I Run a Strategy Firm. I Don't Have a Strategy.
A confession from someone who sells the one thing he can't seem to keep in stock.
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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.
37 essays. Originally published on grail.works.
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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