Essays

How deciding what software owns, pricing each decision and scoring one shared profile turn scattered AI program warnings into decisions made in time.

Why the most innovative teams are the ones most disciplined about how work flows, and why they learn it by playing

How an organization can coordinate without central control, and why the answer is designed structure that people make their own

Why the strategic plan so often stands in for strategy, and the three moves that let planning serve it again.

How a community evening moved people from fear of AI to judgment about it, and the format to copy.

How a founding team turned a plan that got funded into a strategy made in the playing, told by the merchant who built it.

Seven capabilities, seven conditions and twenty-seven questions that locate where market knowledge stops reaching decisions

The constraint in software organizations has moved from engineering to product management, and four practices decide whether strategy reaches the work

Seventy years of AI summers and winters, Carlota Perez's model of technological revolutions, and why the present boom looks like a turning point.

Why a sixty-year-old critique of artificial intelligence still matters to every leader delegating judgment to software