Every organization claims innovation to be their most valuable capability, yet nearly every management practice rewards its opposite: more utilization, more KPIs, more dashboards. This again results in less idle time, less ambiguity or variance, and eventually less or no innovation. This doesn't mean these decisions are irrational,
In the first part of this article, I argued that many organizations are approaching AI much like military planners approached the next war using lessons from the previous one. Or to put differently: organizations approach AI through the conceptual tools they already understand. This is not unusual. It is, in
This first article is intended to bring a wider and hopefully more strategic perspective to ongoing discussions around LLMs and AI. It is intentionally written as a strategic essay and neither claims to be a research paper, or otherwise to be scientific. The concepts discussed throughout are intended as frameworks