How AI is Changing Learning and Development in 2025
In today’s episode of the HR Leaders Podcast, we’re joined by Anindyo Naskar, Head of Learning and Leadership Development at Landmark Group, to explore how AI is transforming learning and development.
Anindyo discusses how AI is reshaping training, why mindset shifts are critical for adoption, and how to balance automation with human intelligence. He also shares why co-creating solutions with partners is key to building future-ready organizations.
🎓 In this episode, Anindyo discusses:
Why mindset shifts are critical for AI adoption at every level.
How AI is reshaping L&D through automation and personalization.
Balancing speed and quality in learning with AI-powered solutions.
Co-creating technology with partners to meet unique organizational needs.
Preparing deskless and frontline workers for the future of work with scalable solutions.
Achieve efficiencies, boost effectiveness and enhance employee experience with AI!
Equip your prospective and current workforce with AI-powered tools to reduce time spent on straightforward tasks, and leverage AI to generate insights for strategic decision making on people practices and measuring the value of HR.
AI can help with a range of HR activity from creating personalized development plans and suggesting career options to answering queries on benefits and summarizing 360 feedback.
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Chris Rainey 0:00
Andy, welcome to the show. How are you? I'm good, Chris, how are you? It's been a while. How long has it been? Actually, because you can't, you joined us on the panel a while back, right? Like,
Anindyo Naskar 0:11
I think about, about two months, three months
Chris Rainey 0:16
now. Okay, time flies. Yeah, really fast. Where are you? Where you Where are you based at the moment, yourself.
Anindyo Naskar 0:23
I'm currently in Dubai. I work out of Dubai. Yeah, it's a beautiful city, amazing people, and a great place to stay. Yeah. How long you been there now? I've been in Dubai for almost seven years now. Wow, in the region about 16 years. So, yeah, quite, quite an understanding of the Middle East. Yeah,
Chris Rainey 0:51
you are that long. And have you still? Have you gotten used to the heat you never will
Anindyo Naskar 1:01
get? We're all almost like living, you know, they heat every time now,
Chris Rainey 1:08
even in even the winter, right? It's basically still hot.
Anindyo Naskar 1:12
Ah, yeah, means we hardly get two to three months of winter. But it is, it is it is like Christmas for us. Yeah? Yes,
Chris Rainey 1:23
before we jump in and you tell everyone a little bit more about your background and your journey to where we are now, and your current role in your in your organization at Landmark
Anindyo Naskar 1:34
group. So currently, I look after the Learning and Leadership Development for the landmark group. I am based out of UAE. A little bit about landmark Group. We are about one of the biggest private Middle East retailers. We operate out of most of the countries, out of GCC, and I'm responsible to look after the Learning and Leadership Development for the group, and this entails across all retail, office, function and warehouse. So yeah, means interesting portfolio to be my background is I have been in learning and development for almost 20 to 22 years now, and specifically in the areas of capability as well as talent. That's my core. I've been in, specifically in retail industry, to be honest, and that's where my niche lies, and my interest has always been development, using different technologies to develop, using different methodologies to develop. And I think we are trying to really change people's lives and their careers by doing that, initially to my before to my career, I was into sales, but that's for a very short state. And then I moved into learning as a full time role. Uh, apart from my education qualification, which is based into mass comm journalism, I have also done my CI. PD, I last year graduated out of a course from Nair road and AI University, which is the GL DP, the Global Leadership Development Program for Chief Learning officers. And, yeah, it's been quite a journey, I think, yeah,
Chris Rainey 3:39
it must be quite fascinating, because you've seen the full journey of learning and development from in person, classroom learning all the way through to now we're talking about AI. It's almost it's hard to comprehend when you think about
Anindyo Naskar 4:00
and I think we are blessed to be living in this time, honestly, because we've we've actually tried, and I do not know when the transition happened. Chris, you know, when did we actually move from just very focused instruction led training during COVID to digitize the complete part, and now we are actually looking more into a complete part, which is technology based, peer based, social based learning. And based on that, the preferences of learners have changed. The preference of the workplace has changed. So if I just look at the way it was, pre pandemic, before the COVID, and the way we are doing it now, I think organizations are more agile. They want to be more future ready. And this is called out again in Accenture and Indian reports that just. Prior to the COVID, people were more focused on the work, the worker and workplace. But with future ready organizations, I think the challenge is completely different. We are actually looking, how do I futureize my work? How do I personalize my worker and how do I humanize my workplace? I guess HR needs a larger role to play in making organization future ready, and definitely, whether you call it recruitment, learning, talent, leadership, engagement, I think it needs to function together in order to bring that context back.
Chris Rainey 5:36
Yeah, they're also interesting. Now, I love the way you made the distinction between those two is and, but part of that it needed on to, one of the questions we had here was it requires a quite a big mindset, mindset shift, right? Could you talk to that a little bit more?
Anindyo Naskar 5:55
So I think it so the mindset shift when we when we talk about it, I think we always talk about it from a leader's lens or from a people's lens. I think it's a higher in order. I think it's the organization lens first that you know, we need to make it future ready, and therefore this is the critical mindset shift we need to which needs to happen, in my opinion, and in my experience, mindset shift between a front line and a middle manager cannot happen if the mindset shift has not happened in the organization level or at the leader level. I think we are pretty good at that. And we make sure that any kind of mindset shift which requires, it requires awareness. One, it requires, where are we going, what are we heading towards. Why are we doing to rather, how are we doing and what are we doing and the why starts with thinking about, why are we doing it, where it is going to take us? And therefore, you know, the mindset shift starts from there, and once the organization is aligned, leaders aligned, I think people managers just follow through that. So, yeah, so mindset shift is really, really critical to make these makes, make these changes. I can give you a small example. So traditionally, we work out of a country which also has a second language, which is Arabic. Most of our content, which we deploy design, are mostly in English, because that's how the partners would work for the last couple of years, this was done in a very traditional way, using traditional agencies, partners, translators and all of that. We've recently deployed AI technology, which actually not only translates but actually can translate voice modulations, videos, content by just a photo. So you can have my photo, I can just talk about, how do I make an omelet? And that entire content can be replicated in AI big in various forms. So I think the technology plays a critical role. But I think somewhere there needs to really have the awareness that this is possible. I think it's lot to do with awareness. And the moment you have awareness, I think the shift is already happened. Yeah,
Chris Rainey 8:30
there's awareness and there's also fear. Yeah, right. So because, you know, I speak to recruiters, and I speak to L, D teams, and some of their employees are almost hesitant to adopt this technology because they feel like they replaced so we can't, yeah, you know, like, that's something I hear just and, and the truth is, some people will be right, you know, like, you don't need a whole team of translators now, like, that's gone. Like, I mean, there's no way, like, there's no easy way around that the technology can do that, what would take, typically, weeks and months, can be done instantaneously. We spoke just before the show, right? We was showing examples of Atlas of being able to do that. So the harsh reality is, there will be roles that will be obsolete, but on the other side, there'll be other roles that now you'll be able to unleash the full potential of that role, because AI can do a lot of that heavy lifting, a lot of that administrative tasks, so you can spend time on the most meaningful work, if that makes sense,
Anindyo Naskar 9:35
correct? And Chris, I think you know a lot happens with fear psychosis and fear is what we your your brain tends to adapt first, yeah,
Chris Rainey 9:49
for good, for good reason, because we used to need, needed to be able to survive, right? So, yeah, so for good, for good reason as well. Yeah.
Anindyo Naskar 9:57
And it's also preparing yourself that how can. I actually levitate to the next level. How can I ingest something, as in, which raise my awareness and I can do better? I think a classic example is that while AI would take x millions of jobs which, which is been talked over, all over, I think what it also promises into 10x millions of jobs it's going to create Yes,
Chris Rainey 10:20
exactly yes.
Anindyo Naskar 10:24
So are we actually looking at a replacement of tasks versus amplification of tasks? It's just two mindsets, which is just there. Are we looking at just being speed up the process, or are we looking at the efficiency of that speed as well? So there are two school of thoughts to it. Are we looking at only automation, or are we looking at automation with quality, or automation with very, very specific intelligence on, you know, how a process and a task is done better? So I think again, it boils down to all minds, mindset shifts, and how you are actually taking a technology or even a content or anything, yeah, when
Chris Rainey 11:09
you think about sort of the AI revolution, what are the things that you're saying that leaders are getting wrong?
Anindyo Naskar 11:15
Okay, first of all, I think one of the thing which leaders tend to understand with AI is that it might solve all your problems. It might increase the speed of a process. But I think we need to clearly demarcate what is a generative AI doing and what is a specialized AI doing. And we need to be really, really clear about the process. Ultimately, you know, it would whatever inputs I would give the outputs, what I get through probing and through prompts is what I actually get now. Someone can like write a prompt much better than what I do for a content or for any content, and someone might not. I think just blaming the technology itself is not good. So one is, how are you evolving with the technology? How are you internalizing the technology in order to get better outputs, that's the first one second while generative AI will give you very, very specific solutions a specialized AI, which is currently used in medical domains, used in coding specialized AI, you know, domains would actually give you much more predictive and prescriptive results than a generative AI. So I think whenever we are looking at any AI solution or any technology, one of the thing which we really need to understand is that what kind of prompts I'm giving, what kind of expectation I have from that technology, and am I moving towards more of a generated AI, then a more specialized AI? Because there are specialized AI, but we, we tend not to use it, because currently it's evolving. It is actually, you know, evolving by the years. But what we tend to do is that if that technology does not work for us, I think giving up is not the solution. Working with the technology is what we need to do. So everybody, and I've said this before, everybody wants to get me a better, best use case for a AI, where I can do videos and I can actually validate the content, or I can, I can actually do a content which is validated with different links. While the use cases is great and you have multiple use cases, no one wants to be the use case. No one wants to try it and try
Chris Rainey 13:56
it. And I love that. I love that. Yeah, everyone likes a use case, but no one wants to be the use case. What? So when you brought one of the challenges, obviously, we're going into many organizations with Atlas co pilot, and part there's kind of two challenges. One is you're right, finding the right use case, and then the other is finding the person who's going to lead that and be the use case, right? And that's sometimes around getting blockers. What was the use cases that you and the team settled on because you mentioned you've implemented an AI? What was the use case that you went to the team with and said, This is what we're solving for specifically?
Anindyo Naskar 14:33
Okay, so Chris, again, it's a failure story.
Chris Rainey 14:39
Good. That's what I learned the most. That's good.
Anindyo Naskar 14:42
And the reason I wanted to talk about this is that it's really, really important, and that has actually formed the baseline, or the benchmark for us for what we are moving forward. We, we you, we use a lot of men. And coaching methodology across our businesses to develop our leaders. One of the technology I would not like to name the company is we used AI based technology mentoring app which helps us to do something very simple, identify mentors, look at conversations of mentoring, scheduler, mentoring conversation, and this all goes between the mentor and men team. We don't we don't own the process, because the process is very personal. It's very relevant, and it's extremely hyper personalized to that person's development. So we don't control the process. One of the thing which we realized that, because of AI, the quality of insights should be amazing. And when we actually deployed the technology, we were more focused on, does the AI do mentor and mentee mapping. And this is a typical use case we are talking about, but over the last six to eight months when we realized that while the product is good at the front line, I think what we were really, really focusing as an organization is the back end of, how does mentoring conversations happen? What were the kind of value of those conversations and how is the organization heading towards? What are some of the three or four indicators the app couldn't give us instead, it was AI. I do not blame the app. I think also it is also the insights that we wanted to also understand. So there are two learnings from it, while AI is the buzz word, understand what your organization needs and whether that technology is going to provide you with those insights. It can be best to another company A, versus to another company B. So again, I say use cases can be great for a company. AI might not be great for me. It's what you want to actually do with that technology. So we've used a lot of and since then, we try to look, look at, explore, pause and reflect option. So we explore the technology. We then pause with it and say that the house this technology is going to evolve. We we go and study a lot about the technology in in global, you know, Global ratings like phosphate grid and all to see where the technology is right now. And then we actually go and explore the technology in full, full scale. What we've also done, Chris, we also tend to do a little bit of competition of that technology to understand. And then we actually take a take a, you know, a call. Let me give you a simple example. We are exploring a specific technology in order to do content and do curated journeys. That's one of the technology we are exploring globally. We have assessed more than 11 partners, and those more than 11 partners were again, based on four scales, what was the cost? What was the scale of operation? Are they present in Middle East? And most important, what is the next, next journey for the next three years? So we've had our own way of understanding. How does that and last but not the least, does it solve the problem for me? And if it doesn't, it can be the best technology, all the best with that, it doesn't help us out. Yeah,
Chris Rainey 18:24
no, I love that you got every because it you could solve a million different solutions and have a million different features, right? But is it solving for this specific problem that we're having? And I love the fact that you ask about the future roadmap. That's a real good thing for everyone listening. Make sure you ask, what does that roadmap look like, and is it important for you that those companies also have flexibility to co create and collaborate with you, as opposed to, here's our off the shelf product? Good luck in terms of sort of building features with them, or building as part of that process in terms of a collaborative partner, as opposed to an off the shelf solution.
Anindyo Naskar 19:04
So Chris, we do not go with off the shelf solutions. All the best of luck to the guys who want to stick to off the sales solution. It's not going to work for you.
Chris Rainey 19:14
That was pretty harsh, but I love it. It's true, no, but you so you the answer is yes, then you prefer to work with a company and and work specifically with them, and
Anindyo Naskar 19:26
Chris with most of the partners. I think we do not squeeze them on cost. We are, we are we are okay with the cost. I think what we really, really position is let's co create. Because when we co create, we are actually having a white board where we can tell you what is our wish list, and then we work with that wish list with their road map. So we are also sensitive that some of these, some of these companies or agencies are also evolving in the process, and those evolve. Government requires real good funding. So while we are parallelly working with them, we are also conscious of the fact that what's my need for the first year, what is going to be my need for the second year, and what is going to be my need for the third year. And then we co create, along with the partners. Some of these partners really, worked at scale and over a period of time, before even we predict what's going wrong, they are able to easily assess and now, the way we look at it, they said, No, actually, this is a great solution. If I do this, I would have another 10 partners working with
Chris Rainey 20:36
Yeah, because what you're most and then that's the kind of decision making from their point of view. Same, same for me, right? You know, is this a feature that my other partners are going to want? And most of the time it is. So I'm like, obviously, I have to be careful. I can't make everyone's dreams come true. Otherwise, you get nothing done. But most of the time, in terms of our integrations, our road map that's informed by CO creating with all of the companies that we're working with right now, which is really exciting as well, to be honest, to be on, to be on that journey. Who did you one of the challenges that many of our listeners are facing, and I love to get your your advice on this, is they're struggling to get the buy in internally. Who needs to be in that room? Who did you engage in the business to get this across the line to because, you know, money them are getting blocked. They have the money they've made. They want to do it. It's, this is not a money and can I do it? This is not a wants or a Do I have the money? Like, you know, I'm speaking to ch rose, love the product, Chris, we have the budget. And then they get blocked. You know, it by someone or a function internally who needs to be in a room to make this work. What would your advice be to people listening?
Anindyo Naskar 21:48
So, so Chris, any such technology, we generally work with a working group. And these working group are people would actually essentially use the content or use the technology. So, and I'm talking it from from a center of excellence perspective, where we have 11 countries, we have 11 brands, you know, just to name the complexity with a matrix organization. So what we do, we actually take decisions as a working committee. There is a project sponsor. There would be a sponsor who would actually finally take a decision. But that gets amplified when six or seven business entities who would use it would come and endorse the fact and said, Listen, I'm great. I've been through the process. I've seen the demos, I have seen what the technology can provide, and this is what's going to levitate our results from x to y, and we are very, very clear about it. And then that conversation actually becomes very easy, very fluid and and makes complete sense, because generally, what, what, what, what, what people tend to do or not, not just typecasting. It is that I have, I know the technology is good and it's going to give me amazing results from my function, for my role, for my department, but there is no alignment with other people, yeah, now, when there is no alignment, it might be the best technology, but vision is not clear with your stakeholders who are going to use the technology. Now, everybody talks about adoption. You know, the biggest word in technology is adoption. How are people adopting to it? You do not need to go after adoption, if at the onset, you have clearly clarified the process, that by doing this, this is where we are, this is where we want to move, and the adoption actually then becomes seamless. You would have problem child, I think on the process, it's just 20% when they see the other people into the bus. They generally also want to catch the bus. Yeah, no, I love that. Is a key word, alignment and creative working Council. And do you
Chris Rainey 24:09
have an AI Ethics Council as well? Do you have that set up something like that? Was that part of the same Council
Anindyo Naskar 24:15
as of now? This is completely run by our digital teams. We have our legal teams. We have our
Chris Rainey 24:25
data protection clinic. They're all present. They're all present in that conversation, yes,
Anindyo Naskar 24:29
yes. In fact, when we actually look at the technology, or we look at anything, we actually go past them. We go really, really right way of even agreeing to some legal compliances, which is really, really mandated, like something like data protection, you would never move into any technology without have having that covered. Yes, so that's, that's one example of how do we want to do it, plus the security within our organization. I. Think is clear. So we do all these check and balances, and all of these people are part of the conversation even before we put a proposal.
Chris Rainey 25:09
So you mentioned at the beginning, then what is, where do you see the future of the lnd function, and how you're leveraging this moving forward? You mentioned already a couple of use cases. What are some of the other ideas and use cases that you and the team have specifically to especially in a frontline worker environment where you've got many of your employees in the retail environment, you need a solution that can scale right to meet them where they're at.
Anindyo Naskar 25:39
Yeah. So I think Chris two things. I think, first of all, it's deskless workers. The only only, only hardware access they would have is the device. So whatever technology you are getting into, it has to be SSO based. It has to be single sign on. You cannot expect them to go to five apps Connect. You're actually making their life more complicated by doing that. Secondly, it all has to be integrated into one tech stack. The reason I'm saying that is that whether you have your email or you have your Slack or you have your teams, all of these texts needs to be integrated with that. So technology needs to make it easy for the user to use the technology. That's the first thing. We should double we
Chris Rainey 26:28
should double click on that, because I want to make sure everyone understands the importance of that. So the very first request we got to your point, Chris, I need this inside of my teams, and I need it inside of my slack. And I was like, because it needs to be in the flow of work. You can't add another app, another one on top of the I think the average employee has something like 20 something apps at work, which is kind of crazy as well. So that's really important, whatever you choose, that it shows up in your existing communication tools in the flow of work, because then they get used, they actually get used that way. So good, great point.
Anindyo Naskar 27:05
Secondly, I think we are all very busy, and the entire business environment is going to get busier. So there is a requirement of actually identifying a learning time, and we are now trying to get to that. But why is a learning time required? Because I think for an average learner to focus on anything or learn during their work, work time actually also commits to the fact that this learning is really important for you to perform in your job. You cannot dissect both you want people to be capable and you do not want them to learn. So one of the elements we look at is dedicated learning time. The third element, I think, which is very, very important, is not too long content, user generated content. I think that's one thing which is really coming up. We are trying to explore it. But for example, how do I run a cash till? Or how do I do a VM in a store? My person who's doing it at the front
Chris Rainey 28:10
they know better than everyone else.
Anindyo Naskar 28:15
I think user generated content is going to be really, really, really going to amplify the game over the next few years. But I think what's your content? Seat time is really important. You cannot have a user generated content and
Chris Rainey 28:29
the quality, and the quality, yeah, it's like, it's so because you almost want them to, like, selfie camera film, this is how you do it. And it's like, but then it's like, okay, how long does that? If you have an update to that process, but that content still in the system, how do you know that that's out of date content? So then it gets a bit it's, it's a tough one.
Anindyo Naskar 28:57
Yeah, it's a tough one. And there has to be a validation process and that then it has to be a combination. It has to be a combination of blended learning, I guess. But I think the last most important point, which we are trying to focus a lot now, is the training and engagement cannot be two separate parts. So while you're while people are actually going through any kind of intervention. I think what follows through is the kind of engagement you create around that content, around that learning. And it can be a reward and a word mechanism. It can be just engagement doing through a leaderboard. But how are you actually creating a sense of competition in learning, where learners are learning fast, they are learning through each other, and there is a sense of purpose in all of that, you know, being done at one time, at the same place. So I think we are trying to really, really look at not just learning. Learning, but also on engagement. And I think it all all boils down to what you are trying to do with that learning. What's your results? Are you actually doing it for pure play, capability development? Are you creating a succession bench? Are you actually creating someone to take on a new role, or is it an event you are preparing for? So it's the results which mattered, and based on that, your coding detailer make your methodology, yeah,
Chris Rainey 30:32
how has this changed the type of skills that you're hiring in your team? Like, for example, I've seen many L, D teams that now have a prompt engineer in their team, which you which is incredible. Many HR leaders I speak to now, they've got a dedicated they've got, you know, they've got their work day agent, they've got their vizier agent, they've turned on, they've got their turned on, their service now. Agent, now. They got seven agents they have in their tech stack, right? And so they're like, We need someone who's dedicated role is to make sure we're overseeing this. And it's kind of like a half off HR operations and half having sort of prompt engineering experience to understand it's a very complete new set of skills that need to exist in the team. Absolutely,
Anindyo Naskar 31:18
I think one of the thing which we which we are really looking in our portfolio, is, how are you actually managing your stakeholders? Because, because that's critical, it's like, what content? How do I prioritize my content? What kind of content goes off the shelf? Because we are in retail, so the interventions are really periodic. It's like very seismic, to be very honest. So it's really, really every week, every week falls through the month and so on and so forth. So you need to be really, really closer to your business in order to understand so more than more than having the necessary skills of training. I think one of the thing which we are really looking is, how are you actually managing your stakeholders? So that's one part second. How is your fluency to get adapted to any technology? We do not know what kind of technology we'll take now, and we do not know what kind of technology we are going to take in the next three years. But how good are you actually looking at technology? There's a very funny way we do that. We also look at people who are playing games, what kind of games they play, what kind of levels they are in, what do they like about the game, what kind of content they look at the games. It's a very funny way of looking at it, but what we are actually trying to get is, how are they looking at the overall, you know, purpose of that, of that technology. Third, I think one of the thing which we really, really started changing, is, how are they looking at data? How are they looking at interpreting that data? Because for us, that is mission, mission critical. How are they looking at consolidating a data at one end? How are they presenting the data? What are the insights and observations they are getting out of these programs? And how does that shape up? We are yet not there, Chris, but we are trying to make a lot of you know, changes in this specific area, apart from you being an amazing facilitator, you being able to understand content, yeah, and yeah. So I think these two or three skills is what what we are looking at being
Chris Rainey 33:34
there, yeah, one of the most we've got kind of like these pre defined use cases and pre defined prompts inside of Atlas. And yeah, one of the most used, which you no surprise, is data literacy. Yeah, yeah. So in the application, we can measure and see kind of what, what all the questions that the HR leaders and their teams are asking a lot around data literacy, AI, of course, etc. But that's kind of like in the top three, the data literacy. No surprise, Chris,
Anindyo Naskar 34:04
one of the thing is that, you know, there's a lot of conversation and seat at the table. Seat at the table. You know that conversation keeps,
Chris Rainey 34:11
still having that one after 20 years,
Anindyo Naskar 34:14
and I've been doing it, it's still mushrooming. I think the context is extremely simple. Actually, talk to the people who are sitting at the seat in their language. And I think data is one thing which is very insightful. It gives you very, very predictive and prescriptive information if you are able to summarize that, it makes life easy for everyone. Yeah,
Chris Rainey 34:40
last question before I let you go, because I could talk to you forever. I know you're still on this journey of the evolution of AI and transformation, but what advice would you give to people that may be just starting their journey? What would be your parting advice to them? Yeah.
Anindyo Naskar 35:00
Okay. One is what looks good may not be good. You need to analyze it from your business context. That is the first piece. So please analyze what is your business requirement, and then fit the technology to the to that context. Do not do it the other way around. That's the first context. Second. If you are actually getting into looking at really changing the technology landscape, please understand that in the next two to three years, it might hit a plateau. So you need to really focus on, what's the what's the road map of the development of that technology? That is really, really critical. If you do not have the visibility of that road map, you have bought a very expensive technology, and you realize that in next two years, the technology is not moving and that then the technology is of no use for you. Yeah, third, speak to a couple of your peers. I think it's really important. It's always good to deep dive and check in if someone is using a piece of technology more than what are the features benefits, talk about challenges and support they require in order to, you know, look at it. And how is it business relevant? Leave it with three thoughts only in this one, yeah,
Chris Rainey 36:26
no, I love all of those. And do you literally just reach out to people? Do you ask the vendor for referrals? Say, Hey, who are some of the other customers? I want to speak to them. Like, how do you approach? Yeah, just literally ask them, yeah.
Anindyo Naskar 36:41
So I do a bit of both. I try to first reach out to my network, which is fairly decent in LinkedIn and across I try to reach out to their network to understand who's currently using a set of technology. Second, I also ask their partners to you know, give me an overview, but my first preference is reach out to people whom you know, who are currently using the technology. I think sometimes the partner,
Chris Rainey 37:13
they feed you the best ones, right? Here's our most here's our most happy customers, right? So I love that's what. That's why I double clicked on that, because I think I'm happy you said it, right you. So don't be afraid to reach out to drop them a message on LinkedIn. Message or network people really want to help, right? So don't be afraid of like, if you see those logos on the website of that partner, you can just message those people on LinkedIn, their heads of learning their HR team, and say, Hey, I'm looking to implement this. What are your thoughts, right people? You'll be surprised how many people come back to you. Yeah.
Anindyo Naskar 37:47
And Chris, there is 111, thing which is really worked. I used to always get input from a peer, like anybody who's ahead of learning, anybody who's head of leadership development, and when I used to get input from them. It was like, oh, it's amazing. The technology is really working fine. I have now changed the entire context. I said, Can you put me to someone who's actually running this for you? Yes,
Chris Rainey 38:11
because it's not there. Yes, that's, that's what I meant earlier, right? Because I'm, you know, I realized early on I'm speaking to the CHROs every day. Obviously, that's who I interview on the show, typically. But I realized they're not the ones using it, they're not the ones, they're not the ones owning the process, right? So I had to kind of go down and figure out, like, Who is the person who's going to be right? You're so right. It's a very different conversation versus having, yeah, it's great. It's going well.
Anindyo Naskar 38:42
It is a chalk and cheese conversation because, you know, it's, it's very, very different, you know, because when you're actually using the technology up front, you are really, really you are. It's open in front of you, you know, what are the challenges? You know, what are the support? So that's one top tip, I would really just don't get to Andy, get to someone who's managing that for Andy. Yeah,
Chris Rainey 39:07
the vendors aren't gonna like us now. But listen, honestly, it was great chatting with you. I appreciate you. Come on the show and we'll do like, a check in, in, like, in like, eight months, and you can tell us how you're getting on. Yeah, be cool to see the on both sides of that as well. But I appreciate you sharing the journey.
Anindyo Naskar 39:26
Always in, Chris, always in. Yeah, thanks for coming. Thanks. Thanks a lot for this. Thanks a lot, Chris. Hey,
Chris Rainey 39:34
that was great, man.