At Work with The Ready

AI pressure is landing squarely on Learning & Development teams. Execs want “future skills”…yesterday. The tension? How do you stop churning out more courses and start building real capabilities in the age of AI?

In this AUA mini episode, Rodney and Sam share the first moves they’d make if they were leading L&D right now. From getting hands-on with workflow automation tools to shifting from tool training toward systems thinking and experimentation, they outline how L&D can move from reactive skill provider to strategic capability builder.

Want to build skills like this to help your team succeed in 2026? Learn about our Capability Catalyst program: https://hubs.la/Q040ccYF0

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Mentioned references:

recent change skills episode: AWWTR Ep. 42

Relay

n8n

Ethan Mollick

Greg Shove: AWWTR Ep. 41

Scott Galloway

Chase Adams

EvolvingAI

Morning Brew

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Sound engineering and design by Taylor Marvin of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Coupe Studios⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.

Most org design conversations get forced through a narrow funnel: prove the ROI, justify the spend, make the numbers work. But if work is something most people can’t opt out of—and where we spend a huge chunk of our attention and waking lives—then “it pays off” feels like a painfully small standard.

This week, Rodney and Sam explore the ethical case for organizational design. They move beyond spreadsheets and profit metrics to ask bigger questions about leadership, power, transparency, compensation, and the human impact of broken systems. What do organizations owe the people who work inside them? Is better workplace design a moral responsibility — not just a financial strategy?

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Mentioned references:

r/antiwork


Mihaly Csikzentmihalyi and Flow

Target CEO comp package (note: New CEO’s comp package is roughly $16m, vs over $70m for the prior CEO in 2020)

triple bottom line

John Rawls and A Theory of Justice

00:00 Check-In: What’s your energy like right now?
04:04 Divorcing doing what’s “good work” from ROI

08:16 A “good” experience is the exception rather than the rule

10:06 Protecting yourself isn’t “selling out”

15:41 Spending our attention on worthy things

21:35 Leadership vs. worker power disparity is broken

27:31 Ethically designed companies never are publicly traded

31:07 Principles and values of ethical orgs

40:35 Joy at work shouldn’t be nickled and dimed

44:35 Idea 1: Don’t accept performative change initiatives

47:17 Idea 2: Audit your existing principles and values

48:35 Idea 3: Don’t let leadership gaslight you into conforming

50:33 Wrap up: Leave us a review and share the show with a friend

Sound engineering and design by Taylor Marvin of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Coupe Studios⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.

When the people at the center of power feel well-served by the current system, how do you create change? This week’s listener question gets at a frustrating reality: sometimes the OS is optimized for the very people you’d need to convince. The business is growing, shareholders are happy, and the executives at the top don’t feel the friction you’re experiencing. Add geography, hierarchy, and distance from decision-makers, and it can feel impossible to generate momentum from the edges.

In this mini AUA episode, Rodney and Sam get honest about what’s actually within your control, and when it’s worth accepting that you won’t move the center—and when it’s smarter to redirect your energy toward the surface area you can influence.

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Sound engineering and design by Taylor Marvin of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Coupe Studios⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.

Most organizations are built to do exactly what they do…and that’s the problem. When a core business starts to decay due to disruption, automation, or shifting customer demand, the instinct is to double down on efficiency, cost cutting, and short-term fixes. But that focus often crowds out the harder, riskier work of building what comes next. Nearly a decade ago, Dual Transformation offered a clear and compelling framework for this dilemma, yet nobody seems to be actually doing it.

In this episode, Rodney Evans and Sam Spurlin unpack why dual transformations are so rare, why it’s even harder than it sounds, and why it matters more than ever in an AI-shaped economy. They dig into the tensions between “business A” (the core) and “business B” (the future), the funding and operating system traps that kill new growth, and practical moves leaders and internal change agents can make to actually pull of two transformations at once instead of just talking about it.

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Mentioned references:

Type One vs Type Two fun

Enneagram 7: AWWTR Ep. 33 with Liz Orr

Ulysses (book)

Dual Transformation (book)

Clayton Christensen and disruptive innovation

taxi and uber disruption

Eisenhower matrix

"Squirrel"

Sam's manifesto

00:00 Intro + Check-In: What’s some type two fun you’ve had recently?

04:29 What is Dual Transformation and why now?

13:27 Sounds simple, yet deceptively hard

21:05 The 3 crisis points of a dual transformation

27:12 Recognizing when you’re in a dying business

30:57 Engineering a dual transformation from the inside out

37:24 Navigating the emotions of the dying business

39:14 Idea 1: Weekly feedback routines with customers

43:07 Idea 2: Import as little as possible from the old company

45:59 Idea 3: Write the manifesto for both businesses

47:29 Bonus Idea: Read Dual Transformation!

48:26 Wrap up

Sound engineering and design by Taylor Marvin of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Coupe Studios⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.

While many organizations claim they’re cutting red tape, the underlying drivers often look more like cost pressure, market correction, or AI anxiety dressed up as structural reform. In this mini episode, Rodney and Sam unpack the recent wave of layoffs framed as efforts to “reduce bureaucracy”—and why that explanation deserves some skepticism.

They explore when reducing org depth can be the right move, why boom-and-bust hiring cycles create hidden work, and what companies would actually do differently if bureaucracy reduction were the real goal.

Mentioned references:

layoffs at Amazon

layoffs in consulting

layoffs at UPS

"org debt"

Got a work question like this one you'd like us to answer? Email us at [email protected]

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Sound engineering and design by Taylor Marvin of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Coupe Studios⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.