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Executive agendas are ordered by function, so contested items arrive when the time has gone and get deferred. Why consensus in the room is often an artefact of sequence, where AI belongs in the process, and why the fix is a redesigned ritual rather than a meeting tool.
Engineering risk gets a spreadsheet and an owner. Community acceptance risk gets an adjective. Why social opposition now moves faster than permitting, how to score it before it becomes a crisis, and why the model must never touch the arithmetic.
Gartner surveyed 350 executives at $1B+ companies and found workforce-reduction rates were nearly equal between high-ROI and low-ROI groups. Why the cut-and-book business case fails, and what the higher-return companies measure instead.
Processes run sideways through a company, org charts run downwards, and people have been absorbing the difference for decades. Automate the process and the absorbing stops. Why AI projects stall at the seams between functions, and what resolves it short of a reorganisation.
Stalled innovation programmes are rarely short of ideas or budget. They are short of someone who owns shipping. Why the last mile has no owner, what AWS concluded when it spent $1B embedding engineers in customer teams, and how to tell which kind of programme you are running.
AWS is spending $1 billion embedding engineers inside customer teams. Here is what the forward deployed engineer model actually is, how it differs from consultants and systems integrators, how to buy it at mid-market scale, and the three cases where you should not.
AI-native is losing its meaning. The testable version: if you switch the system off for a day and the team reverts to the old manual process, you added AI rather than redesigned around it. What actually has to change, and how companies get there one workflow at a time.
Incumbency is no longer protection: S&P 500 tenure has fallen from ~33 years to ~15. Why corporate innovation matters, why incumbents fail, and where to start.
A pre-mortem surfaces ~30% more failure causes than "what could go wrong?" Here is a two-workshop playbook that turns those failures into opportunity areas.
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