Kinarey

A family in Maryland opens their monthly utility bill.

A developer in Melbourne opens her laptop on Friday morning.

A company announces an AI strategy.

A developer writes the same forty-line function for the third time.

Most of what I write here is about the enterprise — organisations navigating AI, the structural choices that determine whether you keep leverage or lose it.

Most of what I write here is about the enterprise — organisations navigating AI, the structural choices that determine whether you keep leverage or lose it.

On leading technology when the question has reopened AI is reshaping how organisations operate — compressing what used to take teams, automating judgement calls, changing the economics of expertise.

Earlier this year, we decided we no longer needed a piece of software we'd been running on.

Will my job survive?

Sequoia published a piece recently that anyone leading an organisation should read.

Someone whose job it is to ask uncomfortable questions about risk put one to me recently that deserves a longer answer than I gave at the time.

This is the second article in The Organism series.

The question isn't whether AI replaces human creativity.

CEOs of trillion-dollar companies are building personal AI agents to help them run their organisations.

I haven't been this excited about building stuff in years.