Artificial Understanding The Human Cost of the Comprehension Gap Part Two of a Three-Part Series Issue 261, April 23, 2026 Last week, in Part One of this series, I examined the comprehension gap that separates what artificial intelligence can do from what the people deploying it actually understand. That piece focused on the boardroom, on the executives making consequential decisions about technology they have not taken the time to genuinely comprehend. The responses I received confirmed what I suspected: the…

Artificial Understanding The Intelligence We Built and the Comprehension We Didn’t Part One of a Three-Part Series Issue 260, April 16, 2026 I attended a virtual event last week that was constructed around consideration and discussion of AI twins for CEOs and C-level executives. The technology discussion was impressive; there are so many options. I geeked out on the framework, policy and procedure points and where progress is happening as we continue to run instead of walk. It was a…

Spring Renewal 2026 Redefining Ourselves in a Season of Disruption Issue 259, April 9, 2026 Spring has always carried a particular kind of promise. The natural world begins again. Light returns. Something dormant wakes up. And for as long as I have been writing this newsletter, I have used this season to pause, look back across the body of work we have built together, and ask a simple question: what do we need to revisit? This year, that question carries…

Organizational Memory Loss Why Learning Doesn’t Stick Issue 258, April 2, 2026 A senior leader at a client I work with told me something recently that has stayed with me. Her organization had just completed a major strategic initiative, the third of its kind in four years, and by most measures it had gone reasonably well. On time. On budget. Acceptable progress to date. But when she pulled up the reports from the previous two initiatives, she found something that…

Policy as Proxy Leadership Rules Don’t Lead People. Leaders Do. Issue 257, March 26, 2026 A vice president of operations I worked with at a client recently described a moment that stayed with me. She had been trying to approve a temporary staffing adjustment for one of her regional offices related to a short-term initiative that would increase the load on the customer service team. A decision well within her scope of responsibility. It should have taken a phone call…

Structural Silence Why Organizations Train People Not to Speak Issue 256, March 19, 2026 A compliance director at a mid-size healthcare company told us recently that she had known about a data vulnerability for nearly four months before anyone formally raised it. She was not the only one who knew. At least three other department leads had flagged it informally in one-on-one conversations. None of them brought it up in the cross-functional meetings where it should have been discussed. When…