, align on goals, and focus on customer-centric solutions. This shared vocabulary improves communication and ensures consistency in tackling challenges across the organization.
Fosters a Customer-Obsessed Culture: Training helps teams internalize the importance of viewing every problem through the lens of customers, resulting in better-aligning business goals with customer needs.
Overcome Challenges of Mindset Shifts: Moving from strictly solution-oriented thinking to an iterative process requires guidance and practice. Training eases this transition.
Equips Teams with Actionable Skills: From conducting empathy-driven research to running effective ideation sessions, training introduces teams to hands-on techniques they can implement every day.
For businesses aiming to create innovative solutions and strengthen long-term competitiveness, investing in design thinking training is non-negotiable.
How to Implement Design Thinking Training in Your Organization
Introducing design thinking into your organization can seem daunting at first, but a structured approach can smooth the way for adoption. Here are five actionable steps to roll out an efficient training program:
Assess Your Needs Begin with your organization’s goals and challenges. Conduct an honest assessment by asking yourself these questions: Do you need to improve product innovation? Strengthen the customer experience? Develop a roadmap to identify which teams would benefit most from training.
Define the Right Training Structure Choose training formats that address your organization’s needs, such as: • Workshops for hands-on, immersive learning. • Online Courses for flexibility and scalability. • Custom Programs tailored to your organization, directly addressing unique challenges.
Conduct Pilot Programs Roll out a small-scale training program to identify pain points before wider implementation.
Integrate Training within Workflow Designate design thinking champions and ensure practices are incorporated into regular team processes, such as product road mapping and sprint planning.
Measure the Impact Use metrics to monitor training effectiveness, such as improved customer satisfaction scores, increased product success rates, or employee retention.
Best Practice: Tie training outcomes to measurable results to ensure strong leadership buy-in.
Common Pitfalls and How to Overcome Them
Implementing design thinking training can come with its fair share of obstacles. Here are some common challenges and strategies to address them:
Resistance to Change Employees may resist adopting the iterative design thinking process. To overcome this, start with smaller projects and celebrate quick wins. Share success stories to demonstrate the tangible benefits of the approach.
Misconceptions About Design Thinking Many believe design thinking is just for designers. Break this misconception by showcasing its application across various functions, from HR to product development.
Leadership Hesitation Securing leadership buy-in is critical. Anchor your discussions with data showing how successful design thinking improves outcomes and saves long-term resources.
Conclusion & Call to Action
The power of human-centered design lies in its ability to revolutionize businesses by aligning solutions with real customer needs, fostering innovation, and improving collaboration. Design thinking training doesn’t just teach a methodology; it ignites a mindset shift that empowers teams to work smarter and deliver greater value consistently.
If your organization is ready to take its products and services to new heights, now is the time to bring design thinking training into your teams.
As an Agile Evangelist, Rochelle Tan has over 20+ years of experience in agile transformation with small to large organizations from various industries in North America and Asia: Oil and Gas, IT, Healthcare, Finance, Insurance, and Government.
In this episode, we have Rajan Seriampalayam as they share how AI can drive innovation in highly regulated industries—staying compliant, creating value, and transforming businesses without breaking the rules.
What you’ll learn:
How to innovate with AI under strict regulations
Compliance strategies for AI implementation 3
Risk management frameworks
Cross-functional team building for AI adoption
At @InBiteSizelearning , we believe in the power of information. We want to help people, like you, learn everything from best practices to the latest changes in the industry so that you can build a high performing team.
To do that, we focus on providing solutions that you can Grab, Take, and Apply today.
