Key Takeaways From The Charter Workplace Summit
Key Takeaways From The Charter Workplace Summit
Highlights from Conference Season
This fall, I’m back on the road. In addition to delivering training and leadership programs I’m attending and speaking at a number of conferences and events, such as the Charter Workplace Summit.
I’ve got a write-up below, but like many others, I am experimenting with NotebookLM, Google’s New Research Assistant.
If you’re interested in checking out NoteBookLM’s version summary you should check out the Audio Version here.
This week, I attended the Charter Workplace Summit for the second time. The event brought together diverse voices from across the talent and workplace ecosystem to discuss how leaders should craft a new playbook for the future of work.
Charter is a workplace media and advisory company that produces a newsletter focused on the future of work, along with premium advisory and research services for those unfamiliar. The summit was a day-long event filled with panel sessions and breakout discussions. Highlights for me included connecting with individuals across the talent and learning ecosystem, meeting people I had only engaged with online, and seeing several guests from The Edge of Work podcast either speaking or attending the event.
Although there were far too many great sessions to cover comprehensively, I wanted to share some key takeaways from the conversations that felt most relevant to the topics I’m passionate about: talent, workplace change, and business strategy.
1. Moving Beyond “Good Platitudes”
A recurring theme at the summit was the necessity of moving beyond “good platitudes”—vague statements that may sound inspiring but don’t drive real change. Over the past few years, we’ve heard phrases like “be human” or “experiment with AI.” While these sentiments are well-meaning, they often lack the practical guidance needed to create meaningful progress.
At this summit, however, there was a refreshing shift toward actionable insights. Instead of merely repeating “be human,” speakers began unpacking what that means in practical terms. For example, they explored which specific human skills organizations should prioritize, and how people are experimenting with AI in tangible ways. The conversations were far more focused on providing prescriptive advice and real-world examples of behaviors and actions that can help push the workplace forward.
2. Balancing Technology with Human Abilities
One standout session was an interview with Manuela Veloso, the head of AI Research at JP Morgan Chase. Her insights illuminated the interplay between human judgment and artificial intelligence in the workplace. Veloso shared her experience transitioning from academia to the corporate world, where she initially assumed many banking processes could be fully automated. Over time, however, she came to appreciate that human judgment remains indispensable, especially in complex, nuanced situations.
Veloso outlined a helpful framework to think about AI’s role in the workplace: perception, cognition, and action. While AI can support or automate tasks within these areas, humans bring creativity and the ability to learn from limited examples—traits that machines cannot yet replicate. As Veloso explained, a computer might win at tic-tac-toe every time, but a human will create a better presentation on strategies to win the game. This blend of AI’s strengths with human intuition is crucial for the future workplace.
3. Experimentation as a Driver of Value
Experimentation emerged as a critical theme at the summit, particularly regarding AI. Paul Griggs, CEO of PwC, highlighted the importance of fostering a culture of experimentation to deliver value—especially for a company like PwC, where their people are their product.
Griggs explained how PwC encourages its 75,000 knowledge workers to experiment with AI tools. By giving employees the freedom to test new technologies, the firm aims to discover solutions that can eventually be rolled out to clients, driving both innovation and revenue. This mindset shift—viewing experimentation as a value-driving activity rather than a distraction from short-term gains—is vital for long-term success.
Griggs also emphasized that while productivity gains from AI are essential, it’s equally important to reinvest those gains into further experimentation. This reinvestment can lead to breakthroughs that have a much more significant impact in the future.
An illustrative example came from Helen Lee Kupp and Nicole Sterling, co-founders of Women Defining AI, who shared how their community uses AI in real-world scenarios. One striking demonstration involved using Google’s NotebookLM to create podcasts based on LinkedIn profiles, showcasing the practical application of AI in ways that go beyond abstract theory.
4. Entering the Era of the Relationship Economy
Aneesh Raman, Chief Economic Opportunity Officer at LinkedIn, introduced a thought-provoking concept at the summit: the “relationship economy.” According to Raman, we are moving beyond the knowledge economy into an era where human interactions and social skills will define workplace value.
In this new paradigm, success will be measured by the depth and quality of relationships. Raman’s message was clear: human creativity, energy, and collaboration will be the key drivers of value in the relationship economy. His memorable lines—“Human ideas are the new code” and “Human energy is the new data center”—underscored the unique value people bring to the workplace, even as AI takes on more tasks.
5. Managers as the Linchpin of the Future Workplace
In hybrid work environments, managers are becoming increasingly critical in ensuring employees feel connected and engaged. Several speakers emphasized the need for organizations to provide managers with the right tools and training to navigate this new reality.
Brian Elliott, co-founder of Future Forum, highlighted the importance of supporting managers so they can effectively implement hybrid work strategies. At Diageo, Laura Watt noted that managers had to think holistically about how their decisions would impact not just their teams but also cross-functional partners and stakeholders.
Managers are the linchpin in building diverse and high-performing teams, but they need investment and resources to do their jobs well, a point stressed by Edith Cooper during her session.
Conclusion A New Leadership Playbook Anchored in Human Skills
In their closing remarks, conference co-chairs Edith Cooper and Katy George highlighted the importance of specific human skills in the future workplace: learning, curiosity, facilitation, creativity, collaboration, and experimentation. These skills, they argued, will be essential as we navigate the evolving world of work, especially in a landscape increasingly dominated by technology and AI.
By practicing these skills in our day-to-day work, we can help build a workplace that works for more people.
If you’re looking for some help for your learning and development, leadership development, I’d love to work with you: Here is how I might be able to assist:
Leadership & Learning Programs: Formal training and leadership development in your company, such as new manager or new leader training, or skill-based programs.
Consulting & Advisory Services - Do you have a leadership development or onboarding program that needs a refresh or audit? Let’s chat about how we can improve your program.
1:1 Executive Coaching - Are you looking for an executive coach for 1:1 leadership support? Let’s chat about how we can work together
Feel free to contact me directly for more details!
Have a great week!
Al