Transforming Work with Sophie Wade Podcast Por Sophie Wade arte de portada

Transforming Work with Sophie Wade

Transforming Work with Sophie Wade

De: Sophie Wade
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Sophie addresses current business conditions and explores ways to navigate the disruption. She shares informative insights and interviewing leading innovators who are providing or benefiting from transformative solutions that will allow companies to emerge with sustainable models, mindsets, and business practices. Find out how to transition to more effective, productive, and supportive new ways of working—across locations, generations, and platforms—as we harness these challenging circumstances to drive significant, multidimensional changes in all our working lives.© 2021 Transforming Work Economía Gestión Gestión y Liderazgo Política y Gobierno
Episodios
  • 161: Subramanian Rangan - Capitalism 2.0: Cultivating Leaders with Character

    161: Subramanian Rangan - Capitalism 2.0: Cultivating Leaders with Character
    Mar 27 2026
    Professor Subramanian (Subi) Rangan, Professor of Strategy and Management at INSEAD and Endowed Chair in Societal Progress, explores "Capitalism 2.0". He explains how traditional model succeeded in development and wealth creation goals, yet leaving critical gaps from focusing on efficiency over equity, output over outcomes, and growth over sustainability. He discusses the "K-shaped" economy, concentrated power, and leadership responsibility to use influence with more moral character to improve well-being. Subi recommends "better not new" models, urges leaders to consider more human-centric assumptions, and reframes business as a platform for both performance and societal progress. KEY TAKEAWAYS [01:29] Professor Subi Rangan describes early influences shaping his career and perspective. [02:25] Subi explains his exposure to Tata's positive societal impact in India. [04:06] During his PhD, Subi observes multinational firms as platforms for global human capital. [05:50] Contrasts between business income generation and societal impact outcomes. [06:37] Government intervention rises when markets fail to self-correct. [07:14] Since 1980s, liberalization increased legitimacy of private enterprise self-regulation. [07:30] Capitalism 2.0 addresses gaps in the current system – e.g. enormous wealth creation, but well-being is lacking. [10:15] Efficiency over equity is one driver of the modern "K economy". [10:59] Emphasis on outputs neglected sustainability despite economic growth and scale. [11:47] Mass production and consumption can produce better outcomes with more thoughtful producers and consumers. [12:58] Society is influenced by four systems: bio, cultural, political, and economic. [13:35] Interdependence is regulated to resolve differences – using culture's soft power. [15:00] Hard power, civic interdependence with norms and consequences. [15:51] Economic interdependence excels at efficiency with inherent contradiction. [18:01] Highlights divergence of opportunity and income fuels dissatisfaction. [19:00] The concentration of power comes with moral responsibility to exercise it. [21:04] Inequality is a choice influenced by leadership values. [22:03] Lack of fairness and wellbeing can bring down society. [24:19] Focus on outcomes not outputs, especially fairness as an outcome. [24:56] Economic drivers of ill- or well-being – adjusting the structure of employment. [25:55] Labor immobility challenges adaptation pushing for an ecosystem of adjustment. [26:33] Adaptive individuals emphasises workplace learning over formal education. [26:52] An ecosystem approach supports workforce adaptation and stability. [27:35] How to incorporate non-price value outcomes like wellbeing and equity. [29:05] We have a moral problem, not a technical one. [29:33] After achieved development, wellbeing, equity, and sustainability need economic integration. [31:08] Deeper leadership character must complement competence in AI era. [31:52] AI can be a potential equalizer if guided intentionally. [34:32] Moral reasoning can be incorporated into business education systems. [35:20] Updating applied professions to combine competence and character for meaningful careers. [36:55] Points to Better Life Index as multidimensional well-being measurement model. [38:14] Outcome-based metrics rarely exist at the enterprise level thus far. [39:30] Ideas, academic research, and conversation can drive systemic change. RESOURCES Professor Subramanian Rangan's biography Societyforprogress.org website Professor Rangan's chapter "From Market-Pareto to Moral-Pareto: Seven Problematic Assumptions in Business Economics Theory" in the 2025 book "Core Assumptions in Business Theory: A Wedge Between Performance and Progress" QUOTES "The models that we have really do work to enable this wealth creation. However, they seem to not have done a good job on creating wellbeing." "There is an anxiety that is quite unprecedented about the future and about the state of the world." "The 20th century economy produced great output, but it fell short on outcomes." "It's not about the concentration of power, it's about the exercise of concentrated power." "Business actually is a great platform for not only positive income, but also for positive impact."
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    42 m
  • 160: Maya Middlemiss - Remote Readiness: How to Realise Distributed Work's Full Potential

    160: Maya Middlemiss - Remote Readiness: How to Realise Distributed Work's Full Potential
    Jan 31 2026
    Maya Middlemiss is Founder of Remote Work Europe, a Remote Work Strategist, and author of 'Remote Readiness for Jobseekers'. With over two decades of remote work experience, Maya reflects on developing and scaling fully remote teams long before pandemic-related "forced remote" distorted perceptions of flexible work. She highlights the mindsets, autonomy, self-discipline, and trust required for sustainable remote models, along with practical hiring indicators for remote readiness. Maya describes collaboration infrastructure, leadership evolution, and how companies and workers can intentionally position themselves for the future of distributed work. KEY TAKEAWAYS [01:12] Maya works abroad before studying psychology to better understand herself and others. [03:24] An offer to supply research via the internet launches Maya's early remote work. [04:17] Early remote work requires experimental setups with basic technology at home. [05:40] Maya hires independent, self-directed people suited to technical and remote autonomy. [07:33] Entrepreneurship, novel writing, and marathon training clues signal remote readiness. [11:17] Technologies enabling remote work are solved pre-pandemic while versioning issues remain. [12:45] Distributed collaboration needs shared repositories and synchronous communication. [13:42] Video meetings are now basic expectations using seamlessly integrated tools. [15:46] COVID forces remote adoption without change management. [16:40] Pandemic burnout experiences from surveillance management and excessive Zoom calls. [17:44] Despite challenges, people recognise the long-term potential of working remotely. [18:18] Pause and reflection causes workers to seek guidance to work remotely permanently. [19:20] Lifestyle redesign becomes central as people relocate and reassess commuting. [20:23] Return-to-office pressure generates panic for those who had restructured their lives. [21:24] Remote Work Spain and Europe emerges to systematize advice for job seekers. [23:15] Media narratives about productivity often mask commercial real estate interests. [23:50] Personal preference strongly aligns with productivity in distributed settings. [25:09] Remote work increases self-awareness about lifestyle and motivation. [26:21] Decoupling work from location unlocks global life design possibilities. [28:08] Geoarbitrage enables cost-of-living flexibility and portfolio career strategies. [30:16] Distributed teams need intentional leadership to replace passive office-based osmosis. [34:28] Remote work's five C's: Console, Culture, Communication, Connection, and Collaboration. [35:42] Technical self-sufficiency and redundancy are essential remote competencies. [37:45] Everyone needs to contribute with new broader spectrums of knowledge and expertise. [38:41] New remote hires should actively observe onboarding to recognise cadence, styles etc. [42:19] Managers can learn from new remote recruits' views to improve distributed systems. [44:22] AI is embedded everywhere, requiring critical use and human differentiation. [46:25] Job seekers must show AI literacy without communication sounding machine-generated. [47:33] Authenticity and visible individuality help candidates stand out remotely. [48:46] Cultural fit should add diversity and evolution rather than sameness. [50:32] Remote work is harder to secure but delivers significant life rewards. IMMEDIATE ACTION TIP: Remote work is different to previous traditional working norms making it harder to find a remote job or managing a distributed team. However, the rewards are significant and worth the additional effort. RESOURCES Maya Middlemiss on LinkedIn Remote Resilience Hub Remote Work Europe 'Remote Readiness for Jobseekers' Maya's new book QUOTES "The people who've mastered that intentionality of leading distributed teams actually really celebrate what new people could bring." "To figure out how to lead your team properly in a distributed way, you'll get so much more from them and you'll get so much more from your own life as a leader, as a manager." "Remote work is here. It has been here for a long time." "The sheer spectrum of knowledge and expertise is much broader and so everybody can't know everything…We are so much more atomised now. We need to try to be good synthesists and have a good overview." "Try to find the best job for you in the whole world where you will have the greatest satisfaction and experience and productivity and flow. Of course, that's going to be harder, but just consider the rewards that that can bring and it's worth doing the work. "
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    55 m
  • 159: Matt Poepsel - Leading Through Entropy: Building Cohesive, Human-Centered Teams

    159: Matt Poepsel - Leading Through Entropy: Building Cohesive, Human-Centered Teams
    Jan 16 2026
    Matt Poepsel, PhD is author of "Expand the Circle: Enlightened Leadership for Our New World of Work", VP of Talent Optimization at The Predictive Index, and part-time faculty at Boston College. Matt discusses how leaders must prioritise human systems to adapt their approaches amid ongoing turbulence and disruption. Drawing from his military background and psychology expertise, Matt breaks down how to shift from control to connection, fostering hope, mutual trust and commitment. He offers clear guidance on managing through volatility, aligning teams in hybrid settings, exploring how to sustain motivation, rethink productivity, and embrace the opportunities. KEY TAKEAWAYS CHAPTER 1: Psychology, Empathy, and the Foundation of Leadership [01:19] During a Marine deployment, Matt is drawn to human behaviour and psychology. [02:49] For high performance and intense situations, military entities have psychology wired in. [03:37] Empathy and cohesion are underappreciated drivers of military agility and effectiveness. [05:15] High stakes work recognise 'softer' factors. Employers often miss the essential social glue. CHAPTER 2: Transitioning to Human-Centred Tech-based Coaching [06:21] Matt leaves the military focused on product but is drawn to team leadership dynamics. [07:27] After a PhD on technology-assisted coaching, Matt starts a company to scale the concept. [08:05] Early coaching efforts centred on behaviour change, connection building and achievement orientation. [08:40] Millennials', and later Gen Zers, arrival highlighted need for new leadership approaches. [09:12] Even early technologies held innovation possibilities to improve human connection. CHAPTER 3: Technology Acceleration and the Human Impact [10:45] Today's technology has increased convenience and productivity as well as disassociation. [13:10] Mandated and mismanaged tech rollouts generate fear and resistance in employees. [13:55] Leaders can push productivity too fast, miss reactions showing people aren't yet on board. [15:37] First Principles are vital to understand actionable and effective priorities. [16:10] Leaders need to counter employees withdrawing and reverting to self-interest. CHAPTER 4: Core Leadership Strategies for Unstable Times [17:05] Hope acts as social gravity for leaders to bring teams back together. [18:58] Mutual understanding and trust between employers and employees needs cultivating. [20:35] Empathising with others reduces people the misjudgement of motives that increase fear. [22:40] Hierarchical org structure and career progression are outdated and block upward mobility. [24:00] Organisations need to be creative, evolve structures and upskill workers for adaptability. [25:03] Commitment to shared goals builds cohesion and counters fragmentation [28:45] Leadership training must emphasize empathy and collaboration skills [30:47] Leaders who aren't supported must proactively learn and adapt. CHAPTER 5: Building Cohesive Teams in a Fragmented World [31:50] Synchrony—aligned workflows—strengthens team connection and performance [32:52] Poor communication and decisions often isolate rather than unify [34:54] Redesigning how work gets done can restore belonging and efficiency [35:56] Leaders must assess cohesion and identity to guide 2026 planning [36:58] Focus on collective progress as the pace of change increases [38:00] Strong teams come from intentional connection, not just output IMMEDIATE ACTION TIP: "To manage successfully through 2026, first take stock of your team, You need to know how things are. Then focus on cohesion because the way you're going to get through it is together." RESOURCES Matt Poepsel on LinkedIn Matt Poepsel's website The Predictive Index website Matt's Book "Expand the Circle: Enlightened Leadership for Our New World of Work" QUOTES "We can't succumb to the transactionalisation, the reductionism that's affecting the modern workplace. Because there are real economic consequences in terms of performance, but also human consequences in terms of our lived experience." "The only way out is through." "We have to take our people with us." "I have to be the magnet rod that kind of draws us all back together through the way that I show up, the way that I diagnose problems, the way that I provide my coaching." "Our human systems evolution is falling woefully behind our technology evolution." "Let's try to get more creative… Let's emphasize those things that AI can't do and let's help our employees remain competitive and more valuable as a result." "We have to check in with our teams and basically do that temperature check."
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    38 m
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