Finance 101 says diversification — holding a broad range of investments from safe bonds to growth equities — is the best way to reduce your risk and maximize return. So why is your AI strategy all municipal bonds?

AI adoption is plateauing. I analyzed 5,000 anonymous survey responses looking for the culprit. I found it. And it's not what I expected.

A senior executive called to tell me my talk was "one of three ingredients in the best idea I've ever had." That almost never happens. Here's why it should.

89% of HR leaders believe AI will impact jobs next year. Only 67% say it's impacting work now. That 22-point gap between belief and action is where companies go to die.

If your board members haven't personally experienced what AI can do, they cannot exercise their fiduciary responsibility. Fiduciary duty used to mean financial oversight. Then it expanded to include strategy, risk, culture. Now it includes imagination.

Everyone's “exhausted” by AI talk, or at least, that’s what I’m hearing. But there’s a more nuanced undercurrent. When I asked a room full of executives to show me what they'd actually built, everybody froze. That's not fatigue. It's something else entirely.

Standing in my hallway surrounded by broken glass, I asked AI for 10 terrible ways to respond. What came back changed how I think about parenting—and about AI.

Here's what I've noticed over the past year. (And yes, I include myself in this.) Leaders are really good at telling their teams to embrace AI. They're much less good at embracing it themselves.

A generation ago, you had to be independently wealthy to have access to intelligent assistance. Not anymore. I’ve got a team of advisors at my fingertips. And so do you.

Your organization spent years building innovation capability. Now AI arrives, and folks ask: 'Should we keep investing in creativity, or redirect that budget to AI tools?' The answer will determine whether you dominate the next decade—or get left behind.