Diamond Schmitt's Scalable Learning Model for Architects and Designers

Most organizations adopt practices first and ask questions later. Follow the framework. Trust the process. Use the ceremony. But practices only work when they fit the dynamics involved. That is why Amplio uses adaptive practices. Adaptive practices are practices that adapt to the context at hand based on the dynamics at play. This matters because most failed practices are not actually wrong. They are misapplied. The same practice can create alignment in one environment and dysfunction in another. The difference is the dynamics involved. Organizations may share similar objectives while requiring different implementations because of differences in: - system dynamics - perceptual dynamics - learning dynamics System dynamics affect whether practices are likely to work effectively. Perceptual dynamics affect whether people are likely to embrace or resist them. Learning dynamics affect how quickly people can absorb, apply, and sustain them. When organizations ignore these dynamics: - standups become status meetings - retrospectives become complaint sessions - planning becomes estimation theater - experimentation becomes random trial-and-error The issue is rarely the practice itself. The issue is usually the absence of diagnosis and an understanding of the dynamics involved. This transforms practices from rigid prescriptions into adaptive practices guided by the dynamics at play. The goal is not practice compliance. The goal is improving outcomes by understanding the forces shaping them. see the first comment for a more detailed substack article on this and how you can attend free Dr. Is In Sessions using Success Engineering's ground breaking AI system to help you understand how to improve. #Amplio

Spent yesterday at the EYGCC Conclave, and one thing became very clear — AI is no longer something we can discuss as a “future trend.” It’s already changing how organizations think, work, and build. A few thoughts and takeaways that really stayed with me: 🔹 GCCs are evolving fast There was an interesting discussion around why organizations are investing so heavily in GCCs today. They’re no longer seen as just another office or support setup. Increasingly, they’re becoming core to innovation, transformation, and strategic decision-making. 🔹 AI needs more than automation One idea I found particularly powerful was around the “AI Driven Life Cycle (ADLC).” The point wasn’t just to add AI into existing ways of working, but to step back and rethink the entire process — giving engineers and teams the right AI toolkits and redesigning work from the ground up. 🔹 The message on AI was consistent: act now Not fear. Not overthinking. Not waiting for perfect clarity. Just start experimenting, learning, and adapting quickly. 🔹 “Vibe coding” was another fascinating topic The idea that someone without a traditional tech background can now build solutions, automate tasks, and become far more self-sufficient because of AI tools is genuinely changing the game. Technology is becoming more accessible than ever before. 🔹 One framework that really resonated with me was BCG’s 10-20-70 rule for transformation: * 10% Technology * 20% Data * 70% People and Culture A strong reminder that transformation is rarely a technology problem alone. The bigger challenge — and opportunity — lies in mindset, adoption, and culture. 🔹 And finally, a key takeaway: We should stop looking at AI only as a productivity tool. The much bigger opportunity is using it to reimagine processes, redesign experiences, and create entirely new business value. The more business outcomes we drive, the more accountability we take on — but that’s also where the real impact and value creation happen. Overall, a very insightful conclave with honest conversations around where AI, GCCs, and transformation are headed next. #AI #GCC #Transformation #Leadership #DigitalTransformation #FutureOfWork #Innovation #ArtificialIntelligence #BusinessTransformation #EYGCCConclave

One of the most underestimated risks in foundation models: homogenization. The Stanford CRFM report warns that as organizations adopt the same foundation models, their decision-making, communication styles, and problem-solving approaches converge. This creates systemic risk—when everyone uses the same model trained on the same data, we lose diversity of thought. For learning and organizational development, this is critical. When foundation models become the default tool for: • Training content generation • Talent assessment • Decision-making support • Communication coaching ...we risk creating organizations where everyone thinks, communicates, and decides in similar ways. That's dangerous. At Logosnet, we approach this differently. We use foundation models as a foundation—but customize them deeply to: ✓ Reflect your organization's unique culture and values ✓ Adapt to diverse roles, industries, and decision contexts ✓ Preserve human judgment and critical thinking ✓ Measure outcomes specific to your strategic goals Foundation models are powerful. But they should amplify your organization's intelligence, not replace it. The question: Is your AI making your organization smarter or more homogeneous? #FoundationModels #OrganizationalCulture #AIRisks #Homogenization #StrategicThinking #HumanCenteredAI

🔍 How can L&D teams prove real business impact while keeping pace with AI-driven transformation? At the 11th Corporate Learning & Development Summit on 21–22 May 2026 in Berlin, Samir Das from Meta explores how organizations can move beyond traditional learning metrics and build smarter, performance-driven learning strategies. With extensive experience leading global learning strategy, onboarding, and enablement, Samir will explore how AI and learning analytics can support more personalized development journeys, predict talent outcomes, and connect learning initiatives directly to measurable business results. He’ll also highlight practical frameworks that help organizations reduce time-to-competence, improve learner confidence, and position L&D as a stronger strategic partner to the business. ����A valuable session for leaders looking to make learning more measurable, adaptive, and business-focused. 🎟️ Join us in Berlin and be part of the conversation: https://lnkd.in/eTNUJCCB #CLDS2026 #CorporateLearning #CorporateDevelopment #LuxatiaSummits

Some conferences are loud. This one isn't! The Institute for Competitive Intelligence (ICI) Conference doesn't announce itself with flashy keynotes or packed auditoriums. The people in the room are experienced, the conversations go deep, and the influence on how you think tends to happen quietly — sometimes weeks after you've left. I know this from experience! A couple of years ago I put my hand up to join a closed online group working through a real AI challenge with a selected group of people, a real problem, no audience. How I use language models today, how I look at them, how I integrate them into my work — all of that shifted through that process. It stuck. It changed how I work. The conference in Butzbach that followed felt like a natural continuation. I remember walking from the station to the venue with a lot of questions and not many answers. It was quiet. Not many people. Then the room filled and something shifted. The most effective things are often the most subtle. This conference is one of them. If you work in competitive or market intelligence and you're looking for something that will genuinely stay with you — I'd encourage you to attend, connect with the people there, and let the conversations do their work. Thank you to Rainer Michaeli for building something he has carried close to his heart for so long. That kind of commitment shows - And thanks for his team Thorsten Bill, Nadja Wachsmann for building along ICI Conference, June 23–25, Frankfurt. Tagging my work group 2 years before..Ursula K. L. T., Vivien Arnolds, Rostant tane

Time is money. Investing into human experts shall bring direct ROI. I tested the blended learning on real life case studies from the Institute for Competitive Intelligence several times and I can confirm: the direct ROI is there. Why don't you try for your yourself and for your organization?

 Moving from Slides to Results: Why the ICI Conference 2026 is a Strategic Investment As the Deutsches Competitive Intelligence Forum, our mission is to connect professionals and champion the highest standards in strategic insight. This is why we carefully select our academic members. They must bring tangible, uncompromised value to our expert network. The Institute for Competitive Intelligence (ICI) is a prime example. Registration for the ICI Conference 2026 (June 23–25 in Frankfurt + Remote) is officially open, and it challenges the traditional concept of a corporate conference. For C-Level Decision Makers & Strategy Leaders: Sending your experts—whether in Competitive Intelligence, Data Science, Strategy, or Product Engineering—is not a routine training expense. It is a business investment. The ICI format ensures your team doesn’t return with theoretical slide decks. They return with a refined, ready-to-implement project, designed to solve a specific challenge in your organization. For the Experts & Middle Management: Facing data overload, accelerating AI integration, and rising stakeholder expectations? This event offers an advanced 3-phase modular learning journey. It combines self-paced remote intensives, hands-on half-day workshops, and international networking at Goethe-Universität Frankfurt a. Main’s historic Villa Cahn in Frankfurt. It is the perfect opportunity to build measurable capabilities and present your executive board with actionable strategic solutions.  How does ICI’s unique blended learning model guarantee a true organizational return on investment? Read our full analysis on the Deutsches Competitive Intelligence Forum website [Link in the first comment]. Secure your ticket or explore the modular learning options [Link in the second comment]. #CompetitiveIntelligence #MarketIntelligence #Strategy #DataScience #BlendedLearning #DCIF #ICI2026 #CorporateTraining

This is exactly the trap many organizations fall into when it comes to transformation and AI adoption. They buy the technology, launch the initiative, and then discover the operating system underneath cannot absorb the change. The problem is rarely the tool alone. It is unclear ownership, conflicting priorities, weak sequencing, overloaded teams, disconnected workflows, and leaders making decisions without seeing the downstream consequence. That is the hidden cost of adoption. Technology gets blamed for failures that were actually caused by poor decision visibility and weak execution math. Continuous scenario planning helps address this by letting leaders test how change will move through the real organization: capacity, dependencies, timing, governance, adoption friction, and operational trade-offs. Otherwise, companies keep mistaking implementation for transformation. This is exactly the conversation we are having in the PMI webinar: how constraints help leaders turn transformation from aspiration into executable decisions that hold under pressure. https://lnkd.in/euZYPy77 Enrique J CervantesCarlos MartínezJose Antonio Yuriar

Mind the Gap. Two days at #LearningTechnologies26 London. Four gaps that stayed with me. None of them really about technology. 1. Delivery is what L&D controls. Capability is what the business needs. > L&D can’t sit in a corner building courses while the business runs. We need to be in the business, enabling performance. Tracie Cantu, MHRM, CPTD said it clearly: Enablement is larger than training. 2. From pushing content to understanding reality. > Thanks JD Dillon for putting the frontline back on the agenda. We easily assume workers resist change and push content at them. Observe their reality. Involve them in the design. If the system is broken, fix the system. Not another SOP nobody reads. 3. From steering blind to making work visible. > Sandie Jotrina Dela Cruz explained that operational friction is a hidden bottleneck. Track your workload. Track your output. No executive sponsor, no project. 4. From knowing your craft to thinking like a strategist. > Deep expertise and knowing your tools to stay relevant? That’s not enough in the current reality of working in L&D. David Kelly made the case for strategic curiosity, business acumen, systems thinking, and learning agility as durable career assets worth building. Although the conference was about technology, my key takeaways are that strategy and organizational clarity come first. Then you decide on your tech stack. For the latest on learning technology, follow Yannick Willems, we split up to cover more ground. As for AI… agents are predictable systems, you get what you trained them to do. Human beings are not vending machines (metaphor credits to Niluka Kavanagh). When you want something to change, design your intervention around human behaviour. Take the lens of a behavioural scientist. That’s where the work actually is. Let me schedule that strategic offsite now with the team, we have a lot to discuss!

And we’re off. Welcome to the world of ThinkOS - a new digital platform that we have launched at The Thinking Company. While companies are busy upgrading their technology operating systems, we’ve been busy designing one to #UpgradeHumanThinking. We are kicking off with every leader’s MUST HAVE - the globally acclaimed Six Thinking Hats. Follow The Thinking Company for the latest news and be sure to attend one of our webinars to find out more. #thinkdifferently #upgradeyourthinking #thinkOS #humanthinking #creativity #debonothinking Our first webinar is next week, where we will welcome Verity Price for a dive into Yellow Hat Thinking and The Brighter Side of Life. Get curious and join us on this journey.