Latest thinking
Ideas on AI, leadership, the future of work, and the human dimensions of technological change.
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What is the human cost hidden inside your AI business case?
Your AI efficiency case counts the hours it removes. It does not count the engagement, retention, and discretionary effort those hours were carrying. Here is how to put the human cost inside the model before the board signs.
Your finance function is full of AI. Is it deciding any better?
Finance has adopted AI almost everywhere, so using it is no longer the advantage. KPMG's 2026 data shows the separation now comes from trust: whether you can stand behind what the AI decides, and prove it.
AI won't have your next big idea. Here's the part of innovation it actually transforms.
Bolt AI across your whole innovation process and it disappoints in places. A review of 103 studies shows why: AI is strongest in the development and refinement of ideas, not in having them or launching them. Put it where it actually works.
Ten strategic tech trends for 2026. You can act on three. How do you choose?
Gartner's 2026 trends list has ten items, each urgent, each with a prediction attached. You cannot act on ten. The useful question is which few gate the rest, and this year the answer is the cluster that lets you trust AI to act on its own.
My people are scared of AI. What skills do they actually need now?
The skills your team needs are not another tool certificate. They are judgement, prompting, verification and collaboration with the machine, the four capabilities that compound while every tool expires. Here is how to convert the quiet fear in the room into capability you can see.
You've run the AI pilots. So why does the business underneath still feel the same?
You have run the pilots, more than most. Yet the business underneath feels unchanged. The gap between adding AI and becoming AI-native is not a technology gap; it is a shift in how the organisation, and its leaders, operate.
Your rivals bought the same AI you did. So what actually becomes your advantage?
Your competitors can buy the same AI you can. A systematic review of 1,377 studies finds the durable advantage was never the tool: it is the knowledge your organisation creates with it, and that cannot be bought or copied.
Startups seem to move faster with AI. Should you copy them, or play your own game?
Nimble startups seem to run circles around big companies with AI. A review of 2,670 studies finds the two are not playing the same game: startups win on experimentation, incumbents on scale. The edge is knowing which is yours, and borrowing one move from the other.
Your board's most expensive debt is not on the balance sheet
Every board understands technical debt. The costlier debt is the one no one audits: most boards still run a Phase One operating system, built for incremental growth and a single bottom line, while the world has moved to the commoditisation of intelligence.
Your AI is already inside your risk framework. APRA has just said so
APRA is not writing a new AI rulebook. Its framework is principle-based and technology-agnostic, so the standards you already answer to, CPS 220, CPS 230 and CPS 234, already cover AI. The work is mapping AI onto obligations you already carry.
An AI made the decision. So who is liable when it gets it wrong?
When an AI system declines a loan, prices a policy or flags a claim, the legal duty to the customer does not move to the algorithm or the vendor. Australia's obligations are technology-neutral, and under the Financial Accountability Regime a named person still owns the call.
What happens when your one AI vendor goes down? APRA wants your exit plan
APRA found entities leaning on a single AI provider with untested exit plans, and judged point-in-time assurance unfit for models that drift. CPS 230 already requires tested continuity. Resilience is a substitution you have rehearsed, not a document you filed.