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Machine Learning
Under the Hood
For when you want to know how the magic works, not just that it does. The models, the math, and the surprisingly human judgment calls behind them.
The Glass Horse: What Nolan Gets Right About AI That Your Company Keeps Missing
I saw The Odyssey yesterday. It's a great movie — the kind that reminds you why people still leave the house to sit in the dark with strangers. Nolan shot the whole thing on IMAX film, and it shows. Go see it. But this isn't a film review. It's about something Nolan said afterward that I haven't been able to shake. Asked whether AI might be a Trojan horse — a gift you welcome in, only to watch it turn into something darker — he laughed and said, "AI is a Trojan horse that eve
AI & Workflow Systems
The Best Chair in the House Didn't Look Like Anything
My father-in-law, Bob Dunwoody, had a chair at his ski house that fooled everyone.It looked like a chair. A good one, the kind of quietly handsome piece that belonged in a room with big windows and a fire going. You'd walk past it a dozen times and never think twice. Then someone would sink into it, find a hidden control, and the thing would come alive. Not a sad little buzz. A full, deep tissue massage that worked your back like it had opinions about your posture.That chair
The Performance of "Belief"
The problem with AI at work is not just bad outputs. It's that too many organizations now require a performance of belief. Not a result. Not proof. Belief. The willingness to say, out loud, in the right meeting, that AI is transforming your work — whether or not it actually is. And once an organization starts rewarding that performance, it stops being able to hear the one sentence it needs most: this is not working. The coordination problem nobody wants to name Cory Doctorow,
Employee Experience Doesn't Break. It Drifts.
Most leaders think employee experience is a state. Good or bad. Healthy or toxic. A number on an engagement survey that either clears the bar or doesn't. That's the wrong model. Employee experience is not a state. It's a slope. It drifts. Slowly, quietly, and mostly out of view — until one day the work is worse, the people are tired, and nobody can point to the moment it went sideways. There wasn't a moment. There was a slide. And the customer meets the bottom of that slide l
Product Craft & Patterns
The Best Chair in the House Didn't Look Like Anything
My father-in-law, Bob Dunwoody, had a chair at his ski house that fooled everyone.It looked like a chair. A good one, the kind of quietly handsome piece that belonged in a room with big windows and a fire going. You'd walk past it a dozen times and never think twice. Then someone would sink into it, find a hidden control, and the thing would come alive. Not a sad little buzz. A full, deep tissue massage that worked your back like it had opinions about your posture.That chair
Sep 76 min read
The Performance of "Belief"
The problem with AI at work is not just bad outputs. It's that too many organizations now require a performance of belief. Not a result. Not proof. Belief. The willingness to say, out loud, in the right meeting, that AI is transforming your work — whether or not it actually is. And once an organization starts rewarding that performance, it stops being able to hear the one sentence it needs most: this is not working. The coordination problem nobody wants to name Cory Doctorow,
Aug 65 min read
Organizational Systems
The Best Chair in the House Didn't Look Like Anything
My father-in-law, Bob Dunwoody, had a chair at his ski house that fooled everyone.It looked like a chair. A good one, the kind of quietly handsome piece that belonged in a room with big windows and a fire going. You'd walk past it a dozen times and never think twice. Then someone would sink into it, find a hidden control, and the thing would come alive. Not a sad little buzz. A full, deep tissue massage that worked your back like it had opinions about your posture.That chair
The Performance of "Belief"
The problem with AI at work is not just bad outputs. It's that too many organizations now require a performance of belief. Not a result. Not proof. Belief. The willingness to say, out loud, in the right meeting, that AI is transforming your work — whether or not it actually is. And once an organization starts rewarding that performance, it stops being able to hear the one sentence it needs most: this is not working. The coordination problem nobody wants to name Cory Doctorow,
Employee Experience Doesn't Break. It Drifts.
Most leaders think employee experience is a state. Good or bad. Healthy or toxic. A number on an engagement survey that either clears the bar or doesn't. That's the wrong model. Employee experience is not a state. It's a slope. It drifts. Slowly, quietly, and mostly out of view — until one day the work is worse, the people are tired, and nobody can point to the moment it went sideways. There wasn't a moment. There was a slide. And the customer meets the bottom of that slide l
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