Unite 24: Kaz's top 3 takeaways

After helping to shape the agenda, I had unique insights into the themes we'd explore across keynotes, expert panels, and thought leadership sessions. But no conference script can predict which moments will have attendees frantically capturing slides or sparking conversations that extend well beyond the session rooms. These are the takeaways that not only resonated during the event but continued to fuel discussions at the after-party and across LinkedIn weeks later.

Takeaway 1: Organizational Velocity landed big

Unily CEO Chris Ciauri opened Unite 24 with a statement that initially raised eyebrows: Employee engagement is not enough. Chris evidenced that in today's volatile business landscape, merely connecting employees to mission and purpose won't cut it - Organizational Velocity is the new imperative.

It was a risky move. After all, how do you tell a room full of EX leaders that their go-to success metric might be limiting their potential? But here's the reality: despite years of engagement initiatives and large employee listening programs, the needle hasn't moved significantly on engagement scores.

The audience's response? Engulfed and then enthused.

Why? Because Organizational Velocity offers what engagement alone cannot:

• A holistic framework to create high-performing workplace cultures
• Clear pathways to unlock overdue EX investment
• Tangible business value that resonates with the C-suite

Engagement isn't dead - it's foundational, “the tip of the iceberg” as Chris called it. But in 2024, it's table stakes. The future belongs to organizations that can adapt and move at speed, powered by employees who make it happen.

We quickly got to hear how disruptor brands Skims and Good American put this into practice. Keynote speaker Emma Grede highlighted that real success comes from building inclusive, engaging workforce with radical honesty and transparency. “Employees can be a superpower” and are an internal gauge for your business health.

To read more about the fundamentals of Organizational Velocity, we’ve penned a blog with more detail on the topic:

Takeaway 2: The EX Super Team is real

For the first time in Unite's history, we witnessed a seismic shift in attendee demographics. Beyond our core Internal Communications leaders , we saw titles that would have been unthinkable just a few years ago:

• VP Engagement Optimization
• Global Technology Director
• VP Innovation
• Digital Strategy Director
• Director of Knowledge Management Sta
• VP Talent Acquisition
• Head of Development & Culture

What's driving this diversity? The recognition that exceptional employee experience doesn't live in silos - it thrives at the intersection of HR, IC, and IT.

This wasn't just visible in our attendee list. Our "Building an EX Super Team" panel showcased three internal comms professionals who've transformed their roles from support function to strategic cornerstone. Their secret? Breaking down traditional boundaries and positioning themselves as trusted advisors who truly understand both employee needs and communication best practice. This approach has found many with greater influence as leaders see IC leaders having a more profound impact on organizational success.

Takeaway 3: Employees want the Human Deal without extra noise

While the internet buzzes with surface-level debates about hybrid work and Gen Z preferences, Unite 24 elevated the conversation to deeper, more complex topics, such as the employer’s role in employee happiness, using AI to improve wellbeing, and promoting radical honesty from leaders (some might call this a “no-BS” culture – which is what Advita called the unofficial theme of the conference).

EX leaders left with a fresh perspective on their roles and responsibilities in delivering the “Human Deal” for enterprise employees, a Gartner model for explaining the new employee mindset. The model touches on how the next generations prioritize deeper connections, personal growth, radical flexibility, and shared purpose with 34% of millennials said to have turned down employers that do not align with their values (Deloitte). The topic that gained most attention as part of the human deal was ‘holistic wellbeing’ with many shocked at the impact of digital noise on employee wellbeing.

New Unily research found that 59% of employees feel digital noise contributes to workplace stress - a figure that rises to 71% among managers. This is especially concerning as managers play a critical role in driving team engagement. If they’re struggling, it’s likely to exacerbate well-being issues across the organization.

Mo Gawdat even singled out the state of stress in enterprise workplaces in his keynote. “Stress is like running from a tiger – imagine we are putting our teams through this all the time. The problem in the modern world – there are no tigers there are just emails”.

It’s no surprise that since COVID, organizations have rapidly digitized to meet new work demands, but few have stepped back to reassess their strategies with a fresh perspective.

A key takeaway from Unite was the need to strike a balance by designing digital workplaces more intentionally. Our well-rounded EX Super Teams must come together to create a digital ecosystem where productivity and wellbeing can coexist rather than compete. Many attendees felt digital noise was the hidden factor stifling both productivity and wellbeing. Organizations that succeed in quieting digital noise will thrive in this new era of work. Those that continue to spam employees round the clock to increase view rates and fail to take this seriously may face legal consequences, as seen in the “right to disconnect” policies emerging in countries like Australia, the UK, and Germany.

Looking Ahead

Unite 24 wasn't just another conference - it delivered a new take on business transformation with EX leading the change. As we move forward, one thing is clear: the organizations that will succeed are those bold enough to challenge conventional wisdom, unite diverse perspectives, and put human wellbeing at the center of their digital strategy.

The question isn't whether to evolve - it's how fast can we make it happen?