Matt Harvey

New technologies are resizing how many people any given job function actually needs, and that shift is happening faster than most org charts can keep up with. AI is also flattening those org charts. As layers of management disappear, spans of control widen, and the managers who remain lead larger teams with less time for the coaching and career conversations L&D has long relied on them to provide. The traditional ladder is losing rungs, so "up" is no longer the obvious next step for many people. 

But in a workforce being reshaped by technology, some of the most valuable outcomes may look like movement rather than permanence. Someone gets redeployed into a growing part of the business before their old function shrinks. A former people manager finds a meaningful lateral or expert path after their layer is removed. Someone leaves with a real launching pad into a new career instead of being pushed out with nothing but a severance letter. 

Join us for a conversational boardroom session to explore and share insights around: 

Building learning as a launching pad, not a landing pad 

How do we design programs that actively speed people into new internal roles or set them up for a strong external move, rather than leaving them stranded when their function shrinks? 

Developing people when there are fewer managers to do it 

With wider spans of control, how do we equip stretched managers to lead larger teams, and what learning infrastructure has to take over the development work they no longer have time for?