Ten thousand watched the hype. Five hundred watched the explainer.
I backed my own stock picks and lost 74%. The signal I ignored is the same one most change programs ignore, and it costs them far more than it cost me.
The manager who refuses to fake it is half right
The manager who says "I'm not a hugger" has forty years of research on their side. It runs out sooner than they'd like.
Your AI pilot is stalling on trust, not technology
No trust, no data. No data, no AI impact. The bottleneck in your AI programme usually sits a long way below the tech stack.
The manager is the implementation. AI adoption depends on it.
Manager engagement is at a record low, just as managers became the variable that decides whether AI lands. The reason has more to do with design than motivation.
The most confident voice in your change programme is rarely the best informed
The surest person in the room is often the least calibrated. The Dunning-Kruger effect at the executive table, and the quiet experts who are your best early warning system.
Most of your change programme will be forgotten. Two moments won’t.
Ninety per cent of a change programme gets forgotten. Two moments don’t. The Peak End Rule decides which version of your transformation your people actually carry.
What 16,000 projects say about your next programme budget
Flyvbjerg's dataset confirms what practitioners suspect but rarely quantify. Reference Class Forecasting offers the outside-in correction your planning probably needs.
What 49 Pragma conversations taught us about how leaders define their real problem
Pragma's first 49 conversations revealed two patterns: the question leaders arrive with is rarely the real one, and specificity is the admission ticket.