Most CEOs are playing AI like a defense game. Automate the reports. Trim the headcount. Speed up the support queue. Squeeze a few more points of margin out of the existing business. Check the AI box. Move on.
Tag Archives: Creativity
When Anyone Can Ship an App, the Product Is No Longer the Moat
AI tools like Lovable, Bolt, Vercel, and Replit have done something remarkable: they’ve made software creation nearly frictionless. A founder with an idea and no engineering background can have a working app in twenty minutes. A competitor can replicate your core feature set by Friday afternoon.
The Customer Should Always Have A Seat At The Table
I was in a meeting when I realized what was happening. The team was excited. Animated, even. Talking over each other about tools, models, infrastructure, and new capabilities. Someone kept using the word “cool.”
AI Didn’t Make These Skills Important. It Exposed Who Skipped Them
The economy spent 30 years rewarding the wrong skills. AI just sent the invoice. Suddenly, everyone is talking about taste, critical thinking, creativity, and adaptability. Not because they’re new. Because their absence is now visible.
The Illusion of Skill
For a long time, you could build a business on execution. Follow the process. Produce the volume. Repeat what worked last quarter. The economy rewarded output, but producing it was hard.
Now it isn’t.
AI writes faster than your team. Analyzes faster. Drafts faster. Generates more variations in an hour than your best person could in a month. Output is no longer the constraint. Judgment is.
What Happens When You Skip Judgment
Imagine a mid-sized marketing agency, call them a client, I’ve seen a version of more than once, that gets excited about AI-generated content. They 10x their output overnight. Blog posts, social copy, email sequences, proposals; volume they never could have produced before.
Six months later, they’ve lost two anchor clients. The feedback: “Your content all sounds the same. It doesn’t feel like you anymore.”
They weren’t technically using AI wrong. They were using it without taste.
They became what I call a slop cannon, flooding the market with content that is technically competent but entirely forgettable; average ideas, average voice, average decisions, at scale.
AI didn’t cause this. The absence of judgment did. AI just made it faster and more visible.
The Four Skills That Actually Matter
1. Taste: The Multiplier of Abundance
When AI can generate 100 options in seconds, the differentiator isn’t generation. It’s selection. Taste is the ability to recognize what’s excellent, and to reject everything that isn’t, even when it’s good enough.
Without taste, AI turns you into the agency above. With taste, AI becomes a force multiplier. The difference isn’t the tool. It’s the eye and mind behind it.
As an executive, your taste now sets the ceiling for everything your team produces with AI. Raise the standard, or the slop multiplies.
2. Critical Thinking: The Filter in an Age of Plausible Nonsense
AI doesn’t just produce answers. It produces convincing answers. Sometimes they’re incomplete. Sometimes biased. Sometimes wrong in ways that only become obvious six months later, in a flawed strategy, a missed risk, a contract with a subtle error.
The leaders who accept AI outputs uncritically will make faster, worse decisions. The ones who interrogate, challenge, and refine outputs will make faster, better ones.
Critical thinking isn’t about knowing more. It’s about thinking better than the tool you’re using.
3. Creativity: Beyond Pattern Completion
AI is extraordinary at pattern completion. It learns from what already exists and produces sophisticated variations. What it cannot do is decide that the pattern itself is wrong.
Creativity is pattern disruption, seeing what isn’t there yet, recombining ideas in ways that open genuinely new possibilities. The companies that win won’t be the ones using AI the most. They’ll be the ones imagining what AI makes possible that wasn’t before.
That vision has to come from someone willing to think beyond precedent.
4. Adaptability: Updating Your Model of Reality
What worked three years ago may not work today. What works today may not work in 2027.
The executives who struggle aren’t the ones who lack intelligence. They’re the ones who are emotionally attached to the strategies that built their previous success. Adaptability is the willingness to let go of certainty, to experiment quickly, to update beliefs when evidence changes, and to rebuild around what’s now possible rather than to defend what used to work.
The rigid get disrupted. The adaptive set the new terms.
The Real Shift
AI is compressing the distance between average and excellent. Production is automated. Information is abundant. Execution is commoditized. What remains genuinely scarce and therefore genuinely valuable is judgment.
Taste. Critical thinking. Creativity. Adaptability.
These aren’t AI-era skills. They’re human-era skills. They’ve always been the foundation of durable competitive advantage. AI raised the stakes. The leaders who treated them as optional now face that bill.
The New Advantage
The future doesn’t belong to those who use AI. It belongs to those who combine AI with refined judgment, who generate faster and make better choices, who move quickly and think clearly.
AI didn’t create the need for these skills. It exposed who developed them, and who never did.
The gap is widening. Which side are you on?
AI Is an Engine for Value Creation. Most Companies Are Using It as a Band-Aid
Here’s the premise: Value Creation > Cost Reduction
The promise of AI is that you will be able to do more with less. And that “less” means fewer people. This is true, but it’s not the full story. Most companies obsess over cost reduction. Fewer employees. Fewer tools. Fewer expenses. They think efficiency is the path to winning.
AI Isn’t Leveling the Playing Field; It’s Tilting It
Everyone says AI is the great equalizer. That it gives everyone the same shot. They’re wrong. I’ve spent eight years building AI companies and the last two helping businesses implement AI. Here’s what I’m actually seeing: AI is creating the biggest capability gap in modern business. And most companies are on the wrong side of it.
What Have You Failed at This Week?
Nobody likes to fail. Yet most people, and most companies, claim they value learning. There’s your problem right there. Real learning comes from trying things with high uncertainty. And high uncertainty means frequent failure. You can’t have one without the other.