Go around the room at any leadership offsite and ask who's responsible for how work actually gets done — not the strategy or the quarterly targets, but the daily experience of working inside the company. You'll get three answers from three people who rarely sit in the same room. HR will say people. IT will say tools. Real Estate will say space.
Nobody will say ""us,"" and the experience of work lives in the gaps between them.
Phil Kirschner has spent two decades inside these functions and across them, and the pattern holds everywhere: every large organization has a scattered network of people who've already figured this out and are doing the integration work anyway — Employee Experience, Digital Workplace, Workplace Strategy — with no mandate and no cover, holding the whole thing together with duct tape and favors.
This talk is about giving them a home. And giving the leaders above them a way to see the problem, name it, and take action.
Attendees leave with:
The office has been redesigned many times, from assigned desks to activity-based settings, from private offices to open plans. Most organizations emerged from the pandemic with a halfway-updated version of the last design and called it hybrid.
Phil Kirschner's argument is simpler and harder: the primary purpose of the modern office is social capital — the relationships, trust, and connective infrastructure that enable people and organizations to do their best work. Most offices generate the wrong kind. Team offsites and departmental retreats build bonding capital, the deep trust within groups that already work together. The cross-departmental connections that drive mobility, innovation, and organizational resilience get left to accident.
This session maps the evolution from the exclusivity-based workplace to the activity-based workplace to what comes next: a connectivity-based model built around purpose, proximity, activated community, and the choice architecture employees need to decide when showing up is worth it.
Attendees leave with:
Most change programs fail at a predictable point — long before execution. Leaders announce the transformation, hand it to a project team, and discover six months later that the real barriers were never mapped, the right people were never in the right roles, and what everyone called ""the change"" meant four different things to four different functions.
Phil Kirschner has spent two decades running and studying large-scale work redesign. His diagnosis is consistent: organizations that execute change well do harder upfront work. They define the change precisely before asking anyone to implement it. They map the forces driving and blocking adoption — both functional and emotional. They recognize that by the time a leader announces a transformation, they've spent months processing their own concerns while employees are just beginning theirs. And they cast the right people in the right roles with the authority those roles require. This session packages that upfront work into a set of diagnostic frameworks any leader can apply.
Attendees leave with:
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