Most executives are having the wrong conversation about AI. They’re debating headcount. Calculating how many roles they can eliminate. Building the business case for automation. Running the numbers on labor savings.
How Innovators Stay Ahead of What They Don’t Know
The future doesn’t ambush people. It announces itself, loudly, repeatedly, through signals most leaders are too busy to catch. If it caught you off guard, that’s not bad luck. That’s a failure of attention.
In The AI Era, The Best People Are The Ones Who Can’t Wait To Replace Themselves
Noah Kagan, CEO of AppSumo, just sent a memo to his entire company. He didn’t sugarcoat it. AppSumo had a brutal year, lost teammates, lost revenue, and lost some of the joy. He owned it. Then he said something most CEOs write around in seventeen layers of corporate softener:
AI Is Creating Idle Capacity, Not Innovation
A friend of mine manages a department at a call center that handles bail bonds. Every Friday, she spends about two hours tracking down numbers scattered across multiple Excel files, pulling them into a single report. It’s tedious, mechanical, and completely automatable.
10x More Productive Means 10x Fewer People. Now What?
There’s a question your board is already asking, even if your leadership team isn’t: if AI makes every employee dramatically more productive, what do you need all those employees for?
What I’ve Learned Diagnosing AI Projects Before Building Them
When a client enters an AI engagement, they typically arrive in one of two ways. They know exactly what they want: a custom AI build, an automation, an agent. They’ve seen, read, or heard something. They have a spec in their head.