Insights

Provoke Media - September 4, 2026 AI companies are facing a growing gap between the promise of the technology and how the public perceives it. This article argues that ambitious predictions, sweeping manifestos and highly visible founder personalities can make that gap even wider when they feel disconnected from people’s everyday concerns. For technology companies operating in high-stakes environments, credibility matters as much as innovation. Building trust requires leade

CIO.com - July 13, 2026 AI is helping companies move faster, streamline operations, and reduce costs, but those efficiency gains are only the starting point. The bigger question for leaders is what they do with the capital and capacity AI creates. The article argues that companies should deliberately reinvest those gains in the capabilities that can create longer-term value: better tools, stronger governance, employee skills, and more connected operating models. Rather than

July 2, 2026 - MIT Sloan Executive Education The big shift with agentic AI is that we’re moving beyond asking “What can AI do?” to asking “How should our organization work differently because AI can do it?” The article argues that impressive demos and pilots are no longer enough. As AI systems begin to pursue goals, make decisions and act on an organization’s behalf, leaders need to think about the broader design of the enterprise—not just which tools to deploy. That means

May 6, 2026 - INSEAD Knowledge When you’re tackling a transformation that hasn’t been done before, waiting for a perfect roadmap can become an excuse for not moving. The INSEAD case study makes a useful distinction between problems that can be solved with a proven plan and adaptive challenges, where the path has to emerge through experimentation and learning. The first step is accepting that uncertainty is part of the job—and asking what happens if you don’t change. That do

March 20, 2026 - World Economic Forum The business environment isn’t getting simpler. Strategy leaders are dealing with geopolitical uncertainty, trade fragmentation, AI disruption, energy pressures and workforce changes—all at once. The takeaway? Companies can’t rely on long-term plans that assume the world will stay relatively stable. They need to be able to adapt quickly while keeping a clear sense of where they’re going. AI is a good example. The challenge now isn’t sim

March 14, 2026 - World Economic Forum The old model of strategy—set a five-year plan and work steadily toward it—is becoming harder to sustain. With geopolitical shifts, AI, energy volatility and other disruptions constantly changing the environment, companies need to treat strategy as something they continually revisit and adapt, rather than an occasional planning exercise. That also changes how leaders make decisions. When there’s high confidence in a particular direction