Where the argument keeps going.
Short essays on decisions boards and executives are facing now. Each one starts with a situation and works out what it asks of the people in charge. A new one most weeks.
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AI GovernanceThe record showed approval, not judgment
How a clean audit trail can hide the absence of the very thinking it claims to document — and what to require instead.
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AI GovernanceGive the machine a job description
The discipline of writing an actual job description for the system — what it may do, in whose name, and where its authority ends.
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AI GovernanceThe answer arrived too early
When the model produces a client-ready answer before the organization has decided the client should see it.
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OperationsThe machine is complicated. The work is complex.
Why complicated systems fail complex work — a ground-operations story about clocks with weather inside them.
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JudgmentJudgment begins where procedure ends
The boundary work — recognizing the case the procedure was never designed for, and having the authority to stop the queue.
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AI GovernanceThe system was believed first
What happens when a system-generated claim moves into action faster than a person can challenge it — and the organization calls that efficiency.
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AI GovernanceThe new lab coat
How AI dresses ordinary work in borrowed seriousness — and what that costs when the reviewer forgets the coat is not the credential.
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The Second MapThe map beneath the chart
Where the Second Map begins — reliance, formation, and the places responsibility has already moved to before the org chart notices.
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TalentThe hiring question changed
The question is no longer 'can this person do the work' but 'can this person own the work when a system does the first pass'.
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Organizational DesignThe incomplete org chart
Why the org chart no longer describes where work actually forms — and what the Second Map has to add.
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Board GovernanceThe board committee that owns AI, and the one that thinks it does
How to structure oversight so audit, risk, and technology committees stop competing for the same authority.
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Organizational DesignThe translator problem
Every AI system has a person who reframes its output. That person is often the most powerful role in the sequence — and the least visible.
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AI LeadershipVoice Rights in the age of copilots
Who is allowed to speak into a decision when the model got there first?
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AI GovernanceWhy "human in the loop" is not a governance model
A phrase that describes an interface, mistaken for a discipline.