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

In many organizations, the first step toward AI is surprisingly clear. There is usually a shared sense that something needs to happen. That might mean improving adoption of existing tools, acquiring new capabilities, building a proof of concept, or running a series of targeted experiments. The initial move is rarely the problem.