For years, leaders have preached the same message:

Move fast. Break things. Experiment. Learn. Innovate.

In many of our business acumen and leadership simulations, we actually reward aggressive experimentation, rapid decision-making, and calculated risk-taking because, quite frankly, organizations that don’t innovate eventually become irrelevant.

But a recent conversation with a senior finance leader completely reframed part of my thinking.

I was interviewing the CFO of a massive, multibillion-dollar business unit as part of a strategic leadership simulation we are building focused on innovation, finance, and enterprise decision-making. During the conversation, he made a statement that was simple, direct, and honestly pretty brilliant:

“If everyone in the organization is breaking things in the name of innovation, eventually you run out of money to fix them.”

That landed hard.

Because he wasn’t arguing against innovation. He was arguing for something much more sophisticated:

Lowering the cost of failure while still encouraging breakthrough thinking.

Read More >

At ATD 2026, the annual Association of Talent Development conference, we invited attendees to step into the role of the executive leadership team inside a live business simulation challenge. No slides. No passive learning. No theoretical case study.

Read More >

Next week, thousands of learning and talent development professionals will gather at the ATD 2026
International Conference & EXPO in Los Angeles, the premier event in the talent development space. And if I had to make one overarching prediction about this year’s conference, it’s simple: AI will dominate nearly every discussion.  In fact, my five predictions for ATD this year are:

1. AI
2. AI
3. AI
4. AI
5. AI

The real challenge at ATD may not be finding AI. It may be finding something that doesn’t mention AI. AI has rapidly become the centerpiece for learning, leadership development, coaching, simulations, content creation, role-play practice, performance support, workforce transformation, and more across our industry.

But what I think is most interesting is how much the conversation has evolved over the past year. The early wave of AI adoption focused heavily on efficiency: creating content faster, reducing manual work, accelerating development cycles, and automating repetitive tasks.

Now the conversation is becoming much bigger. Organizations are increasingly looking beyond AI as simply a productivity shortcut and starting to ask how AI can actually help develop people, improve performance, accelerate readiness, strengthen decision-making, and build capability at scale.

In other words, the conversation is shifting from: “How can AI help us work faster?” to:
“How can AI help people perform better?” That is a fundamentally different discussion. So beneath the obvious “everything is AI” narrative, here are the five themes I actually expect to see and hear across the conference.

Read More >

This blog wasn’t on our radar. But all of a sudden, over the last few weeks, as our clients, leaders of global businesses, started to move from, “Oh yeah, the thought of using AI is cool,” to “Oh damn, this is great, but it’s not what I thought,” we’ve been hearing urgent requests for business acumen and business leadership training on a very basic but very important new skill:

How do you coach your AI partner?

Not use it. Not prompt it. Not play with it.

Coach it.

Because that is the shift.

AI is not a search engine. It is not a magic vending machine where you type in a sentence, pull the lever, and out comes brilliance. It is also not some mysterious super-brain that automatically understands your company, your culture, your strategy, your customers, your politics, your priorities, or what your boss actually meant in the email that made everyone nervous.

Read More >

During COVID, virtual learning was not a choice. It was the only option to deliver the critical skills employees needed to do their jobs. And as quickly as everything went virtual, things shifted back to in-person because “people missed being around people.” At Advantexe, we are now seeing about 50 percent of our programs delivered face-to-face again.

But the environment is changing yet again! Rising travel costs, tighter budgets, and ongoing instability in parts of Europe and the Middle East are starting to introduce friction. It is not enough on its own to force a shift, but it is enough to make organizations rethink when and how they bring people together for training.

As we start to see more virtual delivery, the question becomes how to create the same level of engagement, alignment, and learning regardless of format. That is where many virtual programs struggled in the past. Too passive. Too easy to disengage and multitask. Too far removed from real work.

Read More >