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Always having heard that PCA Conferences are a blend of interesting technical and marketing presentations in a congenial atmosphere in the pleasant environment of the Runnymede Hotel, Egham, Surrey, and having attended my first such event on 21–22 September last, I can now confirm that this is indeed the case. The Thames‐side location has obvious attractions, but it was more the feeling of camaraderie that prevailed among the 110 delegates which added to enjoyment of the two‐day conference.

The coronavirus disease 2019 (COVID-19) pandemic has caused unprecedented health, economic and social ramifications. Cumulative stressors for healthcare organizations during the pandemic have an impact on the morale of the workforce. The impact of magnified health disparities with ongoing disproportionate loss of lives of people of color combined with the racial injustices has left many colleagues and communities traumatized and seeking solutions. This is a moment in time for organizations to lean into the strengths of their diversity leadership to strengthen a culture of inclusion and build resilience for their employees.

The authors use an organizational case study to describe the initiatives and experiences related to fostering a culture of inclusion and belonging at an academic health center during the initial epicenter of the pandemic.

The authors weekly community building virtual cafes, leveraging funding for diversity initiatives and visible ways to showcase the work of colleagues have been feasible, sustainable and had positive outcomes. Similar processes may assist other institutions and organizations seeking to enhance efforts for inclusion while distancing.

Strategies described are generalizable but the authors report on one organization's experience.

Intentional strategies that help build a deeper sense of community are essential for institutions during the disruption of pandemic related physical distancing. Inclusive decisions anchored in equity and inclusion as core institutional values will be essential to sustain resilience as the authors seek to build the new “equitable” normal.

Gives the background to human resource planning (HRP) and argues that HRP tools are still an essential management requirement. Looks, therefore, to HRP tools that are not so mathematically complex as to be of little use to the average practitioner. Provides an approach which harnesses modern spreadsheet technology to implement the previously esoteric tools of analysis ‐ “holonic modelling”. Holonic modelling recognizes that computer power and the flexibility of software packages allow problems to be structured in a flexible manner. Goes on to demonstrate the use of holonic modelling in the context of HRP.

The purpose of this paper is to highlight the potential of digital transformation and innovation opportunities for intelligence analysis. Its focus is the development of individuals to exploit data and information technologies to better understand and counter organised criminal networks.

The methodology adopted consisted of an extensive literature review and interview with practitioners in digital technology and transformation focused on intelligence, crime and terrorism, plus practical experience and field study.

Phenomena including the World Wide Web, social media and interconnectedness are influencing all aspects of human activity. Effective digital transformation, focusing on data, information technologies and people bestows significant competitive advantage upon those who have transformed. Applications are making previously complex processes and tasks easier for individuals to understand and exploit. An activity-based intelligence (ABI) model provides a platform for intelligence transformation. ABI provides a foundation from which to better fuse and share data to understand and resolve complex human (wicked) problems. To counter increasingly fast-moving organised crime networks, law enforcement needs to quickly transform.

This paper serves as a guide to alert and educate law enforcement professionals of the potential of digital transformation and associated evolving intelligence processes. It offers an appreciation of the nature of organisations, and the role of innovation within those organisation, required to better appreciate and tackle complex, human network challenges such as organised crime. It reveals the emergence and importance of an increasingly applications-based culture and the potential of this culture to simplify and exploit previously complex, expert-based processes.