On this week's episode of Inside Outside Innovation, we sit down with Tom Bradbury, author of The Culture Project: 30 Days to Reboot Your Organization. Tom and I talk about the changing role of technology in the workplace and how companies can better deliver value by aligning culture with technology decisions.Inside Outside Innovation is a podcast to help new innovators navigate what's next. Each week, we'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. It's time to get started. Interview Transcript with Tom Bradbury, Author of The Culture ProjectBrian Ardinger:  Welcome to another episode of Inside Outside Innovation.  I'm your host, Brian Ardinger and as always, we have another amazing guest. Today we have Tom Bradbury. He is author of a new book called The Culture Project: 30 Days to Reboot Your Organization. Welcome Tom. Tom Bradbury: Hi Brian. Thanks for having me today.Brian Ardinger: Hey, I'm excited to have you on board. Our friends at Sense and Respond, Josh and gang, connected us about your new book that's coming out. You're a two-time founder, a technology advisor, author of this new book. You've spent about 20 years of your career focused on workplace technology assessments and how do people use that.  What have you seen in the last 20 years in workplace technology and how did you decide to write a book about culture? Tom Bradbury: Great question. Thank you. So, Brian, for a big chunk of my career, 18-19 years, I owned a business, Labrador technology, before selling it to a great competitor in that space. But what we did was help design and manage technology as part of workplace transformation projects. Mostly connected to real estate transactions.  i.e., A lease comes up, we're building out a new workplace and we would design all the connectivity and all the AV in the boardroom tech for these companies to leverage in their new spaces.And for doing that for some of the biggest global brands out there, we ran into a lot of different scenarios and a lot of different approaches. But one thing was for sure, that the design and construction process had such a gravitational pull from a budget perspective, and a resourcing perspective, that the decisions around investing in technology weren't as strategic as they should be or could be. Right. So, I would see and hear these discussions about Pepsi, Unilever, BNP Paribas, Alliance Bernstein, Bridgewater Associates, where they were going and how they wanted to represent themselves with this new workplace. But some of the technology discussions or that thread of the project didn't always match the same level of strategy as some of those other conversations.So the final handful of years of me owning Labrador Technology, what I did was create a methodology to go in and understand an end-user's reality of what it's like to use technology at whatever organization they work for. And I would overlay that with either a direct experience interviewing executives on where they were taking their business, right, or some material that was released in a board meeting or what was presented at the start of the mission of a new workplace. And I'd get a sense for where the executives were trying to go and what they were trying to accomplish. And then I would talk to it and in some cases, HR, to get their perspective on technology and its importance within a business. And I'd lay those perspectives over each other. IT, HR, employee experience, and executive senior leadership's perspective on where they were going. And there was a hundred percent of the time, there was always a mismatch in each one of those realities and what they were seeing. So, I really started to set out and say, what's driving how people invest and how they enable internally technology. And it connected. And I m