Thinking
Writing for executives on the problems that are live now. Each piece argues a position rather than surveying the field, and says what follows from it.
How this writing is researched, sourced and verified: editorial method.
The development nobody designed
Junior work produced capable people as a by-product, not as a design. AI has removed the routine work that quietly did it, and what it exposed is how little deliberate development sat underneath. Building it on purpose means treating instruction as a discipline, not a disposition.
The difference you paid for
Acquirers are buying capabilities they cannot build, then handing them to an integration function whose job is to remove difference. A capability is not an asset and does not transfer with the entity, so the plan for a capability deal is mostly a list of what you will not touch.
Owning the outcome
On the senior judgement that carries consequential work through to a result.
- 01In an AI world, your thinking matters more
- 02Appointing for the hard partOn the difference between putting someone in charge of a programme and giving it someone to lead it.
- 03The unowned gapOn why sound strategy and competent delivery still fail in the space between them.
- 04The difference you paid forOn buying a capability, and the integration plan that quietly removes it.
- 05The development nobody designedOn why building capability was always assumed rather than designed, and what has to change now the work that quietly did it has gone.
Making Innovation Work
On why enterprise innovation programmes fail, and the discipline that makes them work.
Venture building
On building new things that survive contact with a real market.
On AI and what it needs to know
Four pieces on why AI assistants keep falling short on business-specific work, and what the fix actually looks like.
The business of AI
On the economics and practice of enterprise AI, beyond the autonomy story.