Eddie Dunn

Looks like the TMF might get a new lease on life—this time by tapping leftover agency funds. If it plays out, it could mean faster moves on IT modernization without waiting for congressional cycles. That's good news. The question now is how predictable and sustainable this approach really is. Either way, it's worth watching closely. #GovCon #TMF #FederalIT

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Johnny C. Taylor, Jr., SHRM-SCP, CEO of SHRM, recently said: “The CEO is the chief culture officer.” It’s a powerful framing—and one that has rightly resonated across the HR community. But here’s the operational reality: culture doesn’t live in speeches, town halls, or CEO modeling alone. It lives in the systems that reinforce behavior when no one’s watching. (https://lnkd.in/ePE6xvfu) The CEO sets the tone. But tone without infrastructure becomes noise. If culture is truly a priority, it must be treated like any other business-critical function—with architecture, enforcement, and non-negotiable standards. That’s where HR steps in—not as a support function, but as the execution arm of enterprise culture. SHRM and Taylor are right to elevate the CEO’s cultural role. But the real work starts where inspiration stops. That’s the gap the HR Power Model™ was built to close—turning cultural vision into enforceable systems that scale. If you’re ready to move from influence to infrastructure, this is where we begin. We would apreciate your thoughts. Jim

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The LINC VA Act: A Federal Health Integration Opportunity Congress has introduced S. 3303, the Leveraging Integrated Networks in Communities for Veterans (LINC VA) Act. The legislation directs the Department of Veterans Affairs to establish a national capability connecting VA healthcare facilities with community-based service organizations while capturing structured social determinants of health (SDOH) data for veterans. The bill creates a framework for integrating healthcare delivery with community support services across the VA system. Three major capabilities drive the technical implementation. First, VA must establish a community integration platform that enables coordination between VA facilities and organizations providing housing support, food assistance, transportation services, and behavioral health resources. The platform will require referral management workflows, communication infrastructure, and connectivity with external community service networks. Second, the legislation mandates enterprise-scale SDOH data collection. Standardized screening instruments must be deployed at VA points of care, with structured data captured within clinical workflows. Implementation will require alignment with federal interoperability standards including HL7 FHIR and the Gravity Project SDOH Clinical Care Implementation Guide, along with terminology mapping to LOINC and SNOMED CT. Third, the bill requires the Government Accountability Office to evaluate the program’s impact on veteran access to healthcare and social services. This requirement introduces a built-in analytics layer supporting program measurement and reporting across all Veterans Integrated Service Networks (VISNs). Although the legislation establishes a pilot framework, its scope is national. VA operates across 18 VISNs, requiring enterprise architecture, interoperability infrastructure, and scalable data integration. From a federal health technology perspective, the LINC VA Act establishes a large-scale community care interoperability initiative connecting the VA clinical ecosystem with community resource networks. The program will also need alignment with VA modernization initiatives, including the Oracle Cerner Electronic Health Record Modernization platform and the VA Corporate Data Warehouse for longitudinal analytics. In practice, the legislation translates into a multi-year health IT effort encompassing interoperability architecture, SDOH data infrastructure, community service integration, care coordination workflows, and analytics supporting congressional oversight. A national implementation of SDOH interoperability within the VA system would establish one of the first operational federal models for integrating healthcare delivery with community-based social service networks. #FederalHealthIT #HealthcareInteroperability #SDOH #VeteransHealth #FHIR #HealthPolicy #HealthIT

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https://lnkd.in/ewmdyS78 How are labor shortages and an aging workforce affecting #manufacturing and related industries? Published in #TrainingIndustry, discover how to build a knowledge transfer program, enhance your program's effectiveness, and ways to measure its impact. 🛠️ https://t.co/uwNayq9Eyb

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Stop guessing who can lead your next big initiative. Discover how structured certification and internal accreditation programs create a transparent talent marketplace—spotlighting true experts, amplifying credibility, and fueling sustainable competitive advantage. Soteria Alliance Business Consultancy #CertificationMatters #TalentExcellence #PMCChampions #CultureOfMastery #CompetitiveEdge

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Interesting early data on career pathways in the Hechinger Report. As education and the workforce shift to account for new technologies, and as career path changes accelerate, this report raises provocative questions concerning how we support learners and the value of credentialing. Happy reading! #education #credentials #careerpathways #learners #learnerworkers #instituteforcredentialingexcellence

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Manager programs are one of those areas where intent is rarely the issue, execution usually is. I spent some time listening to Nicole Roberts, SHRM-CP, SHRL, CMHR from 3Sixty Insights join Karina Young on 15Five HR Superstars, and it reinforces a point I see often in conversations with HR and business leaders. We invest in manager enablement, but we do not always design it in a way that holds up in the real world. The gap tends to show up in consistency and accountability. Programs are introduced with strong energy, but without clear alignment to business outcomes and without ongoing reinforcement, they struggle to stick. https://lnkd.in/e_x_KgZY 3Sixty Insights' Podcast Network

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Leadership in a grant-funded partnership should be assigned to the organization best positioned to carry out the project's core objectives. This isn’t always the organization with the biggest name. It’s often the one with the clearest alignment to the grant’s goals, the strongest track record, and the infrastructure to manage funding, reporting, and compliance. A good lead partner should also have the trust of other collaborators and the ability to coordinate efforts across teams, timelines, and outcomes.

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#Iterate activates group intelligence. Here's how, from my recent appearance on The Leadership Puzzle with Jeff Lupinacci. More at www.IterateNow.com

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Great to join Courtney Stiles of REDCOM Laboratories, Inc. (which provides secure, interoperable comms for some *very* very important clients) and Arun Seraphin, Executive Director of National Defense Industrial Association - (NDIA)'s ETI | Emerging Technologies Institute for a conversation on "Rethinking Command and Control Capabilities through JADC2" In this conversation together we explore the #difference between a top-down vs. #bottoms-#up approach, as well as the #strengths and challenges of a single vendor approach vs. a #heterogeneous approach. Attached is a succinct (less than 3 minutes) #video clip where initially I give the #strategic view and Courtney gives a **great** #tactical view as to why we might prefer, even with the messiness that comes with it, a bottom-up, multi-vendor approach if we're to ensure that: (1) systems associated with any "CJADC2"-like approach are able to stand-up to adverse actions both intentional and natural, and have #resilience in the face of attempts to bring the networks down (2) the tech stake remains up-to-date, innovative, and #relevant to what those operating at the edge actually need and require for their missions (3) we stay ahead of new #challenges, including novel risks where the networks are compromised at hardware or software levels or redirected and other risks to vital operations ... Arun asks us some great questions during this #discussion, I'll include a link to the full video together in the comments. ... I'll also include a link in the comments to an earlier video with Arun, Jeff Wright of SplashOne Robotics Inc., and myself where we talk about the need for warfighter portable drones as well. It ties well to this conversation of why #decentralized, #distributed approaches to achieving what some call CJADC2 have a strength in their resilience vs. more top-down ones. #OnwardsAndUpwards #Together Teresa Carlson Maryam Mujica, Ellen McCarthy, Sue Gordon, Vala Afshar, R "Ray" Wang, Vala Afshar, Barry O'Sullivan, Bob G., 🌎David T. Ackerman, Esq., Dana W. Hudson, Jacqueline Acker, Tyrome Smith, Julia Mossbridge, PhD, Frazier, Evan Powell, Chuck Brooks, Karen Silverman, John Radovan, Kathleen Kennedy, Perry Hewitt, Dr. Janice Presser, Jana Eggers, Radia Funna, Mika Cross, G. Nagesh R., Lewis Shepherd, Francisco Molinero, Usman Choudhary, Valmiki Mukherjee, Daniel Haney, Whitney Johnson, V.S. Subrahmanian #people #society #leadership

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It’s what creates culture — good or bad. Every organization ends up with exactly what it tolerates. If excuses are tolerated, excuses multiply. If low standards are tolerated, low standards become normal. If accountability is tolerated, accountability becomes culture. High-performance environments aren’t built by slogans. They’re built by consistent expectations, honest feedback, and follow-through. This is the foundation of our Workforce Development approach: Mindset first. Standards always. Skills on top. Because how you do anything… is how you do everything.

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This question gets to the heart of effective leadership. Reports and dashboards matter, but they don’t always show how work truly gets done. Honest assessments surface real behaviors, hidden risks, and practical insight leaders can act on. That clarity is what enables safer, more efficient operations. #SafeAndEfficient #Assessments #Process #Behavior

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Most people don’t get into Human Resources because they love policies. They get into it because they care about people. But somewhere along the way, the pressure for efficiency, speed, and results can start to push that humanity to the margins. That’s exactly what I’ll be talking about at the Philly SHRM Symposium in my breakout session: “Keeping Humanity at the CORE of Leadership.” This session is about bringing it back in practical ways that help leaders build trust, inspire action, and still drive performance. Grateful to the Philly SHRM community for the opportunity and looking forward to connecting with so many fellow HR professionals. Hope to see you there. CORE COACHlNG & CONSULTING

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I’m pleased to share NACD (National Association of Corporate Directors)’s 2025–2026 Director Compensation Report, developed with Pearl Meyer. Each year, this analysis provides an opportunity to step back and assess how compensation practices are keeping pace with the demands of modern directorship. This year, even as director responsibilities expand, compensation remains steady, with median pay increasing 3 percent year over year. The continued emphasis on simplicity and transparency reflects a commitment to long-term value, strong oversight, and alignment with shareholders. One trend that stood out is the ongoing shift in board composition. Median director tenure has declined to 6.1 years from 8.7 years in 2015. In my own board service, I’ve seen how thoughtful refreshment and skills alignment directly strengthens board effectiveness. NACD members can access the full report here: https://direc.to/fTTA

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