The thinking
Cognitive Transformation is the flagship thesis. Everything else published here develops it: the operating model, the governance, the pace of change, who owns the redesign, and the wider threat environment every operating model now runs in. Read together, it's one continuous argument, not a stack of individual papers.
From Digital Transformation to Cognitive Transformation
Sets out the four pillars: augmented decision systems, institutional memory as a system, human-AI teaming and new operating rhythms, and leadership and governance.
Read: Digital Transformation to Cognitive TransformationIntelligent Ops
The gap between AI adoption and AI impact is not a technology problem. It is an operations design problem.
Read: Intelligent OpsThe Rubber-Stamp Problem
Blanket human approval is control theatre. Better oversight routes human judgement by consequence, reversibility, uncertainty, and threshold breaches.
Read: The Rubber-Stamp ProblemThe Half-Life of AI Strategy
An AI strategy is not a plan you execute but an adaptive system you run: fix the direction, and run the assumptions beneath it as a dated, revisable portfolio of bets.
Read: The Half-Life of AI StrategyThe Modern COO
Once part of the workforce is software, the binding question is not who owns AI but who owns the redesign of work, and that mandate sits with the operating leader rather than the technology leader.
Read: The Modern COOThe Commodity Attacker
Frontier AI collapses the cost of finding and weaponising software flaws, so patch and exposure timelines calibrated to scarce attacker skill now fail, and the recalibration belongs to the board.
Read: The Commodity AttackerKeep reading
The newsletter carries the same thinking forward each week.