January 2026 Member Call: Matt Sigelman
By redesigning work, strengthening foundational capabilities, and enabling people to take on more complex, higher-impact tasks, organizations can use AI to make work and workers worth more, not less.
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Why Your AI Strategy Might Be Destroying Your Organization’s Future (And What to Do Instead)
This year, our shared inquiry focuses on Resilience in the Age of AI how organizations can survive and thrive amid AI-driven disruption while preserving their core identity, purpose, and values. Across our gatherings to date, several powerful themes have emerged. Below are five key insights each tied to concrete challenges organizations are facing right now around skills, structures, and processes in an AI-enabled world. -
Join us for the June 10th LILA Summit: Resilience in the Age of AI
In this context of mounting complexity, uncertainty, and fatigue, resilience is no longer just a personal trait—it is an essential strategy and practice, evolving alongside the intelligent systems that are rewiring our environments in real time. The challenge before us is not simply to withstand disruption, but to harness and adapt to it. Resilience is about the ability to prepare for (readiness), withstand and manage (response), and recover/grow from (resurgence) disruptions. All three are interconnected stages that together define and strengthen resilience in various contexts. This year, we will explore what fosters resilience at every level—individual, team, and organization—in a world where learning, adaptation, and decision-making are increasingly augmented by AI.v -
2025-2026 Theme Announced: Resilience in the Age of AI
LILA Theme 2025-2026: Resilience in the Age of AI We are living through a period of rapid and relentless transformation—geopolitically, socially, and technologically. Among the forces reshaping our world, generative AI stands out for its profound impact on how we work, learn, and lead. AI is rapidly evolving from a set of tools to a powerful set of systems that shape strategy, augment learning, and inform decision-making. These technologies offer new capacities for learning, collaboration, and prediction, while simultaneously redefining roles, relationships, and what it means to be human at work. In this context of mounting complexity, uncertainty, and fatigue,... -
April 2024 Member Call: FIVE STRATEGIES FOR LEARNING IN THE WORKPLACE by Chris Kayes
Today's dynamic workforce demands a reevaluation of our approach to work, moving beyond performance metrics towards a culture of continuous learning. Within this framework, learning emerges as the cornerstone for shaping the future workforce, impacting organizational culture, management practices, and leadership development. Incorporating diverse learning methods can improve employees' resilience, foster personal growth, and enhance overall well-being. Thus, fostering a culture of learning not only enhances work effectiveness but also enriches individuals' professional lives. -
LILA Summit: Placemaking – Designing Organizational Attractors
This year we hosted the summit in a virtual format. The LILA Summit featured a keynote address by Marissa King who introduced us to her research on creating more conscious connections. She was joined by 4 past LILA faculty members who shared their latest research with participants during small group conversations. -
Summary of LILA Member Call with Pat Satterstrom: The Power of Cultivating Ideas and Voice
On January 13th, LILA members joined the first Member Call of 2022 for a discussion on the role of voice, which can be considered a bridge between agency and belonging, two of the cornerstone topics (Oct. and Feb.) in LILA’s 2021-2022 theme “The Human Factor”. The call featured guest speaker Patricia Satterstrom from New York University. -
Leadership in Times of Diversity: Astrid Homan
What can leaders do to effectively manage diverse teams? If a diverse team is functioning well, what can a leader do to encourage the teams’ continued progress? Or conversely, if a diverse team is embroiled in conflict, how can a leader intervene in order to turn things around? Essentially, which competencies do leaders need in order to adapt and appropriately respond to their teams’ needs? -
Curiosity Where are You? Spencer Harrison
Curiosity is a great source of new ideas, a great source of finding these patterns – and yet the majority of people don’t feel like they have permission to be curious at work. Spencer and his colleagues spent six months creating a new set of measures to assess curiosity. During this process, he and his colleagues identified that there are different types of curiosity. There is productive curiosity – where someone is actively investigating problems that are associated with the work that they’re doing. And unproductive curiosity, where someone is taking a break at work to look at something else – usually sports or social media related and doesn’t have anything to do with work. These two types have different consequences. -
Storytelling for Learning From Others with Chris Myers
We know that tapping into experiences as part of our learning ecologies makes them richer and enables us better able to adapt to new situations. At LILA, we have explored practices that enable us to do this at the individual level. But what about creating learning ecologies at scale that enable learning to an entire team for example. This is the starting point for today’s presentation by Dr. Chris Myers, Assistant Professor at the Carey School of Business at Johns Hopkins University.