Your Best Quarter Is the Warning
Why your AI dashboard looking healthy might be the most dangerous moment your company faces.
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Long-form essays for leaders who would rather think than react. Drawn from ThinkRoom conversations and the patterns that surface in the work.
38 essays. Originally published on grail.works.
Why your AI dashboard looking healthy might be the most dangerous moment your company faces.
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A confession from someone who sells the one thing he can't seem to keep in stock.
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The data senior leaders use to make their biggest decisions is structurally biased. And the silent majority isn't where you think it is.
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In which researchers pit AI against senior leaders and the wrong side wins.
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Your AI strategy is sending your employees a message about what you believe humans are for. Most companies have no idea what it says.
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What software teams learned about AI that every profession will learn the hard way.
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Let me actually define what "human" means in the context of 'Human Centric AI'.
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In which AI comes for your job and finds it defended by confusion, inertia, and a mortgage.
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When I asked about his strategy, he said three words. "Beat last year." I waited for the rest. There was no rest.
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The hardest prison to escape is not a bad life. It's a good one.
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There's a difference between eliminating waste and destroying the conditions for mastery.
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What ancient wisdom about polarity work reveals about why your organization feels dead.
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The biggest bottleneck in business is shifting. From 'Who can build it?' to 'Who knows what to build?'
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My bet on what consulting becomes when analysis stops being scarce.
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Every civilization-grade technology shift in the past 500 years has been both a speculative bubble and a genuine transformation. At the same time. The bubble funds the revolution.
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When your AI-augmented employees become too fast for the company they work in.
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"You cannot have a strategic discussion about how AI impacts your business unless you have a fundamental understanding of AI." Not expert-level knowledge. Just enough literacy to see what's possible.
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Why your AI investments look disappointing when you're doing everything right.
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How a 3,000-year-old poem explains why your PowerPoint isn't working.
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When everyone optimizes for the same metric simultaneously, the optimization itself becomes the constraint.
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I used to think calling someone "curious" was the ultimate compliment. Turns out I was onto something. Just not in the way I thought.
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If you're in a leadership position and you're not personally using AI for your actual work, you're not just behind. You're actively sabotaging your organization's future.
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Everyone's doing their job well. No one's doing the company's job.
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"You simply cannot have intelligent strategic discussions about AI if you haven't personally experienced its capabilities."
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"People intellectually understand AI can make them at least 30% more productive, but emotionally, their Stone Age brain tells them to wait until someone else has done it first."
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"Those who've had their AI awakening and jumped on the train will be in a completely different place by the end of the year than those who haven't. It will be noticeable. It will be felt."
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What if, in our rush to measure everything, we're actually understanding less?
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"Can I tell you something I've never admitted to anyone? I have no idea what innovation actually means anymore."
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What if our relentless drive to break everything into processes, the very foundation of modern professional life, is about to hit its limit? And what if the path forward is a return to something much older?
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"We need to go in this direction. I don't know how long it will take or how much it will cost."
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"Strategy is a dictatorial game," he said. "It's for an autocratic, frankly kind of assholish leader." I nearly choked on my coffee.
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