Boards Need a New Approach to Technology
Most boards treat technology as a risk to be managed rather than a strategic lever for growth.
Despite the pace and breadth of technological disruption, boards (and management) are still largely reactive. Being focused on cybersecurity and digital transformation rather than proactive in spotting value add and innovation that could redefine their business models. This defensive mindset leaves massive value on the table, especially in manufacturing and professional services.
In short: The real risk isn’t the technology, it’s the board’s tunnel vision.
Sustained Value Creation: The Test of the Best
From the Bain report, Only 1 in 11 companies managed to grow both revenue and profit consistently over the past decade. Despite all the strategy talk and transformation efforts, very few companies actually deliver on both fronts in the long term. Even among top performers, sustained, balanced growth is the exception and definitely not the rule.
My translation: Consistency is the ultimate competitive advantage.
The Post-Performance Review Guide No One Talks About, Part 1
Having sat through some reviews lately, here is what I have observed from top performers:
The real value of a performance review often reveals itself after the conversation ends. Allison McMillan points out that people tend to rush past the discomfort of feedback, but the most meaningful growth happens when you take time afterward to reflect, sit with your reactions, and intentionally choose what to act on.
It’s not just about what was said in the room, it’s what you do with it after you leave. So my suggestion is to have a plan, and to circle back with your reviewer(s) and tell them what you heard, going to do and how you are going to make a difference.
In essence: Your review isn’t done when the meeting ends, it’s just beginning.
The Cybernetic Teammate
What you need to know: "AI augments human capabilities" - how are you planning on your teams using it the most effectively?
Three quick takeouts for me:
Enhanced Performance: Individuals using AI performed on par with traditional two-person teams, teams with AI achieved the highest performance, especially in producing top-tier solutions.
Bridging Expertise Gaps: AI assistance enabled professionals to develop balanced solutions that integrated both technical and commercial perspectives. This effect was particularly beneficial for less experienced employees, elevating their performance to match that of seasoned teams - something to think about when we onboard people.
Improved Work Experience: Participants working with AI reported increased positive emotions such as excitement and enthusiasm, along with decreased negative feelings like anxiety and frustration - this has got to be good for the culture of the company?
3 Strategic Tools Every Changemaker Needs In Their Toolbox
Some good reminders from Greg, The most powerful strategy for change isn’t confrontation—it’s co-option. He argues that giving people tools they can adapt to their own goals (what he calls “co-optable resources”) is often more effective than persuasion or pressure. By enabling others to succeed on their terms, you align their interests with your vision. Importantly without forcing them to change.
It flips the script: Change spreads faster when it feels like their idea, not yours!