A continuing series of letters on the world’s reset — AI first, because it is the most consequential shift and the most misread. Alongside the letters: points of view and shorter reads that respond to what the world is doing. Every figure computed from a primary source.
A decision transforms nothing by itself. Between the board's resolve and the organisation's reality stands the layer of leaders who must carry it — into conditions no one has seen before. This issue is written for them: what a leader stands on when everything they steady themselves against is in motion, the three commitments an institution owes its leaders, and the one thing every leader can do for themselves.
Should the organisation pursue the AI journey at all, or wait? The second issue offers a structured way of answering — seven dimensions of one decision, from technology and investment to ownership, people, and readiness — with the evidence on both sides, and a board-level readiness scan built to generate the conversations where the real answers live.
Four forces are remaking the global operating system at once — technological, geopolitical, financial, and risk — and they are cascading into one another. The first issue sets out the central argument of the practice: that the reset is not an event to wait out but the new operating condition, and that the gap between AI activity and AI outcome is one of architecture, not technology.
One letter a month, direct from me — no digests, no noise. Unsubscribe with a single reply.
Subscribe to the Letter or follow on LinkedInThe RBI’s draft model-risk framework makes every board accountable — and the real gap is capability, not compliance.
The Chief AI Officer is the fastest-growing seat in the C-suite — and the one its own holders doubt.
Why no nation owns the AI stack — and the deliberate path to standing where it matters.
The reasons everyone gives — and what the data says is actually driving it.
Why we are looking for 1940s signals in a 2020s structural conflict.
The hedge that defined a generation of portfolios has inverted.
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