GEEKing out on employee experiences at LinkedIn

How can you bring together professionals from across functions to propel knowledge management best practice and connections in complex organizations? Digital workplace leader Laurel Dzneladze is doing just that at LinkedIn with the introduction of an innovative group, the GEEK.

Laurel, Digital Platforms and Change Management Leader at LinkedIn, joins host Nancy Goebel for the latest episode of Digital Workplace Impact. She explains more about the power, value and energy of the GEEK – the generating effective and efficient knowledge group – as a key strategic leadership tool for transforming the employee experience.

With a rich career in digital platforms, change management and employee upskilling, Laurel has held leadership positions at Johnson Controls, Whole Foods, Arm and Microsoft. She talks about her career trajectory and continuing professional development, as well as her support for others through Stage Laurel – the approach she takes to networking, speaking with and learning from others in order to thrive and continue to add value.

In a fascinating conversation, the pair also look at AI and Laurel’s perspective on what AI developments mean for digital workplace professionals.

For all this and more, join Nancy and Laurel as they ‘geek’ out, exploring the world of digital workplace leadership.

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Nancy Goebel took over as CEO at the start of 2023. Previously, Nancy was DWG's Managing Director, Member Services, with responsibility for global expansion. Nancy has hosted the Digital Workplace Impact podcast since 2021.


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Laurel Dzneladze currently works at LinkedIn as a leader in Employee Communications & Technology. She is passionate about the role of technology in the employee experience. At LinkedIn she is driving culture and engagement through technology while navigating the intricacies of knowledge and change management in a hybrid environment.

“We're all the people who are working on the projects. There's no executive who's in this group telling us what we should or shouldn't be doing. This was all donated time. This was 10% of each of our time that we were all donating to pulling these parts and pieces together, bringing data forward that they couldn't do before.”


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