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.

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.

Satya Nadella, Brice Challamel, Garry Tan, and Andrej Karpathy agree: you just took on a new role at work, but nobody told you. Most people don't even know it yet. Are you one of them?

What if the most powerful AI leadership move isn't answering your team's questions, but asking them one simple question instead? Five words that build capacity, create permission, and get you out of the bottleneck.

Last email: did AI help? Last presentation: did you get AI feedback? Last difficult conversation: did you practice with AI first? If you're answering "no" to most of these, you're not behind on AI adoption. You're committing professional negligence.

If the MIT study of AI failure rates surprised you, you need to update your priors. Innovation is about shots on goal, not perfect plans. Time to recalibrate how many attempts you’re making.

Most leaders think credibility comes from having all the answers. In the AI era, it's the opposite—credibility comes from admitting you don't know and doing something about it. Here's how to become the kind of leader who can actually drive organizational change instead of just demanding it.

Most organizations don’t fail at AI because of the tech. They fail because leaders reward critique over curiosity. Here’s how to flip the script before your next breakthrough dies in the room.

Last week, I ran an innovation workshop for the thousandth time. But this time felt different. Every time I noticed that familiar moment where teams hit cognitive quicksand—where I'd normally say "this is the hard part, push through it"—something clicked. This is exactly when AI should step in.

In five years, no one will care how many people logged into ChatGPT. They'll care about who used it to transform their work. The organizations that understand the difference between more use and better use are quietly outperforming their competitors-while everyone else celebrates meaningless "adoption" metrics.

A recent study by American Management Association revealed that 58% of professionals feel "behind" in their AI adoption journey. While most folks know me as "the Beyond the Prompt guy," here's what you might not know: I struggle with this stuff too.

Last week, Shopify CEO Tobi Lütke released an internal memo that's been making waves. My take: this isn't just another tech CEO jumping on the AI bandwagon. It's the clearest articulation I've seen of a principle I've been exploring the past 18 months: the greatest risk with AI isn't failure—it's inaction.

When organizations think about AI transformation, they immediately focus on technical roles: data scientists, developers, prompt engineers. But what if the most important AI role in your organization requires zero technical expertise?

Behold the great AI measurement delusion: Organizations tracking usage metrics are missing the only thing that matters—impact.

More use isn't better use. Better use is better use.

Last week a CEO asked me the same question I hear from every executive: 'How do I get my team to use AI?'

My answer shocked him.

Deeply practical guest post by former NCAA and NFL punter, now tech executive, Zoltán Meskó. I met Zoltán at Stanford’s annual Campbell Trophy Summit last summer, and he stayed in touch, telling me all the cool stuff he was trying - check out how AI is changing the way he works.