Liberty IT’s Emma Mullan explores how modern organizations can cope with the changing and evolving workplace.
Emma Mullan is senior director of talent at Liberty IT, leading the human resources and communications function. His core focus is on shaping culture and fostering an environment that supports innovation.
“Change is about driving and managing change, and my priority is to make as much certainty as possible so that people focus on opportunity rather than fear,” Mullan told SiliconRepublic.com.
He explained that the organization looks at major change as a collaborative effort, mapping the impact and developing a core culture for people first.
He said: “When people feel safe to ask questions, explore, learn from each other and share information, the ability to continuously grow – which is important as the pace of change accelerates, especially with AI. To make this culture visible, we launched the Culture Playbook and the Culture Stars program.”
“The Cultural Playbook defines our purpose and the behavior that guides the way we work together, how we collaborate, share knowledge, support each other and continue to raise the level with quality as skills and technology improve.”
Can you discuss the latest programs or initiatives introduced at Liberty IT?
A good example is our GenAI Learning Mission, which is a curated collection of events and resources to help everyone at Liberty IT navigate, share and thrive in an AI-augmented workplace. It is designed to support our transformation in a practical way, by building the skills we will need tomorrow, while reinforcing the culture and values that matter today. It creates clear learning paths for different roles and starting points and importantly, not just for developers. With tools like LibertyGPT and Microsoft 365 Copilot, GenAI is essential for every organization, so our goal starts with basic skills for everyone to include advanced skill development for many of our developers.
It also supports the transformation of concepts. Big change isn’t about learning new tools, it’s about learning and implementing new ways of working. With the rapid development of GenAI, skills such as critical thinking, flexibility, curiosity and creativity are more important than ever. That’s why we invest in leadership and group discussions, so that people feel supported to ask questions, explore and learn by doing.
How do cultural programs help build current and future skills?
Culture-centered programs support positive employee experiences and can make skill development a reality through day-to-day practice. Leaders play an important role in creating a culture of learning in their teams to encourage time for learning, sharing and innovation. Over the past year, we have focused on giving our leaders the tools to manage change themselves and lead their teams through change.
We have always relied on the human factors of transition and by supporting our employees in this way, we have created a safe environment for learning and continuous development, preparing them to learn the skills they need today and tomorrow. As a culture, we encourage mobility as part of supporting skill development. We fully support the movement between teams, whether that is scalable opportunities, joint projects or switching to emerging areas like GenAI, people can build knowledge and skills in real-world situations. In the long run, that creates a workforce that is resilient, more engaged and better prepared for whatever skills are needed in the future.
What is your advice to technology leaders looking to strengthen culture during a time of change?
Leaders shape culture by what they prioritize, what they reward, and what behaviors they model every day. During change, people need clarity and consistency, clear guidance on what’s changing, why it’s important, and how teams are expected to work together as priorities and tools evolve. A big part of a good culture today is allowing for the development of skills in the future.
Leaders need to create an environment for learning in the workplace, encourage knowledge sharing, and invest in mindsets that enable adaptability, curiosity, critical thinking and the confidence to try new ways, especially as AI becomes more mainstream. It is also important to recognize the human reality of change. Change can bring uncertainty, so actively listening and engaging teams in shaping solutions builds trust and resilience. When leaders practice learning by doing, celebrating progress and removing barriers to collaboration, culture becomes an effective support system, not just a set of values.
Over the next 12 months, what do you predict about the employment situation?
The industry will continue to be heavily influenced by the acceleration of AI. Organizations in many sectors are increasingly looking for talent with experience in this emerging technology, a capability that is currently lacking in scale. This will intensify competition and require organizations to hire potential, rather than experienced, candidates. As roles continue to evolve, more emphasis will be placed on core, transferable skills such as problem solving, communication, collaboration and adaptability. People who demonstrate growth mindset and curiosity about emerging technologies will always be in high demand, as job titles and technologies continue to evolve.
In the short term, we also see risks from the market. Reduced demand for entry-level technical roles, driven by market uncertainty, could create a future shortage of experienced talent, as fewer young professionals are given the opportunity to enter and grow within the industry. To respond effectively, organizations will need a balanced approach. At Liberty IT, this means combining targeted recruitment of key talent with continued investment in developing our people and rethinking how we grow entry-level talent.
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