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Gareth Jones
Proven operator with a passion for People and Technology
Gareth Jones is the Chief Product Officer at Thomas International, a global talent assessment provider. He has a rich background in HR technology and product innovation, having held various leadership roles over the years.
Professional Background
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Current Role: As Chief Product Officer since January 2022, Gareth is responsible for leading product and innovation strategies at Thomas International. His focus is on enhancing the company's assessment platform, which serves over 32,000 companies across 60 countries and 56 languages.14
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Previous Experience: Before joining Thomas, Gareth was with The Chemistry Group for nearly five years, where he served as Chief Product and Technology Officer. In this role, he emphasized data science to innovate in talent assessment.12 He also held the position of CEO at Headstart, a company focused on diversity in candidate screening.1
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Early Career: Gareth's career began in traditional HR roles before transitioning into technology and product development. He has experience in executive search and has worked with various startups to enhance their market positioning and product offerings.3
Education and Recognition
Gareth holds a postgraduate qualification in HR from the University of Portsmouth. He has been recognized as one of HRZone's "Culture Pioneers" in 2021 for his contributions to building strong organizational cultures.23
Vision and Goals
In his role at Thomas International, Gareth aims to leverage innovative technologies to improve how businesses understand and manage their workforce. He believes that investing in human potential is crucial for organizational success.14
Highlights
Time to dust of my 'crappographic'
Now we are roughly a year past the initial froth around LLM's, which brought renewed attention to AI, I thought t was time to revisit my 'crappographic' - a non technical and unapologetically personal view of how innovation embeds itself into the world of work. I've been updating this since 2010.
The following things occur to me when I look at the image:
✳️ Each wave of innovation emerges from the exhaust of the previous. The connected economy (Internet) grew from personal computing, the collaborative (social) economy grew grew out of the connected economy. The predictive (Data) economy grew out of the collaborative economy and so on
✳️ The innovation happens when no one is looking. By the time the innovation is in the public consciousness and in the hands of the vendors at the various events, its old news. The innovation that drove the solutions typically started 5+ years before
✳️ If you can imagine what AI will drive in 2030, you are not trying hard enough. For sure it won't be a suite of LLM's delivering perfectly formed content. Elements of what we see now will be in there, but the innovators are looking at it through a completely different lens to you & I and the current incumbents
✳️ Incumbents are rarely the innovators. Open AI is 8+ years old. Now they do have Sam Altman and it seems they have it all cornered. But bet your bottom dollar that a bunch of folks you have never heard of are likely, right now, creating something significant that will drive the agenda in c 2030. PS. New innovators often get gobbled up by the incumbents
✳️ We are right in an innovation hot spot. Innovation spots occur as the last wave settles into BAU. New companies and entrepreneurs, unshackled by the frame of the present, are currently playing around with technology to solve a problem you didn't even know you had.
✳️ Accessibility counts. It even trumps value in this vacuous, hype hungry world. Users flock to something in massive hoards these days and accessibility is the key. However, accessibility is no guarantee of sustainability.
Where do you think we'll be in 6 years?
#innovation #AI #AIinHR #Future #Predictions
This is worth a listen. WSJ podcast reviewing Bill Anderson's approach to turning Bayer around. Worth following to see if they can deliver on this. It's only snippets of Bill in the podcast, but i just heard this:
"Our people, if you look what they're doing outside of work, they're running a family. They're involved in their church, they're involved in their community, they're organizing, you name it, they're doing stuff. They're taking responsibility. They're owning decisions. This is not a foreign concept to them. They've gotten educated in great colleges and then they come to an office where they're basically given this little job and like, "Oh yeah, you don't make decisions." And so that no wonder people are so disillusioned with corporate life."
I've thought this for decades, and others too I'm sure. And So did ricardo semler at Semco. He said the same thing in a Harvard article in 1989 (In comments) - thats 35 years ago. 35 years!! This is the real issue in people and talent management. Worldwide, leadership has failed to grasp this and it's a crime.
Chip Cutter then goes on to sum up Bill's view: "His view is that people want to feel like they have progress in their career and they want to feel that they can get something done. That is his belief that basically people are incredibly inventive and creative and smart. They know what needs to be done."
My team did a huge bit of research on work in 2023 as the foundation for our new product vision, talking to every level of employee in organisations, from individual operator to CXO's. And the single biggest signal that came out loud and clear?
People just want to make progress. Think about that for a moment...
cc Perry Timms
#people #progress #selfmanagingteams #hr #leadership
