Imagine telling an employee, “AI just gave you ten hours back every week. Use some of that time to make this company better.” It sounds empowering. It may also leave the employee wondering what, exactly, you want them to do. Most people have spent their careers being trained to execute.

One of the earliest lessons we learned about computers was “garbage in, garbage out”: the quality of the data determines the quality of the output. That lesson taught business leaders to keep looking for more—and better—data. When I worked in a Fortune 100 company, getting information meant filling out a

Imagine starting your day knowing exactly where your attention is needed. Not because someone walked into your office. Not because a customer complained. Not because you happened to spot a mistake. Because the systems you use have already identified the situations that require your judgment. For generations, leaders have done

Imagine your company successfully implements AI. Routine work that once filled most of the day now takes only a fraction of the time.  Congratulations! Now the hard part begins. Many leaders assume the newly available time should simply be filled with more thinking, more creativity, more strategy, and more problem-solving.

In the first article in this series, I suggested that business owners stop asking only how many jobs AI might replace and start asking a different question: What capacity will AI create? That question matters because AI can reduce the time required for routine work dramatically. A task that once

When most people talk about artificial intelligence, the conversation usually starts with fear. Those are understandable questions. But I think they’re the wrong place to start. Instead of asking, “What jobs will AI replace?” I think business owners should be asking a different question: “What capacity will AI create?” That