Tyler Crebar

expert panel

When a merger or acquisition closes, the financial model is set—but the real work is just beginning. Members of the Senior Executive HR Think Tank share their strategies for protecting culture, retaining critical talent and building something stronger than either organization had before, from clinical talent audits and listening sessions to organizational network mapping and the deliberate design of a third culture.The deal closes. The press release goes out. The board is satisfied. And then, quietly, the talent begins to leave. According to EY research, 47% of employees depart within the first year of an acquisition and 75% are gone within three years; running at more than three times the normal voluntary turnover rate. The employees most likely to exit are the high performers with options—precisely the people the acquiring organization paid a premium to access. Culture and people, not financial models or operational synergies, are where most mergers either deliver their value or quietly forfeit it.Members of the Senior Executive HR Think Tank, a curated group of human resources leaders, executives and organizational strategists, have navigated acquisitions across industries and company sizes. Their strategies converge on a shared conviction: Integration cannot be an afterthought. The people decisions made in the first weeks of a transition determine whether the combined organization retains what made the deal valuable—or spends years rebuilding it.A study by Instill found that up to 60% of M&A failures after closing can be traced to cultural misalignment, and Bain & Company's research puts the proportion of acquirers facing significant cultural challenges at 75%. The financial cost is measurable too: Replacing a key employee can run between 50% and 200% of their annual salary, and that is before factoring in lost institutional knowledge, disrupted client relationships and the cascade of departures that often follows the first high-profile exit.

expert panel

Summer doesn't lower the bar—it reveals which leadership behaviors were already undermining morale and productivity all year. Members of the Senior Executive HR Think Tank share the one thing leaders should stop doing this summer: from micromanaging and overloading capacity to holding back vacation boundaries, running back-to-back meetings and waiting for the right season to fix what is already broken.Summer is supposed to be the season when things slow down a little. Longer days, lighter calendars, well-earned vacations. But for many employees, the experience is the opposite: the same meeting cadence, the same deadlines, the same expectations—delivered on top of school schedules, family commitments and the cumulative exhaustion of a year that never quite paused. The result is predictable. According to Eagle Hill Consulting's 2025 Workforce Burnout Survey, 55% of the U.S. workforce is currently experiencing burnout, while Gallup data puts global disengagement at levels that cost the world economy an estimated $8.8 trillion in lost productivity annually. Summer does not cause this. But it exposes it.Members of the Senior Executive HR Think Tank, a curated group of human resources leaders, executives and organizational strategists, were asked a deceptively simple question: What is the one thing leaders should stop doing during the summer if they want to improve employee morale and productivity? Their answers cut across micromanagement, capacity overload, meeting culture, performance surveillance and the leadership habit of waiting for the right moment to fix what is already not working.Taken together, their recommendations reveal something important: summer is not a special case that requires a seasonal workaround. It is an opportunity to practice the kind of leadership that should be standard year-round—and to stop the habits that erode trust, morale and performance regardless of the month.

expert panel

Individual industries no longer set workplace standards. The best ideas, boldest experiments and hardest lessons now come from across sectors. Members of the Senior Executive HR Think Tank explore how cross-industry collaboration is advancing innovation in talent, wellbeing, inclusion, workplace design and AI governance, and why organizations that share what they know will shape what "good" looks like for everyone.No single company, sector or trade association holds the patent on a great workplace. Yet for decades, organizations have largely set their standards by looking inward, benchmarking against competitors, replicating familiar practices and measuring “good” against what is typical in their own field. That era is ending. The forces reshaping work today, including AI adoption, skills shortages, flexible work expectations, mental health demands and inclusion imperatives, do not stop at industry lines. The strongest responses are emerging from unexpected cross-sector conversations.Members of the Senior Executive HR Think Tank, a curated group of human resources leaders, executives and organizational strategists, are closely tracking this shift. Their perspectives reveal a consistent theme: the organizations poised to attract top talent, build durable cultures and lead on the thorniest workforce issues are those that look beyond their own sector for models, benchmarks and partners.The urgency is real. SHRM's 2026 Talent Trends Report, based on a survey of more than 2,000 HR professionals, found that organizations across industries are confronting persistent recruitment difficulties, widening skills gaps and shifting workforce expectations driven by technological and strategic change. These challenges are not confined to any one sector and no single industry has solved them on its own. The question is no longer whether cross-industry collaboration matters. It is if organizations will move fast enough to benefit from it.

expert panel

When HR systems are built for compliance rather than reality, organizations pay a price that rarely shows up on a single line item. Members of the Senior Executive HR Think Tank examine the compounding financial, operational and cultural costs of misaligned HR systems—from shadow spreadsheets and workarounds to eroded trust, learned helplessness and the slow departure of your best people—and what leaders must do to close the gap.Every organization has an official version of how work gets done and a real one. The official version lives in the HRIS, the performance management platform, the onboarding workflow and the reporting dashboard. The real version lives in shared spreadsheets, group chats, informal approval chains and workarounds that employees have quietly perfected over the years. When those two versions diverge significantly, the cost is not a single budget line. It is a slow, compounding drain on productivity, trust, agility and talent retention that most organizations never fully account for.Members of the Senior Executive HR Think Tank, a curated group of human resources leaders, executives and organizational advisors, have seen this dynamic play out across industries, company sizes and technology generations. Their collective diagnosis is consistent: Misaligned HR systems do not just create friction—they actively undermine the cultures, capabilities and decisions that organizations depend on to grow.The scale of the problem is measurable. A 2025 Workday report on federal HR systems found that HR leaders dedicate nearly half their time—48%—to system workarounds, error correction, data reconciliation and manual tasks, costing an estimated $1 billion annually in lost productivity in the public sector alone. The private sector equivalent is harder to quantify but no less real. The question is not whether misalignment is expensive. It is whether leaders are willing to look honestly at the full bill.

expert panel

Tracking AI adoption rates and hours saved tells you only part of the story. Members of the Senior Executive HR Think Tank—a curated group of human resources leaders, executives and organizational strategists—reveal the KPIs that actually capture whether human-AI collaboration is creating lasting business value, from quality-adjusted productivity and decision quality to capacity redeployment and the often-overlooked power of belonging.Organizations are pouring capital into artificial intelligence, yet many executives still cannot answer a deceptively simple question: Is it working? Adoption dashboards light up, automation counts climb and hours-saved tallies fill quarterly reports—but those metrics measure activity, not impact. They tell you the machine is running. They say nothing about whether the humans alongside it are doing their best work.That gap is exactly where the Senior Executive HR Think Tank steps in. The curated group of human resources leaders, executives and organizational advisors has spent considerable time examining what it really means for AI to amplify—rather than simply accelerate—human capability. Their answer is anything but monolithic: the most meaningful KPI depends on organizational context, strategic priorities and the kind of synergy leadership is actually trying to build. But taken together, their perspectives form a compelling, actionable framework for any enterprise ready to measure beyond the obvious.Urgency is warranted. Research from IDC's 2026 FutureScape for the AI-Enabled Future of Work found that organizations focused on measuring AI-human collaboration—rather than raw productivity alone—are projected to see margin gains of up to 15% by the end of the decade. Meanwhile, barely a third of global enterprises report being fully ready for AI-driven ways of working. The measurement gap is not academic. It is a competitive liability.

expert panel

Trust doesn't return through perks or culture campaigns. After years of layoffs and restructuring, members of the Senior Executive HR Think Tank—HR professionals, talent strategists and executive advisors—share why rebuilding a skeptical, stretched workforce requires honest communication, restored agency and consistent follow-through, and offer a practical blueprint for leaders ready to do the hard work of recovery.Something has quietly broken in the manager-employee relationship—and the data is catching up to it. Gallup's State of the Global Workplace: 2026 Report finds that global employee engagement fell to 20% in 2025—its lowest level since the pandemic and the first back-to-back annual decline in the survey's history—carrying an estimated $10 trillion productivity price tag. The sharpest drop belongs to managers themselves, whose engagement fell five points in a single year. For organizations navigating the compounded toll of repeated layoffs, restructuring and economic turbulence, these figures capture what employees have felt for years: that the people tasked with leading them are as disengaged, overwhelmed and skeptical as they are. The 2026 Edelman Trust Barometer adds a sharper edge: Approximately 75% of employees say CEOs are obligated to bridge trust divides, yet only 44% say they actually do—a leadership credibility gap hiding in plain sight.Understanding what it takes to close that gap is the focus of the Senior Executive HR Think Tank, a curated group of human resources leaders, talent strategists and executive advisors who bring decades of combined experience helping organizations navigate these challenges precisely. Their perspectives challenge easy answers and surface the specific, often uncomfortable actions that actually move the needle—from how layoffs are communicated in the first place to what leaders must do differently in the months and years that follow.What emerges is both a reality check and a road map. Trust, they agree, is not rebuilt through all-hands announcements, perks rollouts or rebranded culture initiatives. It is rebuilt through sustained, transparent, behavior-consistent leadership—one honest conversation and one kept commitment at a time.

expert panel

Most companies list their values on a wall. Few teach their hiring managers how to find those values in a candidate. Members of the Senior Executive HR Think Tank share how to move values-based interviewing from a theoretical concept to a repeatable, accountable practice that protects culture and improves hiring outcomes.The statistics are hard to ignore. The U.S. Department of Labor estimates a bad hire costs at least 30% of that employee's first-year salary, and research from SHRM puts the figure considerably higher for senior roles, reaching up to 200% of annual compensation. Yet organizations continue to make the same mistake: they invest in articulating their values but stop short of training their people to actually interview for them.Values-based interviewing is the practice of structuring candidate conversations around observable behavioral evidence of core organizational values—not vague personality impressions or whether someone "seems like a good fit." When done well, it reduces costly turnover, mitigates bias and builds more cohesive, high-performing teams. When it is done poorly—or skipped entirely—the consequences compound quickly.Members of the Senior Executive HR Think Tank—a curated community of senior HR leaders, practitioners and consultants—offer their most effective approaches to closing this gap, and translating values from posters into practice.