Why admitting you’re wrong early is a leadership capability, not a weakness BlackBerry famously asked: “Who would ever want a phone without a keyboard?” It wasn’t a dumb question. It was a reasonable one, grounded in everything that had worked before. BlackBerry dominated enterprise communication. Physical keyboards were a genuine

What incentives, leverage, and fear really have to do with AI adoption “People don’t resist AI because they fear technology. They resist it because they don’t trust what success will cost them.” That sentence tends to land because it reframes resistance as something rational rather than emotional. For a long

Why AI adoption scales like good leadership, not good mandates “Arouse in the other person an eager want.” — Dale Carnegie, 1936 While we spend a lot of time talking about new operating models, the dawn of AI, and the behavioral patterns of younger generations entering the workforce, it might

The most valuable uses of AI are rarely dramatic Over the last years, working closely with front-office teams across product, commercial, and leadership roles, one pattern has repeated itself with almost boring consistency. The most valuable uses of AI rarely look like replacement. They don’t show up as jobs disappearing

In many organizations, the hardest part of tackling something new isn’t the challenge itself. It’s unlearning what used to work. I’ve seen leaders genuinely excited to take on new problems, new markets, or new technologies, while still relying on habits, operating models, and incentives that were shaped in very different

Over the past few years, I’ve been asked one question more than any other: “What can we do with AI?” It’s an understandable question. AI is powerful, visible, and evolving quickly. But it’s also a misleading starting point. Like a hammer looking for a nail, it tends to create activity