Garry Kasparov once observed that we shouldn’t be asking computers to think like humans – we should be asking entirely different questions altogether. Yet most corporations today find themselves trapped in exactly this kind of limited thinking. They’re obsessed with creating what I call “Faster Caterpillars.” They take broken, legacy 20th century processes, the metaphorical caterpillar, and apply artificial…
We have collectively lost our minds. Across boardrooms in Frankfurt, Singapore, and New York, banking executives are signing off on cloud migration budgets in the hundreds of millions. The pitch is compelling: elastic compute, managed services, pay-as-you-go pricing. The promise is that all of this will solve deep, structural problems in how banks build and run technology. It won’t….
For decades, the strategic ideal guiding businesses was the pursuit of a sustainable competitive advantage. Corporate leaders invested heavily in creating unique positions that could be defended for decades. Conceptually elegant, this approach envisioned building durable moats—whether technological, brand-based, or operational—to fend off competitors and secure consistent profits and market dominance. The narrative was straightforward: find your distinctive niche,…
The business landscape has been fundamentally reshaped. For decades, the dominant model was the pipeline: businesses created value by controlling a linear series of activities, from sourcing raw materials to delivering a finished product to the customer. Think of traditional manufacturing, publishing, or retail. But a new, more powerful model has emerged – the platform. As detailed in the…
“A fool with a tool is still a fool.”…
This post investigates the existential macroeconomic divergence facing the…
