1️⃣ Governance is a management system Lenny’s latest interview with Eric Ries frames company durability as governance work: success exposes the business to short-term pressure, so mission needs board power and decision rules, not nicer language.

💡 Why it matters If the promise matters, encode it before scale makes every exception expensive. Values without control rights become decoration.

☕ Coffee talk Which promise survives the next board vote when growth gets uncomfortable?

2️⃣ AI work redesign sits with the CEO BCG says 72% of CEOs now call themselves the main AI decision maker, twice the 2025 share. Its sharper warning is that AI value gets stuck in old roles, approvals and org debt.

💡 Why it matters Treating AI as tooling leaves the work untouched. The CEO has to reset decision rights and accountability, not sponsor more pilots.

☕ Coffee talk Who is allowed to kill the old workflow once the demo works?

3️⃣ Scale changes the job before the title changes First Round’s Jack Altman says the founder behaviour that worked at 6 or 60 people can break at 600. Before blaming a hire, test whether the setup, cadence and decision rights are wrong.

💡 Why it matters Scaling leadership means choosing where to stay deep, where to let executives differ and how to hold outputs without owning every input.

☕ Coffee talk Is the exec failing, or is the founder still managing the company they had two chapters ago?