Lan Tran

Great conversation with Tim Richmond and HR Policy Association (HRPA) members this week! I appreciated the opportunity to share some thoughts on what it means to build a people-led, tech-powered culture at Walmart. My hope is our discussion reinforced just how important it is to keep people at the center, while embracing AI. When we use technology to empower associates, invest in upskilling and focus on creating meaningful opportunities, we can build workplaces that are ready for the future. Thanks to everyone who joined for the thoughtful discussion. I'm always inspired by the commitment to making a positive impact for our teams. #TeamWalmart #PeopleLedTechPowered

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🔍 As L&D professionals, we must walk the talk: continuous learning is not just for others!   These past few days, my team and I took time to sharpen our performance consulting skills with the support of Kevin M. Yates. A great reminder that: ✅ L&D is not about what the business wants, but what it needs ✅ Asking the right questions is powerful to gather real performance insights – investigate deeply ✅ Training is a tool, not the goal… the goal is high performance and it takes a village! ✅ Define impact first, then design for performance ✅ Choose indicators that matter to the business and speak their language   A big thank you to Kevin for the workshop, Johnathan B. for your help in finding this approach, and my team for your engagement and appetite to continuously grow (some of them in this picture!). I can’t wait to see us getting better at performance consulting as we apply these principles even better!   #LearningAndDevelopment #PerformanceConsulting #ImpactDrivenL&D #ContinuousImprovement #LifelongLearning

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What skills do my people—and my business—need to thrive in the AI economy? Our new report shows that the organizations best positioned to answer that question share one approach: talent velocity. Talent velocity means charting a new path built on real-time skills data and acting with the confidence that comes from skills clarity. Leaders who embrace talent velocity are finding untapped capabilities, tuning into employees’ ambitions, and guiding people to career progress aligned with business growth. I hope you’ll explore the report and find your talent velocity advantage. https://lnkd.in/eaE_VkiS #TalentVelocity

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"Leave that imposter syndrome at the door!" is the advice that Renu C., Quality Assurance Director on the Peloton Interactive Engineering team and a colleague of mine provides for women aspiring to leadership roles in tech. #WomenInLeadership #WomenInTech In this article, Peloton Interactive is spotlighting Renu, as she shares her inspiring career journey, valuable experiences, and insights into the projects that ignite her passion. She is clearly an engineer at heart -- like she says, when some technical help is needed at home, she is the person the family goes to. I have been first hand witness to this. 😀 [sorry, Renu's husband - got to call it as it is!] With her 2-year "Pelo-versary" coming up in June, Renu asserts that Peloton’s position as a leader in the fitness industry wouldn’t be possible without reliable, high-quality software -- high quality being an aspect that Renu's team dedicates itself to -- "ensuring every release is as seamless and bug-free as possible." On a personal note, I have seen how Renu works hard for the greater good of the world at large by supporting and advancing the causes of multiple not-for-profit organizations. She has learned the hard way that success isn't about ticking every box — it's about resilience, growth, and embracing the journey.  No surprise given the types of women leaders she learns from and looks up to -- for example, Maya Angelou whom she quotes in this interview -- " 'We may encounter many defeats, but we must not be defeated." While Peloton Interactive is clearly about wellness and fitness of humans -- diversity of thought is about wellness and fitness of the business of the enterprise -- and leaders like Renu are a beacon of light for the generations to follow. 🙏 https://lnkd.in/gkaBggd2 Whynde Kuehn :: Shuchi Sharma :: Katrina Warr

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This week, I had the privilege of joining the Fortune Most Powerful Women Summit for a panel discussion on “Leading in the Age of Human–Agent Collaboration,” moderated by Kristin Stoller with Aashna Kircher, Anahita Tafvizi, and Bijal Shah. Our conversation explored what it takes to make human-AI collaboration work in practice—from workforce preparation and leadership evolution to implementation and measurement. To lead effectively in this new era, here are a few guiding imperatives I believe every leader should embrace: 🔹 AI will reshape how teams operate. At Microsoft, we’re rethinking roles and workflows—like in our sales organization, where AI helps sellers spend less time on paperwork and more time with customers. The result: measurable performance gains and more meaningful work. 🔹 AI success looks different for every team. Some optimize for revenue, others for capacity or speed. What matters most is clarity on the outcomes that drive value—and letting business leaders define those priorities. 🔹 Judgment is every employee's superpower. As AI becomes more deeply embedded in how we work, employees at all levels who demonstrate sound judgment—balancing human insight with machine intelligence—will be best positioned to thrive. 🔹 Lead through experimentation. The managers who excel in this new era will act as Chief Experimentation Officers—creating space for teams to test, learn, and continuously improve how work happens. The most exciting part? We're just beginning to unlock what's possible when humans and AI work together. Read more insights from our panel discussion here: https://lnkd.in/eDDwcY9c?

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When I am going through the day to day of my job, it's sometimes easy to focus on what has to get done and I have to remind myself that the most important thing I can do each day is remember what my role is as a leader...and that the best leaders don't run from problems...they run toward them. I've noticed a pattern in some organizations: leaders operate as if their job is to hire smart people and then never hear about problems again. They've built an invisible force field around themselves, and their team has learned the hard way that bringing up challenges is unwelcome. The result? A culture where everything looks perfect on the surface while issues fester underneath. Real leadership isn't about taking credit when things go well and disappearing when they don't. It's not about creating an environment where people are afraid to tell you the truth because it might be messy or uncomfortable. I'm fortunate to see the opposite every day at ServiceNow. Our leadership—from my own leader to our executive team—leans in. They see complex problems as invitations to coach, guide, and partner with their teams. They ask better questions. They help untangle the knots. They've created the psychological safety that makes people want to bring them the hard stuff early, when it's still manageable. Because here's the thing—problems don't go away because leaders don't want to hear about them. They just go underground until they become crises. Great leadership means being the person your team can turn to when things get complicated, not the person they hide things from until it's too late. Reminder to myself as I recharge for all that has to be faced in 2026 and I remain so grateful to work for a company and leaders who demonstrate what this really looks like in action.

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“In this article, we describe actions CEOs can take to develop an optimal operating model “fingerprint”—defined as the unique combination of design choices CEOs make across all 12 elements—that can deliver their strategy and create value. Our research shows that the operating model is one of the most significant enablers of performance within a CEO’s direct control. Before embarking on this journey, however, chief executives should identify the root causes of their strategy-to-performance gap, consider how broadly to redesign their operating model, and chart a course to lead the deep change required.” #strategy #7Smodel #management #leadership #ceo #organisations

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