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Strategy, psychology, engineering, and the patterns that actually compound.
147 articles • Page 3 of 17
Capability-transfer engagements report 67% success against 22% for dependency consulting. AI capability transfer is the moment a client knows what the tool is, what it's worth, and that it's in their hands now. That click is the goal.
91% of deployed ML systems degrade over time, yet under 20% of organizations measure their automation. Automation maintenance, not the launch, is the real work. You automate to reach further, then monitor and improve.
In 2025 Sonatype counted 454,600 new malicious packages, and the easiest way in was phishing a trusted maintainer. Software supply chain risk is now a people problem, and the fix is verification cheap enough to actually use.
Google's AI Overviews reached 2 billion monthly users and only about 1.2% of local businesses are recommended by ChatGPT. AI assistant recommendations decide who gets named. Here is how to show up.
The June 2026 AUR supply chain attack (Atomic Arch) hijacked about 1,500 abandoned packages without a single exploit. It did not steal a password. It stole trust. A CEO's view on why the answer is verification and stewardship, not retreat.
In a famous experiment, owners demanded twice what buyers would pay for the same mug. That's the endowment effect, and it quietly distorts the cloud versus self-hosting decision in both directions. The fix is to decide as if you owned neither option.
Imagining that a project has already failed raises a team's ability to correctly identify the reasons for a future outcome by about 30 percent, according to research by Deborah Mitchell, Jay Russo, and Nancy Pennington published in the Journal of Behavioral Decision Making. That single...
Nearly a third of breaches in 2025 involved a third party, double the year before. The sub-processor problem means every SaaS tool hands your data to its vendors' vendors. Third-party risk and data governance are one problem.
Across eight experiments published in Nature in 2021, people asked to improve an object, a plan, or an idea reliably reached for addition and overlooked subtraction, even when removing something was the better fix and sometimes the only right answer. The finding is inconvenient because...
