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There are only 2 fundamentals to focus on. Solving problems. Making decisions. How do you build those? Check it out on Substack .

Are we expecting a different outcome here? This article’s prescription for scaling innovation is to develop “bridgers” with desirable behaviors is explanatory, not predictive. It describes best practices, but following them isn't enough. Why not? Taking aspirin won't do much for your headache if you're not addressing the hammer hitting you in the head. This article is like a prescription for aspirin. Best practices fail in Opinion Land conditioning. So what's the hammer

It sounds smart, but it's not a complete. Why? It's like putting a big building on a foundation of sand. In Opinion Land, everything is built on sand. Look for this pattern: when operators are sitting at the intersection of compounding confusion and the pressure to act, a classic pattern emerges: you go with with what experts tell you (consulting industry) you grab at new offerings (tech and tools) you follow what peer organizations do (trends) Embedding AI experts, and th

Master coaches know how to develop athlete capability. Some not as much. The nuances here are important. You can't read your way to mastery. You can't talk your way to mastery. You need quality reps, on the "field" of work to perform under pressure. And today, we need to perform, and there's plenty of pressure. To know more about how Coach 1, 2, and 3 relate to work, check the Substack .

And w What do bicycles have to do with why work sucks? Everything. It sets the stage for the people readiness gap, which has severe consequences in fast-paced change. How does it work? There's a hardwired failure mode in individuals: People think they know, but don’t. A Culture of Confusion Morphs Into Opinion Land , and gets codified as persistent confusion. A Status Game emerges: Power organizes around opinions and politics, and people play offense & defense. Check it out

Know the difference. They aren't the same. The disruptive force of AI is creating shockwaves that are rippling throughout our world. The future is uncertain, but the present has a clear and present experience - change. The future will be different from the past, and there's turbulence associated with what is called the AI transformation. There's pain, solutions are being sold, and I like to make a key distinction between explanatory solutions, and predictive ones. How do

I've landed on 7 principles to make sense of how to improve work, so it doesn't suck. Keep it safe. Don't outsource your mind. Skills over awareness. Play to build. Train for turbulence. Sructure creates clarity. Speed & rigor are twin requirements - you need them both. I do a deep dive on Substack , check it out.

Why does all of it feel overwhelming and intractable? Performance isn't hampered by technology, it's human capability. My mission is to help people build that capability, I have some core beliefs about how that works, and I think those who get it right will have a massive competitive advantage. Check out the full article on Substack.

Why does work (still) feel broken? I've been asking this question for a long time. When thinking about why work feels broken, I've learned that we don't have an AI problem, a strategy problem, an alignment problem, a talent problem, or a motivation problem. We have a capability problem. And that's what GamOn AI is solving for. Who's it for? Check us out on substack .