Insights & perspectives
Ideas to help you stay ahead.
Practical writing on automation, data and knowledge — what tends to work, what tends not to, and where the effort is usually best spent.
AI & Data
When AI stops answering and starts doing
Most AI at work waits to be asked. The newer tools keep going after the first instruction, which turns the question from how good the model is into what it is allowed to do.
AI & Data
Teaching an assistant how your firm does something
A good prompt is a private habit. Written down as a skill, the same instruction is loaded by default rather than remembered, which is the difference between one person being fast and everybody being fast.
AI & Data
A seat for everyone, or a system that does the work
There are two ways to pay for AI. One gives you a predictable invoice; the other gives you a number you can defend. Most organisations have only tried the first.
Strategy
Where client information goes when you use AI
A client will ask before a regulator does. “Is it secure?” is three separate questions wearing one coat, and most organisations have only checked the first.
Automation
The spreadsheet in the middle
Between any two systems that do not talk to each other there is a file. It is doing more work than anyone has credited it with, and it is the best documentation of your process you will ever get.
AI & Data
Checking work when effort is no longer the signal
Review has always leaned on a quiet clue: how much effort something took. A machine produces the fluent version and the wrong version at the same speed and in the same tone.
Automation
5 ways automation creates capacity for client work
The business case for automation is usually written in headcount. That is the wrong unit. The scarce resource is the attention of your best people.
AI & Data
From information to insight: Getting more from your data
Most businesses that say they have a data problem do not have one. They have plenty of data. What they have is a disagreement problem.
Strategy
Building a knowledge advantage that lasts
In a service business, most of what you sell is knowledge, and most of it walks out of the building at five o’clock with no guarantee of returning.