The Human Organisation in the Age of Artificial Intelligence

For decades, organisations have been reorganising themselves in the name of efficiency, competitiveness, innovation, and transformation.

Departments have been merged, management layers reduced, responsibilities redistributed, processes redesigned, and new technologies introduced. Every generation of management has developed its own vocabulary to describe these changes: restructuring, business process reengineering, digital transformation, agile organisation, platform organisation, and now AI-driven transformation.

The Two Clocks of Artificial Intelligence: Why Organisations Must Learn to Govern Change

There is a fundamental contradiction emerging in the relationship between artificial intelligence and the organisations adopting it. We are introducing technologies whose capabilities, configurations and uses can evolve rapidly into institutions whose mechanisms of governance were largely designed around identifiable decisions, relatively stable systems and periodic reassessment.

When Organisations Become Artificially Intelligent, What Happens to the Humans?

We discuss increasingly powerful models, autonomous agents, automation, computational capacity and the extraordinary speed at which machines are learning to perform activities previously associated with human intelligence.
Yet perhaps we are overlooking a more important question.
What happens to human relationships when the organisations in which we live and work begin to delegate part of their intelligence to machines?
An organisation is not simply a structure designed to produce goods, deliver services or generate economic value.
It is also a social environment.

The Architecture of AI: Are We Reinventing the Internet?

We are once again surrounded by competing technological ecosystems.

Amazon offers Bedrock. Microsoft has Foundry. Google provides Vertex AI. Oracle is integrating generative AI into OCI. Meanwhile, OpenAI, Anthropic, Meta, Mistral and DeepSeek are developing increasingly sophisticated models.

New intermediary technologies such as OpenRouter, LiteLLM and Portkey are attempting to simplify access to those models.

Beyond ChatGPT: When Software Development Becomes an Economy of Tokens, Agents and Intelligence

We spent decades teaching humans how to communicate with computers. We are now entering an era in which computers increasingly understand what humans want to achieve, determine how to accomplish it and execute much of the work themselves. But this transformation is not simply about artificial intelligence writing code. It is about the emergence of a new architecture of software production, where intelligence becomes a consumable resource, development becomes an orchestrated process, and the traditional boundaries between programmers, tools and computational infrastructure begin to disappear.

When Professional Language Becomes a Substitute for Experience

Many people can speak convincingly about innovation, transformation and the future. Many can repeat an announcement, explain a new technology, adopt the latest terminology or describe what others have achieved. Far fewer can explain what they have actually built, changed or made possible themselves.
Repeating an announcement is easy. Turning it into a polished presentation or a LinkedIn post is even easier, particularly with AI.
But does repeating information create knowledge? Does describing someone else’s achievements demonstrate competence?

The Human Network Behind AI

Peter Thiel, Elon Musk and Reid Hoffman emerged from overlapping Silicon Valley entrepreneurial networks. Musk and Sam Altman became part of the group that created OpenAI in 2015, together with Greg Brockman, Ilya Sutskever and others. Sutskever would eventually leave OpenAI and establish Safe Superintelligence. Dario and Daniela Amodei left OpenAI and created Anthropic. Demis Hassabis, Mustafa Suleyman and Shane Legg had already created DeepMind in London; Google acquired the company, while Suleyman’s subsequent journey took him through Inflection AI and eventually to Microsoft.

The Speed of Knowledge in a Slow Organisation

When expertise moves faster than authority

There is a paradox I have become increasingly interested in.

I have spent much of my professional life around technology, from the early Internet to mobile communications, payments, digital transformation and now artificial intelligence. Over those decades, almost everything about the production and circulation of knowledge has accelerated.